The Federal Emergency Management Agency, commonly known as FEMA, has been an integral part of the disaster management system in the United States for decades. Created to coordinate the government’s response to natural and man-made disasters, FEMA has a complex history marked by notable successes and significant criticisms from which we should be able to learn and improve our management of increasingly common natural disasters .
FEMA was officially established by an executive order signed by President Jimmy Carter in 1979. Before FEMA’s creation, disaster response in the United States was fragmented, with multiple federal agencies handling different aspects of emergency management . This fragmented system has often led to delays, inefficiencies and confusion during times of crisis. The need for a unified, cohesive approach became evident after numerous large-scale disasters in the 20th century, such as hurricanes, floods, and industrial accidents, exposed deficiencies in the federal response system.
The catalyst for the creation of FEMA was the realization of the need for a comprehensive, all-hazards approach to improve disaster preparedness and response. FEMA was designed to centralize disaster management functions, which included preparing for natural disasters, coordinating response and recovery efforts, and providing relief to affected communities.
FEMA was created without partisan interest and solely with the ambition to better manage disasters and emergencies. The complexity of each emergency situation, which may require assistance from different sources of knowledge from various state agencies, has required management command to be centralized and managed by people with a more technical profile than policy. As we will see later, when the command profile became more political, the effectiveness of emergency management clearly declined.
FEMA, in addition to having its own management team that travels to emergency areas, relies on all the public security services in the country, police, army, firefighters… and also on a network of thousands of volunteers who can be directly linked to FEMA. or under the security structures of each city or state.
In my experience in the US Coast Guard Volunteer Corps (a militarized branch unlike other countries), the first thing you are made to study upon entry is to pass the management systems courses in each emergency response and FEMA command protocols in the event your services are required in an emergency so that the entire professional or volunteer chain of command knows who to report to and what to do.
It is heartening to see the thousands of volunteers helping during the Valencia emergency, but also sad to see that their efforts without professional management are diluted and are not as effective as they should be.
Over the years, FEMA has been put to the test in many high-profile emergencies. Its reputation has been shaped by both effective responses and high-profile failures.
Success
1. Response to Hurricane Andrew (1992): Hurricane Andrew was one of the most devastating storms to hit the United States, severely affecting Florida and the Gulf Coast. Although FEMA was initially criticized for its slow response times, lessons learned from the hurricane led to significant improvements in the agency’s response protocols. These changes included better logistical planning and better cooperation with local and state authorities.
2. Post-9/11 Response (2001): Following the terrorist attacks of September 11, FEMA was charged with coordinating the federal response and assisting in recovery efforts. This effort demonstrated FEMA’s ability to adapt its capabilities to man-made disasters and highlighted its importance in national emergency management.
3. Hurricane Sandy (2012): FEMA’s response to Hurricane Sandy was considered more effective than previous disasters. The agency worked closely with state and local governments, providing relief and coordinating recovery efforts more effectively.
Chess
1. Hurricane Katrina (2005): The response to Hurricane Katrina is often considered FEMA’s greatest failure. The storm devastated New Orleans and the surrounding area, overwhelming FEMA’s resources and capabilities. The agency’s slow response, mismanagement, and lack of coordination with state and local governments have been widely criticized. Lack of preparation, outdated communications systems, and bureaucracy contributed to FEMA’s inability to provide adequate assistance during this critical time.
2. The COVID-19 Pandemic (2020): Although FEMA played a role in coordinating supply chains and distributing personal protective equipment (PPE) during the COVID-19 crisis, the response of the agency has been seen by some as fragmented and reactive rather than proactive. The unprecedented scale of the pandemic has tested FEMA’s ability to manage long-term public health emergencies.
FEMA was initially structured as an independent agency, but its status changed following the attacks of September 11, 2001. In 2003, FEMA became part of the Department of Homeland Security (DHS) as part of an effort aimed at centralizing homeland security and disaster response under a single department. This restructuring changed FEMA’s position, making it more vulnerable to political control.
FEMA leaders have sometimes been criticized for being politically appointed rather than selected based on their emergency management experience. High-profile cases, such as Michael Brown’s tenure during Hurricane Katrina, have highlighted the risks of appointing leaders who may not have sufficient experience in disaster management. Brown’s leadership during Katrina fueled the public perception that political loyalty, rather than competition, could influence FEMA’s top roles.
The agency’s budget is determined by Congress and the executive branch, which can result in political struggles over funding. This dependence means that, in some cases, FEMA may have to contend with political priorities that influence its operational capabilities.
Despite political challenges, FEMA has made progress toward maintaining its operational independence through a group of dedicated officials and disaster experts who execute policies professionally. Programs such as the National Incident Management System (NIMS) and partnerships with state and local governments have helped FEMA build operational resilience. Additionally, Congress has enacted various laws to give FEMA more authority and flexibility during emergencies, such as the Stafford Act, which allows the president to provide federal assistance during major disasters.
FEMA’s role in emergency management in the United States has evolved significantly since its creation in 1979. While it has demonstrated its ability to respond effectively to disasters, it has also been criticized for notable failures. The agency’s integration into DHS brought both opportunities for coordination and challenges related to political influence. As the frequency and intensity of disasters continue to increase due to factors such as climate change, FEMA’s future will likely depend on its ability to adapt and maintain an operational approach that prioritizes expertise and efficiency rather than political considerations.
Intolerable human and economic losses (it is estimated that in 2024 economic losses directly linked to natural disasters between January and June amount to more than 120 billion dollars worldwide) should be on the agenda of all political parties and the creation of a structure capable of doing so. manage before, during and after an emergency, ensuring professional management and an appropriate budget.
Roger Huguet is a member of the United States Coast Guard Auxiliary (2015-2018). Recipient of the Medal of Merit in Operations (2017)
