3 - Just Stay Out of His Way - Joseph Galbraith

Lt. Gen. Russel L. Honoré

Reading Summary by Joseph Galbraith

Reference:

Bennett, B., & Donnelly, S. B. (2005). JUST STAY OUT OF HIS WAY. Time, 166(12), 56.

Theme: The leadership provided by Lt. General Russel Honoré proved to be rough necked and highly effective.

Summary:

• The aftermath left by Hurricane Katrina required a leader who could make things happen.  More delay of food and aid was not an option.

• General Russel Honoré was appointed commander of all military forces in the disaster area.

• General Honoré was credited with launching numerous aircraft, ships, supplies and rescues to help the people of New Orleans and the surrounding area.

• General Honoré had a vast knowledge of disaster planning and preparation and had actually worked on a plan to react to a hurricane in New Orleans.  However he did not plan on the levees breaking as they did.

• The best quote from this article "don't confuse a plan with execution. A plan is like good intentions. You don't win with good intentions."

•General Honoré demeanor can come across as abusive.  He might have been very blunt but he completed the job effectively.

Application to emergency services:

This type of leadership can be very effective in getting things done by responders.  It can also be inspiring to citizens because they realize that politics and correctness have taken a back seat to the recovery mission at hand.  I think the General received a little more leeway then other public officials because he was a Soldier.  He fulfilled the image that the public had of our military, which was tough and mission oriented.  As public safety managers we might have to tread more lightly while still taking a lesson in tenacity from General Honore'.

3: Poor Leadership After Katrina - Ashley Burningham

Ashley Burningham


Reference:

Gruenwald, J. (2005). Leaders Rap Poor Communication in Disaster Response. Congress Daily, p. 6.

Theme: 

FEMA failed to adequately respond after Katrina hit. Cities were left to fend for themselves and take care of victims. No financial aid or assistance was provided.

Summary:

- Communities took in evacuees.
- Local officials had a hard time communicating with state and federal officials (big obstacle)
- Local officials reported varying degrees of support from FEMA.
- Breakdown in communication hindered abilities to respond effectively and efficiently.
- Baton Rouge received major influx of refugees.
- Agencies had incompatible communication devices.
- Information wasn't shared with affected communities.
- Suffering was prolonged.
- Mayor upset with federal government.
- After the hurricane, FEMA failed to set up a designated FEMA contact in Baton Rouge for individual assistance for victims.
- After city officials decided to testify against FEMA, they contacted them about setting up an assistance center.
- 2 1/2 weeks before city heard from FEMA, citizens disappointed
- Could have sent supplies to other cities if there had been better coordination.
- City submitted a request for reimbursement of expenses from taking care of refugees and FEMA didn't respond or send money.
- Many refugees also sent to Texas. Their FEMA connections were more helpful.
- Texas also couldn't communicate with FEMA well, so they weren't sure who, how many, or when refugees were coming there.
- There is confusion about what FEMA can and can't do.

Application to Lesson Topic:

This week's lesson focused on leadership and communication. This article gives an example of poor leadership after a disaster. Local governments did all that they could to respond after Katrina, but the federal government failed to assist as they should. FEMA was vaguely involved, and cities were unable to communicate with each other or their superior governments. This article helps understand why leadership and communication are so important.

Application to Emergency Services:

NIMS provides a standard operating procedure for disasters. Agencies around the country rely on the processes illustrated by NIMS. When resources are exhausted, agencies are to turn to their state and federal governments. It becomes very difficult to respond when the people who are supposed to respond fail to do so. It kind of overturns the whole idea of NIMS as a method of response.