As you learned in the previous module, the Federal Emergency Management Agency (FEMA) was established by Executive Order 12127 in 1979. FEMA later became part of the Department of Homeland Security (DHS) in 2003.

FEMA’s mission is to support the Whole Community to ensure that as a Nation we work together to build, sustain, and improve our capability to prepare for, prevent, protect against, respond to, recover from, and mitigate all hazards.

FEMA leads and supports the Nation in a risk-based, comprehensive emergency management system of preparedness that includes prevention, protection, response, recovery, and mitigation.

FEMA’s role is to coordinate the Federal resources that support State, local, tribal, and territorial efforts when a Federal emergency or disaster is declared.

One of FEMA’s most important supporting roles is to provide disaster assistance to individuals and communities.

When looking at the roles of partners in emergency management, it is important to consider the Whole Community concept.

“Whole community is a means by which residents, emergency management practitioners, organization and community leaders, and government officials can collectively understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their assets, capacities and interests.”

– A Whole Community Approach to Emergency Management: Principles, Themes, and Pathways for Action

Let’s start with the role of the government in emergency management.

Government agencies are responsible for protecting the lives and property of their citizens and promoting their well-being. However, the government does not, and cannot, work alone. In many facets of an incident, the government works with the private and nonprofit sectors as partners in emergency management.

Private-sector organizations play a key role before, during, and after an incident and are important in building resilient communities. Businesses must consider what they need to survive an emergency or disaster, as well as the needs of their customers and employees.

Business continuity and disaster recovery planning can help private firms return to normal operations more quickly after a disaster. As mentioned in Lesson 1, PS-Prep is a resource to help businesses broaden their recovery planning.

FEMA recognizes that a government-centric approach to emergency management is not always enough to meet the challenges posed by an incident.

FEMA’s Whole Community approach includes community engagement strategies to promote discussion on approaches that position local residents for roles in planning, organizing, and sharing accountability for the success of local disaster management efforts. This approach enhances the Nation’s security and resilience.

Emergency managers need to engage and plan for the needs of the whole community. This can include community members who:

• Speak languages other than English.
• Are from diverse cultures or economic backgrounds.
• Are all ages (i.e., from children and youths to seniors).
• Have disabilities and/or other access and functional needs.
• Are traditionally underrepresented in civic governance.

FEMA’s IS-909 course and "Preparedness Activities for Communities Everywhere" tools support communities already engaged in preparation or interested in becoming more prepared.

To support new and existing neighborhood preparedness programs, the "Preparedness Activities for Communities Everywhere" tools are comprised of 16 preparedness modules on topics ranging from preparedness on a budget to fire extinguisher operation, and specific topics such as disaster planning for a pet or service animal.

In April 2012, a representative from a Dallas, Texas community-based community organization reported that two people she trained using these materials were able to protect their families during violent tornadoes.

Additional information and access to the materials is available through the IS-909 – Community Preparedness: Implementing Simple Activities for Everyone course page.

There are many examples of successes that result from involving community partners in emergency management efforts. Let’s look at a few from the March 2012 National Preparedness Report.

Nonprofit Sector

In late August 2011, Hurricane Irene made landfall along the east coast of the United States. Ultimately, the storm resulted in major disaster declarations in 13 States, Puerto Rico, and the District of Columbia.

As a result of the storm, more than 27,000 people found shelter in approximately 500 locations opened by States, localities, and the American Red Cross. Working with its mass care partners, the American Red Cross supplied 1.8 million meals and snacks, provided 22,000 health and mental health consultations, and distributed nearly 127,000 relief items, just 11 days after the storm’s landfall. In Pennsylvania alone, numerous organizations supported the relief effort:

• The Southern Baptist Convention helped set up two mobile kitchens;
• County mental health agencies deployed volunteers to emergency aid stations;
• The American Humane Association established pet shelters;
• Mennonite Disaster Service helped clean out homes;
• The Teamsters assisted in transporting supplies;
• The Boy Scouts of America helped assemble hundreds of coolers packed with food, supplies, and information; and
• Local organizations donated over $400,000 worth of in-kind supplies and materials.

Private Sector

Tropical Storm Irene struck Vermont on August 28, 2011, damaging more than 500 miles of State highways and closing 34 State bridges. The resulting damage isolated 13 communities, forcing Vermont’s National Guard to airlift food and water. By August 31, crews had restored emergency access to all isolated communities. Within 30 days, 98 percent of the roads were reopened. Four months later, Vermont officials celebrated the final repair of Route 107, the last State highway to reopen after sustaining severe flood damage. In the 3-mile section of Route 107 hit the hardest, a strip of road about 4,000 feet long was completely missing. Completing this repair normally would have taken 2 years, but only took 119 days. More than 46 companies worked with the Vermont Agency of Transportation, National Guard units, and law enforcement to complete the repairs.

Community Partnerships

The May 2011 tornado in Joplin, Missouri, damaged the community’s social services infrastructure, creating new needs for many community residents, particularly among at-risk populations of older adults and children. Partnerships among community residents, community-based organizations, and agencies at all levels of government have proven integral to successful social services recovery. For example, State and local Aging Networks partnered with the HHS Administration on Aging to help older residents who lost their homes obtain relocation assistance. Similarly, an innovative Child Care Task Force—coordinated by the HHS Administration of Children and Families and implemented in partnership with Federal, State, local, and nonprofit stakeholders—harnessed resources to meet Joplin’s emergency child care needs after the tornado destroyed or damaged 27 child care facilities. When the tornado demolished six school buildings, the Joplin School District relocated classes to alternate facilities, including empty retail space at a local mall. Public-private collaboration allowed schools to open on time in August 2011.

• Whole Community
• Training Resources
• Community Emergency Response Teams (CERT)
• IS-909: Community Preparedness: Implementing Simple Activities for Everyone