Analyzing Collaboration: DOD's Response to Hurricane Katrina Disaster

This case study examines the collaboration between FEMA and the Department of Defense (DOD) in response to Hurricane Katrina, highlighting the challenges and complexities in providing relief to the affected population. It emphasizes the need for improved coordination and communication among governmental agencies, emergency service providers, and organizations like the American Red Cross. The introduction of the Incident Command System (ICS) and the development of a National Response Plan (NRP) are discussed in the context of their effectiveness in addressing the crisis. The study evaluates how better collaboration, including in-depth investigations, offshore management, regular meetings, stakeholder engagement, field surveys, and the establishment of helpline numbers, could have improved the outcome and restored normalcy for the affected communities, emphasizing the importance of rationality, consistency, and evaluation in disaster response efforts.

Running head: GEOGRAPHY
Case study analysis of Collaboration amid Crisis: The Department of Defense during
Hurricane Katrina
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GEOGRAPHY 1
Table of contents
Key actors in the case.................................................................................................................3
Summarization of the main issues..............................................................................................3
Explanation of the factors, which led to the eventual resolution...............................................3
Evaluation for how better collaboration may have improved the outcome of the case.............3
References..................................................................................................................................5
Bibliography...............................................................................................................................6

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Key actors in the case
The key actors in the case are National Hurricane Centre are:
 Michael Brown, Director of Federal Emergency Management Agency (FEMA)
 Department of Defense (DOD)
Summarization of the main issues
The case study reveals the collaboration of FEMA and DOD for coping up with the
tragic fate, which the natives encountered in the form of hurricane, Katrina. This
collaboration lacked stability, which intensified the complexities towards providing relief to
the victims (Moynihan, 2015). The case study brings to the forefront the spontaneity, which
was needed from the American Red Cross, governmental agencies and other emergency
service providers. One of the main aspects of the case study is the initiatives of the US
government towards introducing the relief measures. Introduction of Incident Command
System (ICS) gains lime light in the case study in terms of exposing coordinative approach
towards crisis.
Explanation of the factors, which led to the eventual resolution
Hurricane Katrina intensified the consequences of 9/11, compelling the government to
seek effective solutions. Complex relationship between the DOD and FEMA necessitated the
need for introducing the system. This complexity acted as a deviation from the goal of
achieving solutions in terms of restoring normalcy in the lives of the natives (Moynihan,
2015). Along with this, a National Response Plan (NRP) was developed for providing grants
to the locals regarding the receiving the DHS grants. All these aspects reflects failure of the
military in terms of exposing proper response towards Katrina. This failure was perceived as
wicked solving approach towards selecting the right organization for making the provision of
the relief measures to the locals.

GEOGRAPHY 3
Evaluation for how better collaboration may have improved the outcome of the case
Carrying out in-depth investigations of the disaster Katrina would have enhanced the
awareness about the ways and means to provide relief to the natives. According to Brundiers,
(2018), offshore management between FEMA and DOD would have resulted in the effective
communication, indicative of effective negotiation means. Regular meetings with the
developed schemes of ICS and National Response Plan (NRP) would have averted
complexities within the relationships. This is because of the interactions, which would have
resulted in knowledge transfer regarding the resources needed for compensations for the loss.
Stakeholder meetings could have been organized for gaining an insight into the span
of control. Publication of the minutes of the meetings in the website would have informed the
locals about the precautionary measures. However, Jurgens and Helsloot, (2018), field
surveys would have been beneficial in terms of spanning the areas, which might be affected
by a disaster. Once the areas were spanned, measurements and estimations would have
seemed fruitful in terms of issuing warnings for the wellbeing of the natives.
Spontaneity and flexibility were evident in the approaches of the government.
However, rationality was missing, which acts as interplay with the welfare of the locals in
terms of restoring normalcy after such intensified disasters. Introducing helpline numbers and
ensuring proper response would have averted the damages and loss (Wolfe, 2016).
Consistency in evaluation would have upgraded the standards and quality of the response
process towards crisis.

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References
Brundiers, K. (2018). Educating for post-disaster sustainability efforts. International journal
of disaster risk reduction, 27, 406-414.
Jurgens, M., & Helsloot, I. (2018). The effect of social media on the dynamics of (self)
resilience during disasters: A literature review. Journal of Contingencies and Crisis
Management, 26(1), 79-88.
Moynihan, D. P. (2015). Collaboration amid Crisis: The Department of Defense during
Hurricane Katrina.
Wolfe, A. W. (2016). Organizing collective action amid the ripple effects of change:
narratives of crisis, disaster, and opportunity. Journal of Applied Communication
Research, 44(1), 1-21.