Leadership Lessons

Review your Week 3 Paper.Refer to Week 3 individual assignment and utilize your previous paper in which you located a major incident involving multi-agency emergency management.Use the same event from Week 3. Write a 1050- to 1,400-word paper covering:Summarize the event and the response by police and fire agenciesDetail the roles within structured commandDiscuss the emergency management leadership theories utilized in the event.Outline how leadership deals with the community as part of emergency management incident process.Relay how leaders approach and deal with the media during, before, and after the crisis.Discuss how emergency management training either assisted or could have assisted with the overall emergency management approach.Identify ethical challenges faced by leaders working through the event, and what might have been more effective, now that the event is over.Include at least four academic sources in your paper, including one from the University Library.Format your paper consistent with APA guidelines.Include title and reference page, in text citations, no plagiarism, include headers and page numbersattached is my week 3 assignment for reference

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Multi-Agency Emergency Event
Shelly McKee
Darren Gil
Multi-Agency Emergency Event-Hurricane Katrina
Hurricane Katrina, an emergency event which took place on August 29 the year 2005 in
southeastern Louisiana region where about 140 mph of sustained winds were experienced. The
forced winds were drawn-out to up to 105 miles away from the epicenter of the storm.
Consequently, the Coastal storm flooded about to approximately 20 to about 30 feet beyond the
usual tide levels, alongside large and hazardous pounding waves which befell close as well as the
east of the center of the storm. As a result, extensive destruction took place; there was beach
erosion, demolition of houses and infrastructure were also experienced (Townsend, 2006).This
devastating occasion had the Federal Emergency Management Agency instigated a plan where
high-resolution charts were produced which demonstrated the flood effects from the storm to
parts of St. Tammany, Tangipahoa, St. John the Baptist, St. Charles, Jefferson, Orleans, St.
Bernard, and also Plaquemines Parishes. The damaged caused by the hurricane were estimated to
be $16 billion.
With the massive destruction caused by the hurricane, phone calls were made to the
emergency operations center of the city of New Orleans, which did not disappoint and arrived at
the scene in quick succession. Unfortunately, the fire unit did not send the firefighters.
According to the Deputy Fire, Chief Joseph R. Matthews said that they could not have placed the
firefighters in danger throughout the storm. However, The Alabama, Louisiana, together with the
Mississippi police officers were shortly activated to their full levels. Government agencies
started putting their reaction strategies into place. For example, The Louisiana National Police
alerted the personnel at the Traffic Control department that they had to report to the state EOC
the next day to get ready for the emergency response actions (Achutan, 2007).
The structured command formed by the Emergency Management Assistance Compact
brought on board the Mississippi State Department of Health where an incident management
team was built. For the of the purpose of establishing a vibrant chain of command for the
Mississippi State Department of Health (MSDH) by employing the system from National
Incident Management System (NIMS).First and foremost workers from the MSDH and
volunteers were brought forward to hastened on NIMS, with the head of Incident Command and
Unified Command. Secondly, the MSDH was helped to develop its command structure where
the Coastal area ESF-8 Unified Command was designed. The roles of each of the structured
command were spelt out. The participants of the EMAC crew were assigned leading positions in
Operations, Planning, Safety, and Security, Logistics as well as Communications. The Important
associates of the MSDH workers were also allocated to the similar positions but following their
specific skills and understanding. As soon as the unified command structure was set up, the
health department could be able to allocate individuals to duties, supervise their work,
establishing and using resources as required. The volunteers and the staff organized delivery of
fundamental public health reaction activities for example staffing shelters, inspection, and
commanding of water supplies, also, waste treatment, issuing of SNS drugs, working together
with others to safeguard and deploying environmental management strategies for insects.
Crisis Response specifies the techniques to be followed once the Disaster Response
Group has confirmed a disaster. The outline of the crisis response is as follows; Emergency
Action: It describes the steps to be taken immediately by the staff to ascertain the security of
coworkers, people, and visitors, or any that mother person who may be in danger. It might be, for
example, contacting the crisis authorities, the intra-organizational units to be aware of the
possible hazard.
Communication Team: This outlines steps to initiate communication with the
communications crew at the time of disaster response.
Staff Communication: It spells out first communication to the subunit workers or in the
organization once a disaster reaction is instigated. The message sent should briefly describe how
the staff might be affected, for instance, sending a bulk email to the workers, reaching out to the
right departments inside the organization and so on.
External Communication: It describes communications to the exterior institutions and
also persons who are likely to be affected by the emergency.
Post-event evaluation and maintenance- It includes assessing response from workers or
by the outer the outer people (Coombs, 1995).
Strategic decision making includes making decisions grounded in the long-term goals and
vision. It contains decision which has mission and vision whereby the reasons the company or
business operates are stated. The short and long-term goals of decisions are also spelled out in a
strategic decision-making process.
Leaders across the world are faced with challenges such as Establishing Managerial
Effectiveness, for example, time-management, prioritizing, strategic thinking, decision-making
process, being extra effective at work and so on. Another challenge is inspiring and motivating
those they lead to make sure they are content with their work, developing other employees by
mentoring and training them. Leaders also face a challenge in leading their team it can be in
team-building, development, and managing or even on how to impart confidence in a group or
how to handle a big group.
Achutan, C., King, B. S., Adebayo, A., Aristeguieta, C., Bernard, B., Boudreau, Y., & Ewers,
L. (2007). Hurricane Katrina response.
Coombs, W. T. (1995). Choosing the right words: The development of guidelines for the
selection of the “appropriate” crisis-response strategies. Management communication
quarterly, 8(4), 447-476.
Townsend, F. F. (2006). The federal response to Hurricane Katrina: Lessons learned.
Washington, DC: The White House.

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