Suchergebnisse

There is an extensive body of research on the determinants of disaster preparedness at the individual and household levels. The same cannot be said for the organizational level. Hence, the purpose of this study is to shed light on the predictors of organizational preparedness for natural disasters. Since leaders of organizations have an incentive to overstate their level of preparedness and because surveys of organizational leaders suffer from selection bias and low response rates, we take the novel approach of interviewing employees about the organizations that employ them. Using an online survey, we collected information from a national sample of 2,008 U.S. employees and estimated the predictors of preparedness at the organizational level. We find, among other results, that organization size (facility level) is a consistent predictor of preparedness at the organizational level. We conclude with policy recommendations and outline an agenda for future research on organizational preparedness for natural disasters.

Introduction -- Hazards, Disasters, and Vulnerability -- Prevention, Mitigation, and Preparedness -- Response and Recovery -- Risk Perception and Communication -- Community Disaster Resilience -- Emergency and Crisis Management Stakeholders -- Decision Making in Managing Emergencies and Crises -- Leadership in Managing Emergencies and Crises -- Building an Effective Emergency Management Organization -- Evaluation and Accountability -- Public Health Emergencies and Crises -- Terrorism and Emergency Management -- International Actors and Perspectives -- Future Directions in Emergency and Crisis Management.

Abstract
It is essential to apply a collaborative network approach to address complex issues in public management and administration; however, evaluating network effectiveness is a challenge. This study addresses the common and unique elements of network effectiveness in the context of emergency management and proposes the addition of multiplexity to the conceptualization and measurement of disaster response network effectiveness. This study also stresses the importance of identifying the characteristics of and interactions among different types of interorganizational relationships when evaluating the effectiveness of disaster response networks. It further provides effectiveness measures and indicators for assessing the structural properties of multiple types of network relationships. This study highlights the role of preparedness interactions and informal relations as potential solutions to bridging the gap between planning, policy design and implementation, thus improving interorganizational collaboration during disaster response.

COVID-19 has devastated the global community at an alarming rate. Conventional approaches like command and control are ineffective to respond to this pandemic. The complex and interdependent nature of the pandemic demands collaborative efforts among actors across diverse segments and different levels of government. Collaboration is critical during this pandemic because it can enable a more coordinated response, resources can be shared, trust among the parties can be enhanced, and duplication of efforts can be minimized. In this commentary, drawing on the literature on collaboration, we discuss the importance of vertical and horizontal collaboration by examining the U.S. response to COVID-19. This commentary underscores the importance of vertical and horizontal collaboration among all levels of government, private entities, and nonprofit organizations in effectively responding to COVID-19 and ensuring the health and safety of Americans. This commentary concludes by making recommendations for improving both vertical and horizontal collaboration during the current pandemic and future public health emergencies.

The following paper examines the January 2010 earthquake in Haiti as a case study to understand what happens to unidentified bodies in mass-fatality management. The paper explores the literature on mass-fatality management, discusses the context of Haiti and the impact of the earthquake in this country, mentions the methods undertaken for this study, and then outlines the key findings from this particular disaster. The paper compares preliminary conclusions in Haiti to other incidents in India, Bangladesh, and Sri Lanka, and concludes with a discussion of implications for research and practice.

AbstractAs of March 2021, the United States had nearly 1 million COVID‐19 deaths. To aid families, the Federal Emergency Management Agency (FEMA) established the Funeral Assistance Program. Using publicly available data, we examine the equitable utilization of FEMA's COVID‐19 Funeral Assistance Program funding. Results show a significant relationship between FEMA COVID‐19 Funeral Assistance Program funding and some, but not all, social vulnerability components. Specifically, counties with higher percentages of the population with disabilities and higher percentages of minorities receive lower amounts of funding per 100,000 residents. These findings suggest that FEMA's equity efforts are not fully materializing regarding the utilization of the FEMA COVID‐19 Funeral Assistance Program funding among socially vulnerable groups. FEMA should broaden its social equity outreach and priorities for those not traditionally considered in social equity discussions, such as people with disabilities while continuing efforts toward traditional social equity.

AbstractIn the United States and around the world, COVID‐19 represents a mass fatality incident, as there are more bodies than can be handled using existing resources. Although the management and disposition of bodies is distressing and heartrending, it is a task that local, state, and federal governments must plan for and respond to collaboratively with the private sector and faith‐based community. When mass fatalities are mismanaged, there are grave emotional and mental health consequences that can delay recovery and undermine community resilience. Using insights from one author's mass fatality management research during the 2010 Haiti earthquake, this Viewpoint essay explores how mass fatalities are being managed in response to COVID‐19. Based on the researcher's findings a decade ago, it is apparent that many lessons have not been learned. The essay concludes by providing governments with practical lessons on how to manage mass fatalities to facilitate and promote community resilience.

Few studies have compared the mitigation and preparedness activities adopted by nonprofit, private, and public organizations. This study contributes to this important literature by comparing the adoption of mitigation and preparedness activities by nonprofit, private, and public organizations in Memphis, Tennessee. The findings show that although nonprofit organizations may be more resource-constrained compared with private corporations, they adopt more mitigation and preparedness activities than private corporations. In addition, public organizations adopt more mitigation and preparedness activities than private organizations. The results are inconclusive on the comparison between nonprofits and public agencies.

AbstractFlooding causes more financial and physical destruction in the United States than any other natural hazard. To stem flood losses, local floodplain managers make decisions on how best to mitigate, prepare, and respond to flood hazards. Using quantitative and qualitative data gathered from interviews with 200 floodplain managers in the United States, this study explores the extent to which local communities are concerned about floods, perceptions of communities' ability to mitigate, prepare, and respond to floods, as well as the factors contributing to communities' perceptions of their ability to mitigate, prepare, and respond to floods. Findings indicate that floodplain managers generally perceived their communities to be very or somewhat concerned and prepared for floods. Floodplain managers also perceived their communities' ability to mitigate and respond to floods as being good. Lastly, the findings show that participation in the Federal Emergency Management Agency's Community Rating System was positively associated with floodplain managers' perceptions of their community's ability to mitigate, prepare, and respond to floods.