PAF 558 ASU Emergency Management And Homeland Security Discussions

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Discussion 1- Ricardo Alvarez

The way I would view the disaster Hurricane Katrina brought towards New Orleans would be to create a plan that would save money but be the most effective of those in need of shelter. FEMA has made mistakes which resulted in the loss of millions of dollars which could have been used to prioritize other resources for assistance. As stated by NBC “Only 71 percent of the 141,000 trailers that FEMA estimates are needed are being occupied. Meanwhile, the trailer program consumes more than 60 percent of funds FEMA is spending on housing aid” (Hsu, 2006). This would then indicate that the benefit to the people was good but was costly in a way where resources could have been used elsewhere.  

Approaching the program, I would ask for plans to decide what is best to use for the community by contributing population numbers of those who need shelter and those who would use what if provided. This would then be the use of shared technology; this would be the use of shared technology as there would be other sources providing information to help provide resources for the community. Shared technology can be used for any disaster that the nation is exposed to and can also benefit the people by providing information to the government to let them know what a necessary resource is 

The key element I would use is estimating the damages the natural disaster would cost the community. I would also view the most affected parts of the disaster to be able to know what resources to provide for those who have completely lost everything due to the disaster. This would then be able to benefit those that have nowhere to go where homes are beyond repair, although many have been devastated by the storm can be helped financially by providing certain federal aid.  

The difficulty of this plan is to try and understand that everyone has went through a difficult disaster and to try and figure out those who are submitting fraudulent claims to profit off the government as they are providing financial support for the people affected by the natural disaster. Another difficulty would be to share information with other agencies as disaster strikes as everyone is on the move to support a community that has just been destroyed. Proper communication can easily be diverted due to multiple agencies responding to the same disaster. 

Another key consideration would be to properly address the situation at hand by preparing the people ahead of time of the storm and providing the right resources for those affected by the storm and not waste money and resources on mistakes such as mobile homes being unused. Providing shelter is the main cost after a storm and getting the number right can affect what other resources can be contributed to the community. This would then be supported by properly managing the information of the storm and community to understand the affected population and sharing the information with the other agencies and emergency resources to protect those in need.  

Discussion 2 Zachary Hunter

Evaluation of a disaster case management program from a benefit-cost perspective requires a complex approach that balances quantitative metrics with the qualitative aspects of disaster recovery. The goal of the evaluation is to assess whether the benefits delivered by the program outweigh the costs incurred, determining if the program is in fact efficient.

The initial step in conducting a fair and reasonable evaluation involves defining the scope and objectives of the analysis. This includes determining the timeframe of the program’s impact, identifying key performance indicators, and establishing what will be considered as benefits and costs/funds needed to carry out the analysis.

Direct and indirect benefits must be addressed. Direct benefits may include measurable outcomes like the number of families who secure stable housing, or the time of service being delivered. Indirect benefits could be how much more community resilience, mental health improvements, or long-term financial stability for individuals affected by the disaster. The evaluation must find ways to assess these benefits, possibly through measuring secondary indicators that reflect these outcomes.

Costs similarly divide into direct and indirect categories. Direct costs are the real expenses of the program’s operation such as staffing, resources, and materials. Indirect costs may include the costs associated with moving resources from other services or the long-term financial commitments needed to ensure the program operates successfully. The measurement of these costs and benefits is the heart of the evaluation. Financial costs are relatively straightforward arrange but assigning monetary values to benefits like mental health or community resilience requires careful consideration. These may involve subjective judgments and could be challenging to assess.

Performing a cost-benefit analysis (CBA) is essential. It involves calculating the value of benefits and costs, requiring managing discounted costs, the valuation of benefits, and the duration of benefits to be considered. A complete CBA attempts to compare these present values to determine the net benefit or cost of the program. However, numerous difficulties in measurement are expected. Monetizing non-financial benefits, dealing with “shaky” data, and telling apart the program’s specific effects from other existing disaster recovery efforts are some of the challenges. Also, ensuring accuracy in forecasting long-term benefits, which requires projecting current findings into the future, can be particularly difficult.

Several key considerations should guide the evaluation, including equitable distribution of benefits across several demographics to ensure that the program supports those who need it the most successfully. Understanding the lasting impact of the benefits (Sustainability) is critical, it must be made clear the solution in place is not just a quick fix, but an actual long-term solution. Any evaluation must investigate the uncertainties inevitable in disaster and recovery, including how a program adapts to future disasters.  The reporting of findings should be transparent, highlighting the methods, assumptions, and even the limitations of the evaluation. This will likely include both quantitative data and qualitative insights to provide a full view of the program’s efficiency.

In conclusion, a benefit-cost evaluation of a disaster case management program is a sensitive balance of financial analysis and the appreciation of greater social impacts. Despite the challenges in assessing vague benefits and projecting long-term outcomes, a carefully constructed evaluation can significantly inform policy decisions and the allocation of resources for future disaster management efforts. 

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