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Abstract
The need for disaster management systems to collaborate to achieve effective disaster response
measures reflects the structure of these processes. The numerous strategies will be described
throughout this essay. The explanation for the disaster management process will be given in the
mitigation, prevention, preparedness, planning, reaction, and recovery sections. People who
contact with one another daily must be willing to help one another. A strategy must be in place,
and it must be carried out in a manner that is acceptable to all parties involved in the situation of
ambiguity.
Keywords: Mitigation, Recovery, Preparedness, Response, Disaster, Management,
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Introduction
Mitigation, preparedness, reaction, and recovery are all part of a normal disaster
management cycle. Although post-disaster mitigation and preparedness are done in anticipation
of future disasters, making these two duties largely universal throughout the emergency
management cycle, mitigation and preparedness are usually done before a disaster happens.
Response and recovery, on the other hand, are only feasible following a major disaster (Bullock
et al., 2013).
Mitigation
A sequence of measures conducted ahead of time to reduce the risk of disease, injury, and
death, as well as property loss, is referred to as mitigation. Disaster risk reduction and disaster
risk management are emphasized above disaster event response activities in disaster
preparedness circles, especially at the international level, where disaster risk reduction and
disaster risk management are favored over disaster event reaction efforts (CDC Strategic
Planning, 2000).
Disaster risk reduction aims to decrease the damage caused by natural disasters such as
earthquakes or floods by emphasizing the importance of preventive. Disaster Risk Management,
on the other hand, is concerned with addressing and attempting to mitigate or eliminate existing
disaster risks. FEMA emphasizes the significance of involving "not only FEMA and its federal
partners, but also state, and territorial partners; faith-based and NGO'S. Furthermore, the industry
of the private sector; to families, and communities, who continue to be the nation's most valuable
assets as first responders during a disaster." (CDC Strategic Planning, 2000).
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The Integration of communities and a diverse range of partners ensures that the "unique
and diverse needs of a population" are met, as well as supporting communities in becoming more
resilient in the aftermath of a disaster. Mitigation begins with local communities evaluating their
risks from recurring issues and developing a plan to address these issues while reducing the
hazard to their residents and property. However, since the mid-1990s, planning for mitigation has
become increasingly challenging. Terrorist attacks, accidents, and new or resurgent diseases are
just a few of the threats that are consuming planning time and resources. The growing number of
threats that must be handled through mitigation measures puts pressure on government planning
and action in all areas (CDC Strategic Planning, 2000).
When employing an all-hazards approach, whether mitigating disasters or preparing for
attacks, the fundamental mitigation planning method is a good guide for the entire process.
Preparedness
Preparedness is the state of being ready to respond to a disaster, crisis, or any other type
of emergency. The human component of catastrophe risk management can be described as
preparation measures in general. Training and public education are the most popular disaster
preparedness programs, and when properly conducted, they have a lot of potentials to help
people survive disasters. Although disaster preparedness initiatives are poor in preventing
disasters, they are tremendously effective in ensuring that people understand what needs to be
done in case of a crisis (Paton & Johnston, 2001).
Only when a strategy is in place and the entities in charge implement that plan can you
say you're prepared. This protocol is in place to ensure that each community can respond in the
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case of a catastrophe or a danger (Paton & Johnston, 2001). The September 11 attacks forever
changed how disaster preparedness was viewed and perceived. As a result of rapidly expanding
technologies, globalization, economic and social crises, and disease evolution, public health
preparedness and emergency response have become more important (LeBlanc & Avchen, 2017).
Public-private partnerships are typically limited or ineffective, failing to manage all-
hazards activities, objectives, resources, and competencies across sectors. Misconceptions and a
lack of trust between the two sectors can prevent or hamper the creation of effective partnerships
needed to achieve mutual preparation goals during preparedness cycles. Government and non -
governmental entities must make a long-term commitment to building successful relationships to
coordinate all emergency operations.
Response
When faced with a major disaster, the use of a Unified Command which is a coordinated
work in which all agencies with geographic responsibility for the issue designate an Incident
Commander, is recommended. Not only does a Unified Command become more vital as crises
become more sophisticated and involve different agencies, but it also has the advantage of
providing a single set of objectives for the whole incident. Priorities and restrictions are
communicated, no agency's jurisdiction or relevant laws are compromised or ignored, and
redundant activities are reduced or eliminated, all of which save money and reduce conflict risk
(Phillips, B., p. 201).
The Emergency Operations Center (EOC) will be the source of all the first information. If
all goes according to plan, the EOC will have operators with access to all the resources required
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to warn people if a disaster strikes. It's the perfect location for gathering data, housing decision-
makers, and coordinating operations. Local government, local police forces, companies, and
volunteers are all involved in all these activities. Indistinct or unusual events, the EOC's
emergency manager performs a vital role. They establish linkages amongst various groups that
may be useful in the event of a crisis (Phillips et al., 2017).
FEMA established the National Incident Management System, which comprises the
Incident Command System. All public agencies in the United States utilize NIMS as the norm for
emergency management for both planned and unplanned disasters. The ICS can help businesses
with organized emergency response teams that interact with public emergency services. ICS is
also well-suited to dealing with business interruptions. The ICS organization includes both public
info and strategic communications (Bullock et al., 2013).
Each incident does not require all the ICS positions to be active. The ICS structure is
designed to grow and shrink in response to the incident's scope. Only the incident commander
may be appointed to small-scale incidents. When emergency services arrive on the site,
command of the situation is likely to be transferred to the responding public agency's senior on-
scene officer. When a government agency leaves, the command returns to the private sector
(Bullock et al., 2013).
Each calamity is a one-of-a-kind event that must be carefully considered. Relief and
rehabilitation may take a long time, it's necessary to devise a thorough response plan that
identifies and aids the most disadvantaged and harmed people (Crutchfield, 2013).
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The initial search and rescue phase after a disaster could take from hours to weeks. In the
immediate aftermath of an occurrence, a quick response is required to rescue lives that are at
grave risk. That phase normally passes in a few days, and the focus shifts to assisting the
survivors. The search and rescue phase of Hurricane Katrina in 2005, on the other hand, lasted
weeks. While many individuals were confined in their homes, surrounded by floods, many had
food and water or pooled emergency supplies. This allowed people to survive for a longer period
until rescuers arrived (Haddow, 2008).
Almost every source examined, including records, and research data agrees that
"recovery" is an important part of disaster planning. These studies also agree that whatever the
definition, successful recovery is heavily reliant on what happens throughout the other phases. in
principle, on recovery objectives such as returning the affected area, or other organizations to
pre-disturbance circumstances or greater (Haddow, 2008).
The recovery part of emergency management is more complicated than the other parts of
disaster management, as it involves a much larger range of participants, many of whom have
competing agendas. The recovery function or process, in contrast to the reaction function, when
all efforts are focused on a single goal, is distinguished by a broad variety of issues and decisions
that individuals and groups must make (FEMA, 2021).
Rebuilding homes, restarting jobs, resurrecting businesses, and, lastly, restoring and
rebuilding devastated infrastructures are all part of the recovery process. The rehabilitation
process necessitates striking a compromise between the urgent need to restore normalcy and the
long-term objective of drastically lowering hazards (FEMA, 2021).
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Victims and responders may be eligible for crisis therapy, as well as legal assistance and
unemployment compensation. Following a presidential major disaster declaration, damaged
properties are examined right away. Private insurance companies, FEMA, the Small Business
Administration, or disaster recovery grantees of the US Department of Housing do the
assessments. The early assessment is done by the state and municipal governments, although the
local government is likely to request federal aid (FEMA, 2021).
Local and state residents will require assistance with debris removal following a disaster.
The Environmental Protection Agency has created an interactive map showing recyclers and
landfills that handle disaster debris. This site gives information and locations for tens of
thousands of institutions across the country that can handle various materials discovered in
disaster debris (EPA, 2021).
Experts in relief efforts, recovery and planning can use this tool to go forward with
meticulous debris removal. In the event of a disaster, faith-based organizations are becoming
increasingly important. When President Obama took office, he formed the White House Office of
Faith-Based and Neighborhood Programs, which gave these organizations national recognition.
(Brown, 2015). The office was created to facilitate partnerships between governmental agencies,
both secular and faith-based, to help communities. Charitable groups, particularly faith-based
play an important role in disaster preparation and recovery (Brown, 2015).
This verse in the bible explains that during the storms and challenges of life, our God is a
solid shelter and a rock of refuge in whom we can hide. He is our stronghold, our solid fortress,
and our haven, to whom we can flee for refuge and safety. Psalm 46:1-2 "God is our refuge and
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strength, a constant source of assistance in times of need. As a result, even if the earth gives way
and the mountains collapse into the sea, we will not be afraid." Our God is a sturdy shelter and a
rock of refuge in whom we can hide during the storms and hardships of life, according to this
biblical verse. He is our fortress, our safe harbor, and the place where we can seek refuge and
safety.
Conclusion
When an incident occurs, agencies such as FEMA are required to perform three critical
functions. Mitigation, coordination, and knowledge of how to repair damaged territories are all
essential for incident management. Both corporate and government-run emergency management
groups rely heavily on FEMA. The most successful emergencies and disasters are those that are
adequately managed, organized for action, and have a strong recovery plan.
Overall, because post-disaster response solutions are more expensive than those that
account for pre-disaster possibilities, mitigation and preparedness have always been and will
continue to be crucial for long-term emergency management. Any disaster preparation that goes
into the proper processes of disaster management is always evolving. To be successful, services
must continue to evolve. A lot is happening, as well as preparation for any crisis anywhere in the
world.
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