CRJ 420: Week 8 Assignment 3
CRJ420002VA016-1182-001 - EMERGENCY MANAGEMENT PROCEDURE
Week 8 Assignment 3 Submission Randy Wallace
on Mon, Feb 19 2018, 3:08 PM
41% highest match Submission ID: 3656fa3e-8691-4a18-b253-337d55f602d2
Attachments (1)
Week 8 Assignment 3_RWallace.doc
Running Head: 1 LEADERSHIP AND DECISION MAKING 1 LEADERSHIP
AND DECISION MAKING 7
2 LEADERSHIP AND DECISION MAKING
Randy Wallace Strayer University Leadership and Decision Making Federal
Emergency Management Agency (FEMA) Irrespective of what type of situation, it is
inevitable that leaders will be presented with various different decisions to attain.
Some decisions can be minor decisions t make and may not bear an effect on anyone
but the leaders themselves while other decisions can be large and have the capability
of affecting anyone under their leadership and everyone concerned within their
leadership bounds. Decision making is a component of a leader’s day-by-day
expectations, making the decision-making process important for those individuals in
a leadership role. 3 LEADERS HAVE THE RESPONSIBILITY OF MAKING
GOOD DECISIONS FOR THOSE INVOLVED, THEREFORE, SHOULD
HAVE A DESIRABLE FRAMEWORK FOR WHICH GOOD DECISIONS
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Week 8 Assignment 3_RWallace.doc
Word Count: 1,528 Attachment ID: 200299345
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CAN BE MADE AND MATTERS ADDRESSED AND RESOLVED
RESPECTIVELY.
The Federal Emergency Management Agency is the central agency in the United
States within the Federal government for preparedness, mitigation, emergency
planning, response, and recovery. The agency works closely with the State and local
governments, in funding emergency programs and offering technical training and
guidance. FEMA stands prepared to deploy Federal resources in cases of a
catastrophic disaster. These aligned activities ensure an across-the-board program
for protecting property and life as well as providing recovery assistance following a
disaster. In the case of FEMA, core values direct behavior and furnish the foundation
for what the agency does and how its personnel interrelate with others and operate.
FEMA is largely bounded by the core values of compassion, fairness, integrity, and
respect. Through history, in terms of leadership within the FEMA body, each
director plays different roles and leadership styles distinctly (Burns, 2006).
4 THE FEMA DIRECTOR TO WHOM I BELIEVE PERFORMED
ADMIRABLY DURING A MAJOR U.S. 5 EMERGENCY OR CRISIS IS
JAMES LEE WITT DURING THE TERM OF PRESIDENT BILL CLINTON.
Witt brought up FEMA to the cabinet level. On previous FEMA administrations, the
agency was recognized as a “political dumping ground” for individuals with only an
enthusiast connection. President Clinton worked with Witt so as to ensure that the
respective appointees at the agency under his administration were fully professionals
with knowledge pertaining emergency management. 6 WITT ALONGSIDE HIS
TEAM WORKED CONCENTRATED TO INSTILL A CULTURE OF
RESPONSIVENESS AND PREPAREDNESS AND A SPIRIT OF
PARTNERSHIP IN FEMA. Witt alongside his team maintained a closer touch
with the state, local and tribal officials, side by side with other federal agencies and
departments and with organizations, associations, special needs populations and
educational institutions.
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6 DURING CLINTON’S TERM OF OFFICE, 348 PRESIDENTIALLY
DECLARED CATASTROPHES OCCURRED IN APPROXIMATELY 6,500
COUNTIES, EXTENDING TO SIX TERRITORIES AND ALL FIFTY
STATES. Witt supervised the disaster response to the nation’s costliest flood
disaster historically up until 1993; the costliest earthquake, that occurred in 1994 in
Los Angeles, California among other serious hurricanes. The staff and appointees at
FEMA eventually earned recognition for how effectively and closely they worked
together under Witt’s leadership. Upon his departure from the agency at the end of
the President’s last term in 2001, Witt successfully launched his emergency
management consulting business known as the “James Lee Witt Associates, LLC,”
which provides consultation on disaster and emergency preparedness to various
governments across the globe.
7 CONSEQUENTLY, THE FEMA DIRECTOR TO WHOM I BELIEVE
PERFORMED BELOW STANDARDS DURING A MAJOR U.S. 2
EMERGENCY OR CRISIS IS MICHAEL D. Brown. According to the
Washington Post, “Michael D. 8 BROWN HAS BEEN CALLED THE
ACCIDENTAL DIRECTOR OF THE FEDERAL EMERGENCY
MANAGEMENT AGENCY, CARICATURED AS THE FAILED HEAD OF AN
ARABIAN HORSE SPORTING GROUP WHO WAS PLUCKED FROM
OBSCURITY TO BECOME PRESIDENT BUSH'S POINT MAN FOR THE
WORST NATURAL DISASTER IN U.S. 9 HISTORY.” IN THE MIDDLE
OF THE SWIRL OF THE MISERY ALONG THE GULF COAST, THE
DIRECTOR INITIALLY ADMITTED UNDERESTIMATING THE IMPACT
AND EFFECT OF HURRICANE KATRINA, WHOSE WATER AND WINDS
SWAMPED THE PREPARATIONS OF THE AGENCY. As the nation lurched
at images of the catastrophe, Brown appeared to charge storm victims noting that
the situation was aggravated by residents of New Orleans who did not act in
accordance to the FEMA mandatory evacuation order. Following criticism at all
angles, the emergency director resigned. According to the New York Times, “The
White House quickly named R. David Paulison to succeed Mr Brown on an acting
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basis. Mr Paulison, a former firefighter, has been director of the agency's
preparedness division for the past two years.”
The major decision James Lee Witt made which eventually changed the course of
recovery from the disaster dramatically is the intuition of the Building Performance
Assessment Team (BPAT). In reply to the disasters that were caused by the
tornadoes on the 3rd of May, FEMA under the leadership of Witt deployed a
“Building Performance Assessment Team (BPAT)”, that was composed of various
national experts in architecture, engineering, planning, and meteorology to Kansas
and Oklahoma. The team’s mission was to evaluate the performance of the buildings
that were affected by the tornadoes, describe the lessons evolved and investigate
respective losses. The evaluation of level and extent that this decision affected
disaster recovery was adept as various observations, recommendations, and
conclusions intended to help individuals, businesses, and communities to reduce
future loss of life and property and injuries resulting from tornadoes among other
high-wind events were put in place.
However, on Brown’s interventions to FEMA, indecision led to the dramatic change
to the course of recovery. 10 FOR THE MOST PART, INDECISION BESET
THE GOVERNMENT LEADERS IN MEDICAL PERSONNEL DECISIONS,
IN THE DEPLOYMENT OF SUPPLIES AS WELL AS IN OTHER AREAS.
EVEN THE GRIM TASK OF RECOVERING BODIES AFTER THE
KATRINA WAS CONFUSED AND SLOW. 11 BODIES WENT
UNATTENDED FOR SEVERAL DAYS AS FEDERAL AND STATE
OFFICIALS REMAINED DITHERY ON THE BODY RECOVERY PLAN.
FEMA awaited the Louisiana state to make decisions concerning the bodies, but the
Louisiana governor blamed FEMA’s timing in administering with a contractor. 10
ALL THE SAME, THE SIMILAR PROBLEMS OF HAVING TOO MANY
BUREAUCRATIC COLLABORATORS HAMPERED DECISION-MAKING
IN RESPECTIVE AREAS, SUCH AS PROVIDING LAW ENFORCEMENT
RESOURCES AND ORGANIZING EVACUATIONS TO LOUISIANA
(COOPER & BLOCK, 2007).
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In addition, the most alarming aspect of the federal body response to the Katrina
catastrophe was that FEMA officials blocked private relief efforts of attending to the
victims. The following attempts were canvased:
10 • IN REPETITION, FEMA BLOCKED THE DELIVERY OF SEVERAL
EMERGENCY SUPPLIES THAT WERE ORDERED IN NEW ORLEANS BY
THE METHODIST HOSPITAL FROM ITS OUT-OF-STATE
HEADQUARTERS.
• FEMA DENIED ENTRANCE TO DOCTORS WHO VOLUNTEERED
THEIR SERVICES AT THE EMERGENCY FACILITIES. CHALMETTE,
METHODIST’S SISTER HOSPITAL, AS EXAMPLES, SENT RESPECTIVE
DOCTORS TO THE EMERGENCY FACILITY ASSEMBLE AT NEW
ORLEANS AIRPORT SO AS TO OFFER THEIR SERVICES BUT WERE
TURNED AWAY AS THEIR IDENTITIES WERE NOT IN THE
GOVERNMENT DATABASE.
12 • PRIVATE COMPANIES DEALING WITH MEDICAL AIR
TRANSPORT PLAYED A VITAL ROLE IN EXCRETIONS AFTER
KATRINA. 10 ON THE CONTRARY, FEMA OFFICIALS OFFERED NO
HELP IN ALIGNING THESE SERVICES, AS THEY ACTIVELY BLOCKED
A MAJORITY OF THE FLIGHTS.
• THE AGENCY “REFUSED AMTRAK’S OFFER, THE NATIONAL
RAILROAD PASSENGER CORPORATION TO EVACUATE KATRINA
VICTIMS, AND WOULD NOT RETURN CALLS MADE BY THE
AMERICAN BUS ASSOCIATION.” IN OTHER WORDS, BOTH THE
AMERICAN BUS ASSOCIATION AND THE MOTORCOACH
ASSOCIATION COULD NOT CONTACT ANYONE AT THE AGENCY TO
OFFER ASSISTANCE FOR EVACUATIONS.
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• THE RED CROSS WAS AS WELL DENIED THE ACCESS TO THE
SUPERDOME IN NEW ORLEANS AS THEIR ATTEMPTS TO DELIVER
EMERGENCY SUPPLIES FAILED.
• FEMA AVERTED TRUCKS FROM WALMART THAT WERE LOADED
WITH WATER FOR THE NEW ORLEANS VICTIMS AND FORECLOSED
THE COAST GUARD IN DELIVERING DIESEL FUEL.
• OFFERS OF VEHICLES, SPECIALIZED EQUIPMENT, AND
EMERGENCY SUPPLIES FROM OTHER NATIONS WERE AS WELL
CAUGHT WITHIN THE FEDERAL RED TAPE HAVING THE SHIPMENTS
DELAYED.
According to FEMA’s core values, FEMA personnel addresses their State, Tribal,
local and Federal government as well as partners from the private sector with
absolved dignity each partner merits. Its employees employ this not only by the fact
that it is an adept choice but also because the agency creates sustainable work
environments and relationships, which in turn improve the capacity of each partner
effectively so as to meet the disaster needs of survivors. However, this is contrary to
most speculations made and experienced in cases of disasters. Dignity, lack of
cooperation, integrity, compassion, respect and many more values are chucked out.
3 IT IS THEREFORE IMPERATIVE FOR FEMA DIRECTORS TO
ENGAGE COLLABORATIVE DECISION-MAKING WHICH USES AND
REQUIRES THE INSIGHT AND OPINIONS OF OTHERS ON THE TEAM.
Leaders who ask others under them for their viewpoints and feedback routinely are
seeking upon making a collaborative decision which is vital for the whole disaster
response team (Raiffa et al, 2002).
References
Burns, L. A. (2006). 7 FEMA (FEDERAL EMERGENCY MANAGEMENT
AGENCY): An organization in the crosshairs. New York: Nova Science Publishers.
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Haddow, G. D., Bullock, J. A., & Coppola, D. P. (2006). 5 INTRODUCTION TO
EMERGENCY MANAGEMENT. Amsterdam: Elsevier/Butterworth-Heinemann.
Cooper, C., & Block, R. (2007). Disaster: 13 HURRICANE KATRINA AND THE
FAILURE OF HOMELAND SECURITY. New York: Henry Holt and Co.
Raiffa, H., Richardson, J., Metcalfe, D., & Belknap Press. (2002). Negotiation
analysis: The science and art of collaborative decision making. Cambridge: 14 THE
BELKNAP PRESS OF HARVARD UNIVERSITY PRESS.
Citations (14/14)
Matched Text
1 Another student's paper
2 Another student's paper
3 Another student's paper
4 Another student's paper
5 Another student's paper
6 Another student's paper
7 Another student's paper
8 Another student's paper
9 Another student's paper
10 Another student's paper
11 Another student's paper
12 Another student's paper
13 ProQuest Document
14 ProQuest Document
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Suspected Entry: 84% match
Uploaded - Week 8 Assignment
3_RWallace.doc
LEADERSHIP AND DECISION MAKING 1
LEADERSHIP AND DECISION MAKING 7
Source - Another student's paper
LEADERSHIP AND DECISION MAKING 1
LEADERSHIP AND DECISION MAKING 5
Suspected Entry: 100% match
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3_RWallace.doc
LEADERSHIP AND DECISION MAKING
Source - Another student's paper
Leadership and Decision Making
Suspected Entry: 99% match
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3_RWallace.doc
EMERGENCY OR CRISIS IS MICHAEL D
Source - Another student's paper
emergency or crisis is Michael D
Suspected Entry: 62% match
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3_RWallace.doc
LEADERS HAVE THE RESPONSIBILITY OF
MAKING GOOD DECISIONS FOR THOSE
INVOLVED, THEREFORE, SHOULD HAVE A
DESIRABLE FRAMEWORK FOR WHICH
GOOD DECISIONS CAN BE MADE AND
MATTERS ADDRESSED AND RESOLVED
RESPECTIVELY
Source - Another student's paper
Leaders have a responsibility to make good
decisions for everyone involved and should
have framework to make those decisions
Suspected Entry: 64% match
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3_RWallace.doc
Source - Another student's paper
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IT IS THEREFORE IMPERATIVE FOR FEMA
DIRECTORS TO ENGAGE COLLABORATIVE
DECISION-MAKING WHICH USES AND
REQUIRES THE INSIGHT AND OPINIONS OF
OTHERS ON THE TEAM
Collaborative leader decision making requires
and uses the opinions of others on the team
Suspected Entry: 87% match
Uploaded - Week 8 Assignment
3_RWallace.doc
THE FEMA DIRECTOR TO WHOM I BELIEVE
PERFORMED ADMIRABLY DURING A
MAJOR U.S
Source - Another student's paper
The FEMA Director whom I believe performed
excellent during a major U.S
Suspected Entry: 72% match
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3_RWallace.doc
EMERGENCY OR CRISIS IS JAMES LEE
WITT DURING THE TERM OF PRESIDENT
BILL CLINTON
Source - Another student's paper
emergency or crisis is James Lee Witt
Suspected Entry: 73% match
Uploaded - Week 8 Assignment
3_RWallace.doc
INTRODUCTION TO EMERGENCY
MANAGEMENT
Source - Another student's paper
“Introduction to Emergency Management.”
Elsevier Books
Suspected Entry: 67% match
Uploaded - Week 8 Assignment
3_RWallace.doc
WITT ALONGSIDE HIS TEAM WORKED
CONCENTRATED TO INSTILL A CULTURE
OF RESPONSIVENESS AND
PREPAREDNESS AND A SPIRIT OF
PARTNERSHIP IN FEMA
Source - Another student's paper
Witt was known to have emergency
management knowledge, Witt and his team
worked very hard to instill FEMA partnership
and a culture of preparedness and
responsiveness
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Suspected Entry: 62% match
Uploaded - Week 8 Assignment
3_RWallace.doc
DURING CLINTON’S TERM OF OFFICE, 348
PRESIDENTIALLY DECLARED
CATASTROPHES OCCURRED IN
APPROXIMATELY 6,500 COUNTIES,
EXTENDING TO SIX TERRITORIES AND ALL
FIFTY STATES
Source - Another student's paper
During President Clintons tenure, there were
approximately 348 declared disasters that
occurred in more than 6,500 countries, covering
all fifty states and six territories
Suspected Entry: 93% match
Uploaded - Week 8 Assignment
3_RWallace.doc
CONSEQUENTLY, THE FEMA DIRECTOR TO
WHOM I BELIEVE PERFORMED BELOW
STANDARDS DURING A MAJOR U.S
Source - Another student's paper
FEMA director whom I believe performed below
standards during a major U.S
Suspected Entry: 100% match
Uploaded - Week 8 Assignment
3_RWallace.doc
FEMA (FEDERAL EMERGENCY
MANAGEMENT AGENCY)
Source - Another student's paper
Federal Emergency Management Agency
(FEMA)
Suspected Entry: 99% match
Uploaded - Week 8 Assignment
3_RWallace.doc
BROWN HAS BEEN CALLED THE
ACCIDENTAL DIRECTOR OF THE FEDERAL
EMERGENCY MANAGEMENT AGENCY,
CARICATURED AS THE FAILED HEAD OF
AN ARABIAN HORSE SPORTING GROUP
WHO WAS PLUCKED FROM OBSCURITY TO
BECOME PRESIDENT BUSH'S POINT MAN
Source - Another student's paper
Brown has been called the accidental director of
the Federal Emergency Management Agency,
caricatured as the failed head of an Arabian
horse sporting group who was plucked from
obscurity to become President Bush's point
man for the worst natural disaster in U.S
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FOR THE WORST NATURAL DISASTER IN
U.S
Suspected Entry: 80% match
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3_RWallace.doc
HISTORY.” IN THE MIDDLE OF THE SWIRL
OF THE MISERY ALONG THE GULF COAST,
THE DIRECTOR INITIALLY ADMITTED
UNDERESTIMATING THE IMPACT AND
EFFECT OF HURRICANE KATRINA, WHOSE
WATER AND WINDS SWAMPED THE
PREPARATIONS OF THE AGENCY
Source - Another student's paper
Amid the swirl of human misery along the Gulf
Coast, Brown admitted initially underestimating
the impact of Hurricane Katrina, whose winds
and water swamped the agency's preparations
Suspected Entry: 77% match
Uploaded - Week 8 Assignment
3_RWallace.doc
FOR THE MOST PART, INDECISION BESET
THE GOVERNMENT LEADERS IN MEDICAL
PERSONNEL DECISIONS, IN THE
DEPLOYMENT OF SUPPLIES AS WELL AS
IN OTHER AREAS
Source - Another student's paper
Indecision plagued government leaders in the
deployment of supplies, in medical personnel
decisions, and in other areas
Suspected Entry: 67% match
Uploaded - Week 8 Assignment
3_RWallace.doc
EVEN THE GRIM TASK OF RECOVERING
BODIES AFTER THE KATRINA WAS
CONFUSED AND SLOW
Source - Another student's paper
Even the grisly task of body recovery after
Katrina was slow and confused
Suspected Entry: 74% match
Uploaded - Week 8 Assignment
3_RWallace.doc
Source - Another student's paper
Similar problems hampered decision making in
areas, such as organizing evacuations and
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ALL THE SAME, THE SIMILAR PROBLEMS
OF HAVING TOO MANY BUREAUCRATIC
COLLABORATORS HAMPERED DECISION-
MAKING IN RESPECTIVE AREAS, SUCH AS
PROVIDING LAW ENFORCEMENT
RESOURCES AND ORGANIZING
EVACUATIONS TO LOUISIANA (COOPER &
BLOCK, 2007)
providing law enforcement resources to
Louisiana
Suspected Entry: 88% match
Uploaded - Week 8 Assignment
3_RWallace.doc
• IN REPETITION, FEMA BLOCKED THE
DELIVERY OF SEVERAL EMERGENCY
SUPPLIES THAT WERE ORDERED IN NEW
ORLEANS BY THE METHODIST HOSPITAL
FROM ITS OUT-OF-STATE HEADQUARTERS
Source - Another student's paper
· FEMA repeatedly blocked the delivery of
emergency supplies ordered by the Methodist
Hospital in New Orleans from its out-of-state
headquarters
Suspected Entry: 64% match
Uploaded - Week 8 Assignment
3_RWallace.doc
• FEMA DENIED ENTRANCE TO DOCTORS
WHO VOLUNTEERED THEIR SERVICES AT
THE EMERGENCY FACILITIES
Source - Another student's paper
· FEMA turned away doctors volunteering their
services at emergency facilities
Suspected Entry: 80% match
Uploaded - Week 8 Assignment
3_RWallace.doc
CHALMETTE, METHODIST’S SISTER
HOSPITAL, AS EXAMPLES, SENT
RESPECTIVE DOCTORS TO THE
EMERGENCY FACILITY ASSEMBLE AT NEW
ORLEANS AIRPORT SO AS TO OFFER
THEIR SERVICES BUT WERE TURNED
AWAY AS THEIR IDENTITIES WERE NOT IN
THE GOVERNMENT DATABASE
Source - Another student's paper
Methodist’s sister hospital, Chalmette, for
example, sent doctors to the emergency facility
set up at New Orleans Airport to offer their
services, but they were turned away because
their names were not in a government database
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Suspected Entry: 69% match
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ON THE CONTRARY, FEMA OFFICIALS
OFFERED NO HELP IN ALIGNING THESE
SERVICES, AS THEY ACTIVELY BLOCKED
A MAJORITY OF THE FLIGHTS
Source - Another student's paper
But FEMA officials provided no help in
coordinating these services, and they actively
blocked some of the flights
Suspected Entry: 71% match
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• THE AGENCY “REFUSED AMTRAK’S
OFFER, THE NATIONAL RAILROAD
PASSENGER CORPORATION TO
EVACUATE KATRINA VICTIMS, AND
WOULD NOT RETURN CALLS MADE BY
THE AMERICAN BUS ASSOCIATION.” IN
OTHER WORDS, BOTH THE AMERICAN BUS
ASSOCIATION AND THE MOTORCOACH
ASSOCIATION COULD NOT CONTACT
ANYONE AT THE AGENCY TO OFFER
ASSISTANCE FOR EVACUATIONS
Source - Another student's paper
· FEMA “refused Amtrak’s offer to evacuate
victims, and wouldn’t return calls from the
American Bus Association.” Indeed, both the
Motorcoach Association and the American Bus
Association could not get through to anyone at
FEMA to offer help for evacuations
Suspected Entry: 84% match
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3_RWallace.doc
• THE RED CROSS WAS AS WELL DENIED
THE ACCESS TO THE SUPERDOME IN NEW
ORLEANS AS THEIR ATTEMPTS TO
DELIVER EMERGENCY SUPPLIES FAILED
Source - Another student's paper
· The Red Cross was denied access to the
Superdome in New Orleans to deliver
emergency supplies
Suspected Entry: 78% match
Uploaded - Week 8 Assignment
3_RWallace.doc
Source - Another student's paper
· FEMA turned away trucks from Walmart
loaded with water for New Orleans, and it
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• FEMA AVERTED TRUCKS FROM
WALMART THAT WERE LOADED WITH
WATER FOR THE NEW ORLEANS VICTIMS
AND FORECLOSED THE COAST GUARD IN
DELIVERING DIESEL FUEL
prevented the Coast Guard from delivering
diesel fuel
Suspected Entry: 88% match
Uploaded - Week 8 Assignment
3_RWallace.doc
• OFFERS OF VEHICLES, SPECIALIZED
EQUIPMENT, AND EMERGENCY SUPPLIES
FROM OTHER NATIONS WERE AS WELL
CAUGHT WITHIN THE FEDERAL RED TAPE
HAVING THE SHIPMENTS DELAYED
Source - Another student's paper
· Offers of emergency supplies, vehicles, and
specialized equipment from other nations were
caught in federal red tape and shipments were
delayed
Suspected Entry: 67% match
Uploaded - Week 8 Assignment
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BODIES WENT UNATTENDED FOR
SEVERAL DAYS AS FEDERAL AND STATE
OFFICIALS REMAINED DITHERY ON THE
BODY RECOVERY PLAN
Source - Another student's paper
“as state and federal officials remained
indecisive on a body recovery plan
Suspected Entry: 76% match
Uploaded - Week 8 Assignment
3_RWallace.doc
• PRIVATE COMPANIES DEALING WITH
MEDICAL AIR TRANSPORT PLAYED A
VITAL ROLE IN EXCRETIONS AFTER
KATRINA
Source - Another student's paper
Private medical air transport companies played
a significant role in evacuations after Katrina
Suspected Entry: 89% match
Uploaded - Week 8 Assignment
3_RWallace.doc
Source - ProQuest Document
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HURRICANE KATRINA AND THE FAILURE
OF HOMELAND SECURITY
Hurricane Katrina and the Failure of Homeland
Security Disaster
Suspected Entry: 81% match
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THE BELKNAP PRESS OF HARVARD
UNIVERSITY PRESS
Source - ProQuest Document
The Belknap Press of Harvard University Press,
2014), pp
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