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Hurricane Katrina and New Orleans: Discursive Spaces of Safety and Resulting Environmental Injustice
HURRICANE KATRINA AND NEW ORLEANS: DISCURSIVE SPACES OF SAFETY AND RESULTING ENVIRONMENTAL INJUSTICE A dissertation submitted to Kent State University in partial fulfillment of the requirements for the degree of Doctor of Philosophy by Andrew B. Shears August, 2011 Dissertation written by Andrew B. Shears B.S., Ball State University, 2003 M.S., Ball State University, 2005 Ph.D., Kent State University, 2011 Approved by ____________________________________, Chair, Doctoral Dissertation Committee Dr. James A. Tyner ____________________________________, Members, Doctoral Dissertation Committee Dr. Mandy Munro-Stasiuk ____________________________________ Dr. Robert M. SchwartZ ____________________________________ Dr. Scott C. Sheridan Accepted by ____________________________________, Chair, Department of Geography Dr. Mandy Munro-Stasiuk ____________________________________, Dean, College of Arts and Sciences Dr. Timothy Moerland ii TABLE OF CONTENTS LIST OF FIGURES……………………………………………..………………………………………………….iv ACKNOWLEDGEMENTS………………………………………………………………………………………vi DEDICATION……………………………………………………………………………………………………...vii CHAPTER I. INTRODUCTION…………………………………………………………………………………..1 A. DEFINING ENVIRONMENTAL JUSTICE………………………………………….3 B. THE GAME PLAN………………………………………………………………………..19 C. METHODOLOGICAL FRAMEWORK……………………………………………..20 II. ABOUT NEW ORLEANS……………………………………………………………………...29 A. THE HISTORY OF NEW ORLEANS……………………………………………….33 B. NEW ORLEANS IN 2005…………….……………………………………………….85 C. CONCLUSION…………………………………………………………………………...111 III. HURRICANE KATRINA……………………………………………………………………..113 -
FEMA and Disaster: a Look at What Worked and What Didn't from a FEMA Insider (1993 - 2000) Leo Bosner
The Federal Emergency Management Agency - FEMA - became an object of derision as it appeared to sit by helplessly as thousands suffered and died in the wake of Hurricane Katrina in 2005. But many have forgotten that FEMA responded quickly and effectively to countless emergencies and dis- asters during the 1990s. Earthquakes, hurricanes, floods, the Oklahoma City Bombing, all saw a swift response from FEMA, a sharp contrast to FEMA's performance after Hurricane Katrina. Leo Bosner worked at FEMA for nearly 30 years, from the time of the agency's establishment in 1979 until his retirement in 2008. I have known Leo for 21 years and really appreciated the work he did inside the bureaucracy, often at the risk of his own job, to make this vital agency work. We are lucky to have someone with so much experience let us in on how FEMA worked or didn't work through five presidents. In this four-part Solutions series, Bosner traces the development of FEMA during those years and offers his observations as to why a government agency like FEMA would perform so well one time and so poorly the next ... and his ideas on the key factors that can lead FEMA to success in the future. Leo Bosner was an employee of FEMA from 1979 until his retirement in 2008 and at the time of his re- tirement was president of the FEMA Headquarters employees' union, AFGE Local 4060. The views ex- pressed here are Mr. Bosner's personal views only. -Dina Rasor, Solutions editor On April 19, 1995, at a few minutes past nine in the morning local time, terrorists exploded a deadly bomb in front of the Alfred P. -
Responding to Emergencies
AMERICAN PUBLIC WORKS ASSOCIATION • JANUARY 2010 • www.apwa.net Responding to Emergencies A Major Responsibility of Public Works Agencies APWA and SWANA are co-locating at the Boston Convention & Exhibition Center— Some would call that REVOLUTIONARY! AUGUST 15–18, 2010 | WWW.APWA.NET/CONGRESS January 2010 Vol. 77, No. 1 The APWA Reporter, the official magazine of the American Public Works Association, covers all facets of public works for APWA members including industry news, legislative actions, management issues and emerging technologies. EMERGENCY MANAGEMENT INSIDE APWA 2 President’s Message 6 Technical Committee News 8 Utilizing retired professionals to help solve today’s challenges 9 2010 Editorial Calendar 10 The changing role of the public works director 13 New APWA staff 17 16 La Center learns to manage a wetland 18 Index to 2009 articles COLUMNS 4 Washington Insight 24 Back to the Basics 46 Ask Ann FEATURES 26 Is your jurisdiction eligible to receive HMGP funds following a 22 major disaster declaration? 28 Cedar Rapids: Repositioning a city post-disaster 31 The changing role of public works in emergencies, disasters and traffic incident management 36 The May 2008 Wenchuan earthquake: emergency response and recovery 40 Small community NIMS compliance 42 FEMA: Mission and History 27 44 National Infrastructure Protection Plan offers framework for public works professionals MARKETPLACE 48 Products in the News 49 Professional Directory CALENDAR 23 Education Calendar 52 World of Public Works Calendar 36 52 Index of Advertisers On the cover: the Cedar Rapids January 2010 APWA Reporter 1 flood of June 2008 (photo: City of Cedar Rapids, Iowa) Public Works stands guard this flu season Larry T. -
Publication 1
We Are FEMA Helping People Before, During, and After Disasters 2 Publication 1 Purpose Publication 1 (Pub 1) is our capstone doctrine. It helps us as Federal Emergency Management Agency (FEMA) employees understand our role in the emergency management community and provides direction for how we conduct ourselves and make decisions each day. It explains: ▪ Who We Are: An understanding of our identity and foundational beliefs ▪ Why We Are Here: A story of pivotal moments in history that have built and shaped our Agency ▪ What We Face: How we manage unpredictable and ever-evolving threats and hazards ▪ What We Do: An explanation of how we help people before, during, and after disasters ▪ How We Do It: An understanding of the principles that guide the work we do The intent of our Pub 1 is to promote innovation, flexibility, and performance in We Are FEMA achieving our mission. It promotes unity of purpose, guides professional judgment, and enables each of us to fulfill our responsibilities. Audience This document is for every FEMA employee. Whether you have just joined us or have been with the Agency for many years, this document serves to remind us why we all choose to be a part of the FEMA family. Our organization includes many different offices, programs, and roles that are all committed to helping people. Everyone plays a role in achieving our mission. We also invite and welcome the whole community to read Pub 1 to help individuals and organizations across the Nation better understand FEMA’s mission and role as we work together to carry out an effective system of emergency management. -
Reputation and Federal Emergency Preparedness Agencies, 1948-2003
Reputation and Federal Emergency Preparedness Agencies, 1948-2003 Patrick S. Roberts Department of Politics University of Virginia Charlottesville, VA 22903 [email protected] Comments welcome. Prepared for Delivery at the 2004 Annual Meeting of the American Political Science Association, September 2-5, 2004. Copyright by the American Political Science Association. Abstract What caused the Federal Emergency Management Agency to go from being threatened with extinction to becoming one of the most popular agencies in government? FEMA developed a reputation both for anticipating the needs of politicians and the public and for efficiently satisfying those needs. I locate the root of reputation for a contemporary agency in a connection to a profession which helps hone a few core tasks and a single mission, in the development of a bureaucratic entrepreneur, and, finally, in a connection to the president, Congress, and the public. Reputation and Federal Emergency Preparedness Agencies, 1948-2003 1 The terrorist attacks of September 11, 2001 led Congress and the president to undertake one of the most ambitious reorganizations in American history to respond to the now undeniable threat of domestic terrorism.1 The creation of the Department of Homeland Security sparked dramatic changes in several agencies included in the new department: the Customs and Border Patrol agencies were consolidated and then separated, the Coast Guard began building a deep water capability, and the FBI shifted resources from drug crimes to counterterrorism.2 Some political -
CHAPTER 4: Presidential Declarations of Major Disaster Or Emergency
distribute or U.S. President Donald Trump visits residents affected by Hurricane Maria in Guaynabo, west of San Juan, Puerto Rico, on October 3, 2017. 4post, Mandel Ngan/AFP/Getty Images PRESIDENTIALcopy, DECLARATIONS notOF MAJOR DISASTER OR EMERGENCY Do he U.S. Constitution grants the president special powers in times of catastrophic disaster and Tnational emergency. Beyond this, enactment of the Federal Disaster Relief Act of 1950 gave then and future presidents the authority to officially declare, on behalf of the federal government, major disasters. Presidential authority in disaster policy was further augmented in the Disaster Relief Act of 1974, which provided presidents with the authority to issue emergency declarations that helped mobilize and fund federal, state, and local agencies when a disaster was imminent. At first, 129 Copyright ©2020 by SAGE Publications, Inc. This work may not be reproduced or distributed in any form or by any means without express written permission of the publisher. 130 Disaster Policy and Politics emergency declarations did not require that governors document need or furnish proof that their state and local governments were overwhelmed and therefore unable to handle the incident on their own, as major disaster requests customarily required. Emergency declaration requests from governors have always been scrutinized by presidents and their emergency management officials.1 Sometimes these requests are turned down by the pres- ident, always with FEMA announcing the turndown in place of the president. In recent years, governors or other governor equivalent executives have submitted their emergency declaration requests with preliminary damage assessment data.2 Each president’s declaration decisions reveal something about that president as a per- son, as a public servant, and as a political leader. -
The Politics of Us Disaster Relief, 1927-2005
POLITICAL DISASTERS: THE POLITICS OF U.S. DISASTER RELIEF, 1927-2005 _______________ A Dissertation Presented to The Faculty of the Department of History University of Houston _______________ In Partial Fulfillment Of the Requirements for the Degree of ! Doctor of Philosophy ! ______________ By Natalie M. Schuster May 2014 POLITICAL DISASTERS: THE POLITICS OF U.S. DISASTER RELIEF, 1927-2005 _______________ An Abstract of a Dissertation Presented to The Faculty of the Department of History University of Houston _______________ In Partial Fulfillment Of the Requirements for the Degree of ! Doctor of Philosophy ! ______________ By Natalie M. Schuster May 2014 ! ABSTRACT This study combines the fields of political and environmental history to understand the evolution of federal disaster relief policy in the United States from 1927-2005, specifically the development of US federal natural disaster relief as a component of the welfare state. The institutionalization of disaster relief as a function of the welfare state occurred because the New Deal’s unprecedented bureaucratic apparatus combined with major disasters and the need for assistance; the confluence established the government’s dominate role in disaster relief. Over the course of the twentieth century, federal disaster relief policy developed and increased alongside the expansion of presidential authority and a welfare state that increasingly became bureaucratically complex. Yet, at the same time, the success of the welfare state has been stymied by consistent traditions of individualism, limited government, a belief in the market economy, and ineffective bureaucracy. In examining the affects of disaster policy on the people, disaster relief, like the welfare state in general, often overlooks the people who would most benefit from federal help because it focuses primarily on the maintenance and extension of capitalism. -
The Book of Sullivan V
Selections from The Book of Sullivan v. sullivan2 1/4/10 copyright 2010 by Richard L. Meehan meehan at stanford.edu. This and later drafts can be viewed at: http://www.scribd.com/doc/ This draft is designed to be browsed or downloaded easily on SCRIBD. For easiest reading in SCRIBD, view in “book” view option (not “scroll”) and set to “full screen”. However if you want to browse this material online with fully functioning links, you’d do better to go to the html version at http://www.stanford.edu/~meehan/sullivan/sull.html 1 Introduction I recently revived this project which I had started twenty years ago. At that time I had decided to profile the entire Sullivan clan from the beginning of time to the 1980s. This led to extended pilgrimages to collect Sullivan stories in places like Castletown Beare and Butte Montana, both famous for Sullivans. In effect I was setting out to recreat the Book of Sullivan, the original of which was last seen in the early nineteenth century. These clan books were menat to preserve the glorius history of the Celtic clan. My research was a lot of fun, sometimes I would have long late- night phone conversations with Sullivans whom I didn’t know or meet them in strange places. Later, I put the project on the internet and thereafter hundreds of Sullivans assisted in the project, recreating chronology (years AD or BC) set forth in this book. Later I got busy with other things but then recently I met an eccentric Sullivan gent sporting a huge gold necklace here in the Robin Hood pub in Bangkok. -
The Historical Context of Emergency Management
1 The Historical Context of Emergency Management What You Will Learn • The early roots of emergency management. • The modern history of emergency management in the United States. • How FEMA came to exist, and how it evolved during the 1980s, 1990s, and the early twenty-first century. • The sudden changes to modern emergency management that have resulted from the September 11 terrorist attacks and Hurricane Katrina. Introduction Emergency management has ancient roots. Early hieroglyphics depict cavemen trying to deal with disasters. The Bible speaks of the many disasters that befell civilizations. In fact, the account of Moses parting the Red Sea could be interpreted as the first attempt at flood control. As long as there have been disasters, individuals and communities have tried to do something about them; however, organized attempts at dealing with disasters did not occur until much later in modern history. The purpose of this chapter is to discuss the cultural, organizational, and leg- islative history of modern emergency management in the United States. Some of the significant events and people that shaped the emergency management discipline over the years are reviewed. Understanding the history and evolution of emergency man- agement is important because, at different times, the concepts of emergency manage- ment have been applied differently. The definition of emergency management can be extremely broad and all-encompassing. Unlike other more structured disciplines, it has expanded and contracted in response to events, congressional desires, and leadership styles. In the most recent history, events and leadership, more than anything else, have brought about dramatic changes to emergency management in the United States. -
The Research for This Project Was Sponsored by a Grant from the Pulitzer Center on Crisis Reporting
A Louisiana National Guardsman from the 256th Infantry Brigade Combat Team sites with others during a briefing about their departure to New Orleans at Camp Victory, on the Iraq‐Kuwait border, on Sept. 7, 2005. Anga Niedringhaus/Reuters The research for this project was sponsored by a grant from the Pulitzer Center on Crisis Reporting. Something about walking naked through the ruins of St. Bernard Parish at 2 in the morning helped Tech Sgt. Mickey Giovingo leave Iraq. Since returning from war, he had slept in his car in the driveway of his smashed, cream-colored ranch house, in his uniform—the only clothing he had. He remembers sitting out there at night, thinking, “There are more noises at night in the desert than Page 1 of 29 here.” He was hypervigilant, startling at the smallest sounds. Sometimes, he went out on patrol. He’d hear a car pull up and head over to confront the driver; copper thieves were ransacking abandoned houses, tearing out their plumbing. He says he never threatened them but told the invaders to leave or he’d call the police. He always took along the gun he’d bought as soon as he arrived home, tucked behind his back. “A combat-mode kind of thing,” he said. One night, the isolation felt unbearable, and he had an idea. He took off his clothes, put on his tennis shoes, and went out into the devastation. He’d been subject to military discipline for months. He’d lost everything. Walking up the street stripped bare, he at last felt under his own command. -
Connections: EERI Oral History Series, Vol. 21, Ugo Morelli
Ugo Morelli Robert Reitherman Interviewer Ugo Morelli Ugo Morelli Robert Reitherman, Interviewer Earthquake Engineering Research Institute Editor: Gail Hynes Shea, Berkeley, California, www.gailshea.com Composition: George Mattingly, Berkeley, California, www.mattinglydesign.com; Book design: Laura Moger, Moorpark, California, www.lauramoger.com Copyright © 2013 by the Earthquake Engineering Research Institute The publication of this book was supported by FEMA/U.S. Department of Homeland Security under grant EMW-2012-CA-K00160. Any opinions, findings, conclusions or recommendations expressed in this material are those of the oral history subject and do not necessarily reflect the views or policies of the Earthquake Engineering Research Institute or FEMA/U.S. Department of Homeland Security. All rights reserved. All literary rights in the manuscript, including the right to publish, are reserved to the Earthquake Engineering Research Institute. No part may be reproduced, quoted, or transmitted in any form without the written permission of the executive director of the Earthquake Engineering Research Institute. Requests for permission to quote for publication should include identification of the specific passages to be quoted, anticipated use of the passages, and identification of the user. Published by the Earthquake Engineering Research Institute 499 14th Street, Suite 220 Oakland, California 94612-1934 Tel: (510) 451-0905 Fax: (510) 451-5411 E-mail: [email protected] Website: http://www.eeri.org EER I Publication Number: OHS-21 ISBN: 978-1-932884-60-9 Library of Congress Cataloging-in-Publication Data Morelli, Ugo, interviewee. Ugo Morelli / Robert Reitherman, interviewer. pages cm. — (Connections, the EERI oral history series) Includes index. ISBN 978-1-932884-60-9 (pbk.) 1. -
The 2005 Hurricane Katrina Response Failure
The 2005 Hurricane Katrina response failure The 2005 Hurricane The 2005 Hurricane Katrina response failure Seeing preparedness for foreseeable complex problems Katrina response failure through a neo-institutional lens History is rife with cases where governments fail to manage complex foreseeable problems to the satisfaction of stakeholders. While it might be easy to understand why they struggle to deal with the novel or unforeseen, it is much more puzzling where governments fail to meet widely recognized and deeply understood threats. This study, Seeing preparedness for foreseeable complex which examines the Federal Emergency Management Agency’s, FEMA’s, capacity to manage the very foreseeable hurricane threat using an institutional perspective on problems through a neo-institutional lens preparedness, aims to explain why this is so often the case. This study shows that complex systems of government create deep interdependen- cies that pose major challenges to multi-level interagency coordination in dealing with problems, even those that are foreseeable. When viewed through a neo-institutional lens, the case reveals the role that norms, rules, routines, values, and individual interests played in determining how FEMA responded to major change in the institutional Christer Brown environment and what implications this had for the agency’s preparedness for hurri- canes. We also see that the apparent deterioration of FEMA’s preparedness ahead of Hurricane Katrina in 2005 was as much a result of elite over-attentiveness to terrorism as it was FEMA’s own resistance to change. This served to weaken the agency’s ability to garner political support and its readiness to partner with other stakeholders.