Opinion: Our disaster responders are exhausted. This puts Americans at risk

Emergency managers have become the nation’s de facto problem solvers. We’re excellent at it — but we’re running on empty. And that’s a problem.

• Disaster responders are increasingly overburdened and exhausted.

  • Pete Gaynor, former FEMA Administrator, has seen firsthand how effective and dedicated emergency professionals are — but also how burned out they’ve become.

  • Emergency managers are essential in responding to hurricanes, wildfires, floods, and pandemics, helping restore normalcy.

• The responsibilities of emergency managers have expanded beyond traditional roles.

  • Now tasked with issues like Covid-19, mpox, Ebola, the border crisis, refugee resettlement, and homelessness.

  • Despite the overwhelming demands, these professionals never say “no” — even when personally affected by disasters (e.g., responders in Paradise, California, who lost homes in the Camp Fire but kept working).

• Burnout is leading to dangerous staff attrition.

  • FEMA has been operating at just 65% capacity (as of 2022), even while disaster demand is at record highs.

  • In fiscal year 2020, FEMA lost 20% of its disaster staff due to burnout and pandemic stress.

  • Many who remain are physically and emotionally drained but continue to serve out of duty.

• Mental health consequences are severe.

  • Depression affects up to 53% of disaster responders (National Center for PTSD).

  • Post-Katrina studies show responders witnessed trauma like death and serious injuries; over 10% showed ongoing PTSD symptoms.

• Burnout jeopardizes decision-making and performance.

  • Leads to poor judgment, lowered team morale, health decline, and strained personal relationships.

  • A 2021 study found half of disaster responders were emotionally exhausted, cynical, and feeling ineffective at work.

• Disasters are increasing in frequency, intensity, and cost.

  • From 1980–1989, there were about 4 billion-dollar disasters/year.

  • By 2019, that number jumped to an average of 22 per year.

  • Already in 2024, 11 billion-dollar disasters have occurred with hurricane season just beginning.

• Not all disasters qualify for federal aid — but all require resources.

  • Smaller-scale disasters still require time, manpower, and funds.

  • The increasing pace and climate-related intensity are stretching teams too thin.

• Emergency managers now face added non-disaster duties.

  • Tasks include tackling opioid crises, housing instability, and public health emergencies.

  • These additions increase the burden on an already underfunded, understaffed workforce.

• The job is misunderstood and unappreciated.

  • Media scrutiny, public frustration, and unrealistic expectations exacerbate stress.

  • Emergency managers carry a disproportionate burden, yet receive limited public recognition or systemic support.

• Skilled professionals are leaving the field.

  • Many are migrating to the private sector for better pay and balance.

  • Others shift into less demanding roles or retire early.

  • Loss of experienced responders reduces ability to manage critical moments effectively.

• The system is nearing a breaking point.

  • Without a healthy, supported workforce, the emergency response system could fail when most needed.

  • A failing system puts entire communities at higher risk during catastrophes.

• Call to action for citizens and lawmakers:

  • Demand proper funding and staffing of FEMA and local agencies.

  • Prepare personally for disasters (e.g., through ready.gov) to reduce strain on emergency services.

  • Support responders by recognizing their role and advocating for their well-being.

  • Thank them and push leaders to acknowledge their sacrifices.