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Federal Emergency Management Agency (FEMA) Definition

  Academic Research on Federal Emergency Management Agency Probabilistic basis for 2000 SACfederal emergency management agencysteel moment frame guidelines, Cornell, C. A., Jalayer, F., Hamburger, R. O., & Foutch, D. A. (2002). Journal of structural engineering,128(4), 526-533. This paper presents a formal probabilistic framework for seismic design and assessment of structures and its application to steel moment-resisting frame buildings. The framework is based on realizing a performance objective expressed as the probability of exceeding a specified performance level. This framework also allows for a format based on quantitative confidence statements regarding the likelihood of the performance objective being met. Administrative breakdowns in the governmentalresponseto Hurricane Katrina, Schneider, S. K. (2005).Public Administration Review,65(5), 515-516.   Federal emergency managementcomes of age: 19792001, Sylves, R. T. (2012). InEmergency Management(pp. 120-171). Routledge. This chapter begins with an overview of emergency management at the fed-eral level and examines the historical period between the creation of the Federal Emergency Management Agency (FEMA) in 1979 and the terrorist attacks of September 11, 2001. This is followed by an examination of the importance of presidents in emergency management and an analysis of how presidents have used their disaster declaration authority to shape federal emergency management. The chapter offers an overview of the major disaster-focusing events that transpired during the period and ends with a summary and set of observations. Interorganizational coordination in dynamic context: Networks inemergency response management, Kapucu, N. (2005).Connections,26(2), 33-48. This paper addresses the inter-organizational network in response to an extreme event. Specifically, this paper analyzes interactions among public, private, and nonprofit organizations that evolved in response to the September 11, 2001 terrorist attacks. The research uses a theoretical framework primarily drawn from dynamic network theory and complex adaptive systems theory. Collaborativeemergency management: better community organising, better public preparedness andresponse, Kapucu, N. (2008). Disasters,32(2), 239-262. This paper examines how effectiveness in coordinating community disaster response efforts affects future public preparedness. The study uses data of the four Florida hurricanes of 2004--Charley, Frances, Ivan, and Jeanne to assess to assess community reponses to repeated threats of hurricanes. The findings suggest that pre-season planning, open communication between emergency managers and elected officials, and the use of technology all had a significant impact on community responses. Reinventing public administration: A case study of theFederal Emergency Management Agency, Schneider, S. K. (1998).Public Administration Quarterly, 35-57. This study examines the recent efforts to "reinvent" the Federal Emergency Management Agency (FEMA). It focuses on the organizational and management changes that have taken place within FEMA over the last four years and places these changes within the broader context of the governmental approach to disaster relief as well as the reinventing government movement. The paper suggests that that the reinvention of FEMA has drastically improved the functioning of the nation's entire emergency management system. Thefederal emergency managementsystem in the United States: Past and present, Kreps, G. A. (1990). International journal of mass emergencies and disasters,8(3), 275-300. FEMA'srole inemergency management: examining recent experience, May, P. J. (1985). Public Administration Review,45, 40-48. The evolution ofemergency managementand the advancement towards a profession in the United States and Florida, Wilson, J., & Oyola-Yemaiel, A. (2001). Safety Science,39(1-2), 117-131. This paper examines the process of professionalization in the United States and Florida, with regards to emergency management. The research explores how emergency management organizations are modifying in order to develop the capacity to prepare for, respond to, recover from, and mitigate against disaster events more effectively. Governmentalresponseto disasters: The conflict between bureaucratic procedures and emergent norms, Schneider, S. K. (1992). Public Administration Review, 135-145. In this paper, the author develops an explanation that focuses on the "gap" between what governments are prepared to do in emergency management situations (i. e., bureaucratic norms) and what emerges as the expectations of those victimized by the disaster (i. e., emergent norms). The paper is concluded with a criticism of the mass media's tendency to blame government for program failures. Network organizational development in the public sector: A case study of thefederal emergency managementadministration (FEMA), Ward, R., Wamsley, G., Schroeder, A., & Robins, D. B. (2000). Journal of the American Society for Information Science,51(11), 1018-1032. This article compares different results and conclusions of the organizational theory and the information technology theory in relations to the use of Information Technology (IT) in organizational hierarchy and control. The article analyses the different positions of each argument by studying the processes of IT changes in the Federal Emergency Management Administration.