These issues were also at the forefront in St. Criox, US Virgin Islands. Related problems included the increasing delegation of powers to state and local governments, which in some cases were unaware of the responsibilities delegated to them, as well as budget and staff shortages at all levels of government. Organizational issues were also highlighted within each level of government and agency involved in the recovery process: federal (FEMA), Red Cross, state, county, and local. These problems included general organizational problems, personnel utilization and deployment problems, and intergovernmental relations problems. Functional problems stemmed from the inability to plan, organize and deliver goods and services to victims efficiently, effectively and equitably. Typically, during a major disaster, the State Emergency Preparedness Division (EPD), headed by the Adjutant General, establishes an Emergency Operations Center (EOC) and coordinates with county EOCs. This only happened a few days after the hurricane. The governor then contacted county and city elected officials about their post-hurricane needs, and as a result, serious coordination problems and conflicts arose between county and municipal emergency managers and senior leaders. policies. The hurricane sparked needs for change not only within their organization, but also locally, in community emergency management communities, and in the public. The research helped develop policies, create training programs, and raise awareness not only among those within the organization who lack emergency management skills, but also among community members, creating resilient communities to disasters to quickly fight against disasters.