President Joe Biden is briefed by FEMA officials on the danger of Hurricane Ida. (Photo: White House)
Sept. 3, 2021 by David Silverberg
Hurricane Ida shrieked onto the Louisiana coast on Sunday, Aug. 29, 16 years to the day after Hurricane Katrina made a similar landfall in 2005.
Many observers have made comparisons between the two hurricanes. Both were monster storms that wreaked terrible destruction and damage. Both resulted in extensive human suffering. Both afflicted multiple states.
However, to date there’s been little comparison of the responses to the two hurricanes by the sitting presidents and their administrations.
Hurricane Katrina struck during the presidency of George W. Bush. Hurricane Ida arrived during the presidency of Joe Biden.
As similar as the storms may be, the responses could not be more different.
“Katrina conjures impressions of disorder, incompetence, and the sense that government let down its citizens,” Bush himself wrote in his 2010 memoir, Decision Points.
In contrast, to date Biden has shown himself engaged, focused and effective. His administration was on alert and moved into action immediately.
Southwest Floridians in particular should take note of all this. The region has been lucky so far this year in avoiding hurricanes and damaging storms but the season is by no means over. Some Floridians, their elected officials and their governor instinctively disparage the federal government and attack this president. But if a storm comes that flattens the Paradise Coast the way Hurricane Ida flattened the homes of Louisiana, they will be able to look to a federal government and a president that is ready, willing and able to help them—so unlike the situation in 2005.
It’s worth comparing key aspects of the two events to see how far we have come.
Run-up to the storm
In 2005 the Bush administration was certainly aware of the oncoming storm. However, Bush was on a month-long vacation at his ranch at Crawford, Texas. On the day Katrina made landfall he traveled to Arizona for a brief, airport tarmac greeting with Sen. John McCain (R-Ariz.) and a town hall meeting at a resort and country club in El Mirage. He was promoting legislative changes to the Medicare program. He then went to California where he spoke before a crowd of military personnel at the Coronado naval base. Then he returned to Air Force One and flew back to his ranch.
In looking back in his 2008 memoir What Happened, Scott McClellan, Bush’s press secretary, was critical of the administration’s distant, almost lackadaisical approach: “The problem lay in our mind-set,” he recalled.
“Our White House team had already weathered many disasters, from the hurricanes of the previous year all the way back to the unprecedented calamity of 9/11. As a result, we were probably a little numb (‘What, another tragedy?’) and perhaps a little complacent (‘We've been through this before.’). We assumed that local and federal officials would do their usual yeoman's work at minimizing the devastation, much as the more seasoned Florida officials had done the year before, and we recalled how President Bush had excelled at reassuring and comforting the nation in the wake of past calamities. Instead of planning and acting for the potential worst-case scenario, we took a chance that Katrina would not be as unmanageable, overwhelming, or catastrophic as it turned out. So we allowed our institutional response to go on autopilot.”
Sixteen years later, on Aug. 28, the administration was alert and mobilized for the storm. At the White House, Biden—who was at work—was briefed by Kenneth Graham, director of the National Hurricane Center on the storm itself. Along with Deanne Criswell, the administrator of the Federal Emergency Management Agency (FEMA), he spoke with the governors of Louisiana, Alabama and Mississippi to discuss their needs. He signed an emergency declaration for Louisiana in advance of the storm’s landfall.
Addressing the people of the area, he warned: “Pay attention and be prepared. Have supplies for your household on hand. Follow the guidance from local authorities. And if you have to move to shelter, make sure you wear a mask and try to keep some distance because we’re still facing the highly contagious Delta variant as well.”
Unengagement versus engagement
In 2005 Bush seemed detached and unengaged from Katrina and its impact. His decisionmaking appeared sluggish and reactive, always several steps behind events—as he himself admitted.
“The response was not only flawed but, as I said at the time, unacceptable,” Bush wrote in Decision Points. “As the leader of the federal government, I should have recognized the deficiencies sooner and intervened faster. I prided myself on my ability to make crisp and effective decisions. Yet in the days after Katrina, that didn’t happen. The problem was not that I made the wrong decisions. It was that I took too long to decide.”
In 2021 the administration—and indeed, the whole federal government—mobilized to help the affected area with an impressive effort.
In the immediate aftermath of the storm FEMA delivered 4.5 million meals, 3.6 million liters of water, 250 generators and rushed additional ambulances into affected areas, according to official figures.
FEMA and the Small Business Administration (SBA) immediately began helping disaster survivors, including providing grants to help pay for housing, home repairs, property losses, medical expenses and even funeral expenses.
A program called Critical Needs Assistance was activated by FEMA to give people left completely destitute $500. It reached 31,000 Louisiana households in the very first days after the storm passed.
Currently, the SBA is issuing low-interest loans to businesses, non-profit organizations, homeowners and renters affected by the storm. Federal officials in mobile units are helping victims apply for the assistance.
The Department of Housing and Urban Development is helping families, aiding with mortgage payments and insurance as well as direct housing.
The US Army Corps of Engineers immediately began working to get houses into habitable shape and distribute tarps for damaged roofs. Some 134,000 tarps were provided by Sept. 2. The Corps also rushed in teams to aid with debris removal and temporary housing.
The Department of Health and Human Services (HHS) set up a 250-bed medical station in New Orleans, established a medical evacuation site at the airport and sent a team to a hospital in Thibodaux, La., the only fully-working hospital in its region.
Other federal agencies pitching in included the US Coast Guard, the Department of Defense and the National Guard Bureau, which contributed personnel, vehicles, aircraft and watercraft.
Biden was also involved in coordinating electrical power restoration with energy company executives, authorizing military reconnaissance flights and the use of satellite surveillance to pinpoint problems.
In addition to these measures, federal workers immediately began clearing roads and restoring transportation and communications. Red tape is being cut and regulations streamlined.
All this effort is light years away from the response of 2005. It demonstrates what an activated federal government, with involved leadership, can accomplish in the face of a disaster.
Unseasoned versus seasoned
President George W. Bush tells FEMA Administrator Michael Brown he's doing "a heck of a job." (Photo: AP)
In 2005 FEMA was headed by Michael Brown, a lawyer, former commissioner of the International Arabian Horse Association, a failed Republican congressional candidate and a Bush campaign operative.
While Brown’s qualifications were criticized after Katrina, in fact he had handled some major disasters while at FEMA, notably the Sept. 11, 2001 aftermath and the four-hurricane season of 2004. He began his federal service as general counsel for FEMA and rose from there, rising to undersecretary, where he oversaw a number of internal FEMA offices like the National Incident Management System Integration Center, the National Disaster Medical System and the Nuclear Incident Response Team.
So Brown was hardly a complete novice when it came to disasters and emergency management.
But Brown was in way over his head during Katrina. Although Bush praised him for “doing a heckuva job,” FEMA’s inability to anticipate, react and organize the response resulted in a spectacle of chaos, deprivation and incompetence. Brown repeatedly gave television interviews in which he expressed ignorance of the most basic facts on the ground and the suffering of New Orleanians.
He was ultimately fired in the midst of the response and replaced with retired Coast Guard Commandant Adm. Thad Allen.
FEMA Administrator Deanne Criswell (Photo: FEMA)
Today the administrator of FEMA is Deanne Criswell, a 21-year veteran firefighter. A member of the Colorado Air National Guard, she served in Iraq and Afghanistan. During a previous stint at FEMA she was leader of an Incident Management Assistance Team. She has tackled everything from wildfires, to severe droughts, catastrophic floods and even helped re-unite evacuated families 16 years ago after Hurricane Katrina.
Immediately before being appointed FEMA administrator by Biden, Criswell was New York City Commissioner for Emergency Management. There, she coordinated the city’s response to emergencies like blackouts, fires and power outages all while handling the COVID pandemic and working to prevent collapse of the healthcare system.
So when Hurricane Ida arrived, FEMA and the country had a seasoned, experienced and truly expert first responder at the helm, appointed by Biden. It is making a world of difference.
Flyover versus ground truth
President George W. Bush flies over a devastated New Orleans on Aug. 31, 2005. (Photo: White House)
An iconic image of Bush and Hurricane Katrina was Bush staring out the window of Air Force One, rigid and frozen as he gazes down at the destruction of New Orleans. He chose to fly over the destruction on his return from his vacation in Crawford to Washington, DC.
It was his first look at what the storm had done but the message it sent the nation was one of aloofness and detachment that seemed to sum up the entire federal response.
Bush later tried to make up for that impression. He visited New Orleans 13 times in the years that followed. He gave a speech from the city’s Jackson Square where he pledged $10.5 billion federal dollars for the city’s rebuilding.
But he never fully overcame that initial image of uninvolvement from the flyover.
“Bush needed to show that he was in control. But he also needed to show that he cared—that he understood the situation and shared Americans’ sense of horror and anger, that he was determined to do whatever it took to make the bureaucracy respond,” McClellan wrote. “The flyover images showed none of this. And while privately Bush was quickly becoming more engaged, it was too little, too late.”
Bush reflected in his memoir: “I should have urged Governor [Kathleen] Blanco and Mayor [Ray] Nagin to evacuate New Orleans sooner. I should have come straight back to Washington from California on Day Two or stopped in Baton Rouge on Day Three. I should have done more to signal my determination to help, the way I did in the days after 9/11.”
Biden, by contrast, made a point of visiting FEMA headquarters in Washington during the storm to talk to Criswell directly and thank the responders at FEMA and around the country managing Ida. As of this writing he is scheduled to visit New Orleans today, Sept. 3, to see the damage and hear from the officials and people on the ground about their needs and requirements.
President Joe Biden visits FEMA headquarters in Washington, DC in the runup to Hurricane Ida's landfall. (Photo: FEMA)
Visiting the scene of a disaster is always a dicey decision for politicians. They don’t want to seem to be exploiting the tragedy or hindering the urgent response. At the same time they want to see the situation for themselves and show their concern—and also get credit for their leadership.
Many times their solution is to fly over a site as Bush did. It gives them an overview of the entire disaster and it can be useful. However, unless it’s combined with executive action and a genuine sense of caring for the afflicted, it can backfire, as it did in Bush’s case. It takes a skilled hand and good judgment to make a disaster visit work constructively, lifting the spirits of victims, while advancing the response.
But most of all, it takes a human being who actually empathizes with other human beings and wants to alleviate their suffering that makes leadership in a disaster effective.
Then, now—and tomorrow
More than just 16 years separate the responses to Hurricane Katrina and Hurricane Ida. They are light years apart in presidential attentiveness, competence, care and reaction.
In his engagement and decisiveness and willingness to support the professionals and experts, Biden is demonstrating the presidential abilities that got him to the Oval Office. To some extent it is making up for the chaotic spectacle of America’s withdrawal from Afghanistan.
More importantly and immediately, though, Biden’s involvement will have profound effects on the afflicted areas, which now stretch from the bayous of Louisiana to the subways of New York City. This was a monster storm and an epic disaster and it will take years to restore the damage it did. But by being engaged and mobilizing the entire federal government and its expertise, a start has been made just as the winds and rain are dying down.
Southwest Floridians should take note and appreciate this. They may need that help next.
For a full history of past disaster responses, see the author’s book: Masters of Disaster: The political and leadership lessons of America’s greatest disasters.
For a detailed examination of the response to Hurricane Katrina, see:
Liberty lives in light
© 2021 by David Silverberg