Administrative Failure and the International NGO Response to Hurricane Katrina

Eikenberry, Angela M.; Arroyave, Verónica M.; Cooper, Tracy

doi:10.1111/j.1540-6210.2007.00825.x

Cited by 80 publications

(67 citation statements)

References 15 publications

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“…But, with the introduction of various national strategies (e.g., National Disaster Recovery Framework, National Health Security Strategy, National Security Strategy) as well as international frameworks [e.g., Sendai Framework, Hyogo Framework for Action (United Nations Office for Disaster Risk Reduction, 2005Reduction, , 2015], these approaches have evolved to use risk analysis to identify, assess, and address a range of social, behavioral, and ecological factors that not only contribute to vulnerability but can be leveraged to mitigate or adapt to those stresses (O'Sullivan, Kuziemsky, Toal-Sullivan, & Corneil, 2013;Paton, Parkes, Daly, & Smith, 2008). These fields of emergency management and disaster risk reduction also began to embrace a fuller appreciation of the range of actors involved in response and recovery, namely civil society organizations working alongside government stakeholders (Eikenberry, Arroyave, & Cooper, 2007;Patterson, Weil, & Patel, 2010). More recently, this approach to leverage community strengths for resilience is being applied to the resettlement of whole communities in an effort to adapt to climate change.…”

Section: Definitions and Drivers Of Resiliencementioning

confidence: 99%

An Agenda to Advance Integrative Resilience Research and Practice: Key Themes From a Resilience Roundtable

Acosta¹,

Chandra²,

Madrigano³

2017

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An Agenda to Advance Integrative Resilience Research and Practice ii PrefaceResilience can be defined as the capacity of a dynamic system, such as a community, to anticipate and adapt successfully to challenges. In recent years, the range of social and physical stresses that people and communities experience has multiplied. Official declarations of natural, manmade, and technological disasters in the United States (and globally) have increased in the past decade. Further, these acute events combine with the stress and strain from economic challenges and environmental stress, affecting many populations and communities chronically. In this context, the science and practice of how to foster resilience for both individuals and communities has grown in scope. Much of this work has centered on the factors that make individuals and communities more resilient and the interventions that can build resilience. Today, many researchers, policymakers, and practitioners are leading and funding efforts to determine the most effective ways to build the resilience capacity and capability of individuals and organizations.The Robert Wood Johnson Foundation (RWJF) is interested in supporting the health and development of people and communities, which is reflected in their contributions to the fields of individual and community resilience. This report summarizes work conducted jointly by researchers from the RAND Corporation and RWJF on a potential future research and practice agenda in resilience, uniquely bridging individual and community resilience research and practice across sectors. The report provides a path forward primarily built on proceedings from a Resilience Roundtable, held in June 2016, and supplemented with relevant literature review. The meeting convened by RWJF in collaboration with RAND explored the state of the resilience field and opportunities for further development. The meeting brought together researchers across disciplines as well as practitioners and policymakers across sectors for a day-long discussion of the topic. The goal was to identify where and how we can move to a more integrated and cohesive resilience agenda, with attention to critical factors that would motivate more collaborative work.

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Section: Definitions and Drivers Of Resiliencementioning

confidence: 99%

An Agenda to Advance Integrative Resilience Research and Practice: Key Themes From a Resilience Roundtable

Acosta¹,

Chandra²,

Madrigano³

2017

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“…American Red Cross led the efforts to organize more than 52 agencies from public and nonprofi t sector to meet the needs of the displaced residents in New Orleans (Eikenberry et al 2007 ). Also, there are coordinating organizations, such as the National Voluntary Organizations Active in Disaster (NVOAD), direction efforts of various VOADs in disaster response and recovery (Gazley 2013 ; ).…”

Section: Network As Governance Tools In Managing Disasters and Crisesmentioning

confidence: 98%

Cross-Sector Partnerships in Managing Disasters: Experiences from the United States

Demiroz

Kapucu

2015

Disaster Management and Private Sectors

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Historically, emergency management has been a collaborative effort in the United States. Disasters were mostly handled locally by community organizations in the early years of twentieth century, however the picture began to change as the damage infl icted by disasters escalated. Focusing events triggered action in federal government, which ended up with numerous policy initiatives and creation of well-known organizations such as FEMA and DHS. Nevertheless, importance of nongovernmental actors has not declined. Today, about 85 % of critical infrastructure is owned and operated by the private sector. Also, FEMA embraces the 'whole community' approach in managing disasters. In this approach government agencies, individuals, families, households, businesses, nongovernmental organizations, academia and experts, and neighborhoods are integral parts of the community; and all of them have their own roles and responsibilities to a certain extend. Having so many stakeholders, building partnerships, and working together in a horizontal (nonhierarchical) setting is called collaborative emergency management. In collaborative emergency management all these stakeholders have certain responsibilities in managing emergencies. Emergency management organizations identify these roles and responsibilities and assign them to various partners. Resources, knowledge, and expertise of the partnering organizations are invaluable for emergency managers. For example, emergency management agencies rely on retail companies for timely distribution of certain resources to disaster stricken areas. The logistic capacity and speedy of delivery of such fi rms are unimaginable for the public sector. As the communities in the U.S. get more complex and threats such as climate change become more visible, emergency management system will likely to rely on collaborative ties with nongovernmental actors in the future.

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“…The desire for control by the government over the response and recovery led to the exclusion of local organizations and movements [61,81,17,12,44] None.…”

Section: Barriersmentioning

confidence: 99%

“…Instead of providing additional resources and personnel to enhance an on-going relief effort; many non-governmental organizations found themselves either on their own or turned away [12,17] and "failures at all levels of government … significantly undermined and detracted from the heroic efforts of first responders, private individuals and organizations, faith-based groups, and others" [61]. Furthermore, the government's failure to plan for and coordinate the efforts of non-profits made it more difficult for them to respond to Hurricane Katrina in the first place [17]. This lack of inclusion of niche innovations in the disaster response injured their ability to gain momentum [M5].…”

Section: Innovation Is Part Of the Everyday Norms And Practices [V5]mentioning

confidence: 99%

Disasters as opportunities for social change: Using the multi-level perspective to consider the barriers to disaster-related transitions

Becker¹,

Reusser²

2016

International Journal of Disaster Risk Reduction

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Administrative Failure and the International NGO Response to Hurricane Katrina

Cited by 80 publications

References 15 publications

An Agenda to Advance Integrative Resilience Research and Practice: Key Themes From a Resilience Roundtable

An Agenda to Advance Integrative Resilience Research and Practice: Key Themes From a Resilience Roundtable

Cross-Sector Partnerships in Managing Disasters: Experiences from the United States

Disasters as opportunities for social change: Using the multi-level perspective to consider the barriers to disaster-related transitions

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