Community views of the federal emergency management agency's “whole community” strategy in a complex US City: Re-envisioning societal resilience

Abstract

BackgroundDisaster preparedness is a national priority, with vulnerable communities disproportionally exposed to risk. After Hurricane Katrina, the Federal Emergency Management Agency (FEMA) identified “Whole Community” response as risk reduction strategy. Community-based organizations (CBOs), government, and healthcare were identified as critical sectors for capacity building to optimize community resilience. ObjectiveEvaluate community factors that contribute to resiliency in disaster aftermath in a mid-sized, socially complex city through collaboration with government, CBOs, and healthcare. MethodsAn environmental scan engaging diverse communities in Milwaukee, Wisconsin, examined local crisis cooperation. Interviews with CBOs, government, and healthcare explored familiarity with FEMA's “Whole Community” approach, inter-sector relationships, and disaster experience. These were followed up with a community table-top exercise (World Café format) with 77 CBO and response agency representatives, plus continued focus-group meetings. ResultsOne-size-fits-all disaster plans are not productive, but incorporating community assets is limited by CBO operational constraints. Concerns about CBO/government interrelationship strength, abstract event relevance to CBOs, and planning priorities. ConclusionsMajor discrepancies persist between “Whole Community” ideal and application. CBO involvement in preparedness is critical to optimize community resilience. Developing sustainable, mutually beneficially, practical partnerships with socially marginalized communities are key to resilience, but overlooked in disaster planning.