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Conceptual Issues in Disaster and Governance
( Harry W. Richardson ) 성균관대학교 국정관리대학원 2014 국정관리연구 Vol.9 No.2
Disasters can be natural or man-made (the latter based on either human mistakes or terrorist attacks). Their spatial scale may vary from the global/multiregional (e.g. tsunamis, typhoons) to the national (e.g. an epidemic) and to the local (e.g. tornado, a terrorist attack on a facility). Some disasters require top-down governance, others bottom -up, and yet others need a mix of both. They are not restricted to government intervention (at different hierarchical levels) but may also need action from NGOS, business corporations, communities and volunteers. As for government interventions, the horizontal level is much more successful than the vertical. At the vertical level, the preferred approach is from local to State to Federal (in alternative systems, from local to provincial to national). The benefits of bottom-up governance (both in the public and private sectors) are usually preferable, especially in view of the contribution of disaster response to poverty alleviation (especially in developing countries). Other relevant issues include: moral hazard (no compensation in the event of disaster to homeowners who insist on buying homes in disaster-areas such as river banks or coastline in risky hurricane areas); czars vs. multiple decision makers (e.g. agencies); and corruption (e.g. fast disaster project contract awards instead of a formal tender process).
Case Studies of Disasters and Governance
( Harry W. Richardson ) 성균관대학교 국정관리대학원 2014 국정관리연구 Vol.9 No.2
There are so many case studies about disasters that this paper focuses on an illustrative small sample dealing primarily with two countries, the United States and South Korea. In the United States, a combination of real-world natural disasters and simulated terrorist attacks implied very high levels of business interruption that could justify an overall strategy of significant spending on prevention and mitigation. An equally important point is the risk of top-down governance failures revealed in Hurricane Katrina (2005). The South Korean examples are very different. A long series of typhoons over more than two decades showed some gains in reduced fatalities, although the emergency management system remains imperfect despite a series of legislative actions including the recent Public Safety and Security Act of 2014. Much worse were several man-made disasters reflecting design weaknesses, inadequate prevention, the lack of regulations and inspection, and even corruption. There were many examples including the Sungsoo bridge, the Sampoong store, the Daegu subway, the Sewol ferry, the Pangyo concert, and the nuclear power errors. Two more examples are the Mexico City earthquake of 1985 in which successful bottom-up action by volunteers surprisingly took place in an autocratic society and the Thames Barrier in London, the UK (1996-83) where a “czar” was in complete charge of a very ambitious flood protection project.