This article considers how corruption affects the management of disaster mitigation, relief, and recovery. Corruption is a very serious and pervasive issue that affects all countries and many operations related to disasters, yet it has not been studied to the degree that it merits. This is because it is difficult to define, hard to measure and difficult to separate from other issues, such as excessive political influence and economic mismanagement. Not all corruption is illegal, and not all of that which is against the law is vigorously pursued by law enforcement. In essence, corruption subverts public resources for private gain, to the damage of the body politic and people at large. It is often associated with political violence and authoritarianism and is a highly exploitative phenomenon. Corruption knows no boundaries of social class or economic status. It tends to be greatest where there are strong juxtapositions of extreme wealth and poverty.
Corruption is intimately bound up with the armaments trade. The relationship between arms supply and humanitarian assistance and support for democracy is complex and difficult to decipher. So is the relationship between disasters and organized crime. In both cases, disasters are seen as opportunities for corruption and potentially massive gains, achieved amid the fear, suffering, and disruption of the aftermath. In humanitarian emergencies, black markets can thrive, which, although they support people by providing basic incomes, do nothing to reduce disaster risk. In counties in which the informal sector is very large, there are few, and perhaps insufficient, controls on corruption in business and economic affairs.
Corruption is a major factor in weakening efforts to bring the problem of disasters under control. The solution is to reduce its impact by ensuring that transactions connected with disasters are transparent, ethically justifiable, and in line with what the affected population wants and needs. In this respect, the phenomenon is bound up with fundamental human rights. Denial or restriction of such rights can reduce a person’s access to information and freedom to act in favor of disaster reduction. Corruption can exacerbate such situations. Yet disasters often reveal the effects of corruption, for example, in the collapse of buildings that were not built to established safety codes.
This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Natural Hazard Science. Please check back later for the full article.
Natural hazards risk management has developed in conjunction with broader risk management theory and practice. Thus, it reflects a discourse that has characterized this field, particularly in the last decades of the 20th century. Effective implementation of natural hazards risk management strategies requires an understanding of underlying assumptions inherent to specific methodologies, as well as an explication of the process and the challenges embodied in specific approaches to risk mitigation.
Historical thinking on risk, as it has unfolded in the last few hundred years, has been exemplified by a juxtaposition between positivist and post-positivist approaches to risk that dominated the risk discourse in the late 20th century. Evolution of the general concept of risk and the progress of scientific rationality modified the relationship of people to natural hazard disasters. The epistemology, derived from a worldview that champions objective knowledge gained through observation and analysis of the predicable phenomena in the world surrounding us, has greatly contributed to this change of attitude. Notwithstanding its successes, the approach has been challenged by the complexity of natural hazard risk and by the requirement for democratic risk governance. The influence of civic movements and social scientists entering the risk management field led to the current approach, which incorporates values and value judgments into risk management decision making. The discourse that generated those changes can be interpreted as positivist vs. post-positivist, influenced by concepts of sustainability and resilience, and generating some common principles, particularly relevant for policy and planning. Examples from different countries, such as New Zealand, illustrate the strengths and weaknesses of the current theory and practice of natural hazards risk management and help identify challenges for the 21st century.
P. Patrick Leahy
Society expects to have a safe environment in which to live, prosper, and sustain future generations. Generally, when we think of threats to our well-being, we think of human-induced causes such as overexploitation of water resources, contamination, and soil loss, to name just a few. However, natural hazards, which are not easily avoided or controllable (or, in many cases, predictable in the short term), have profound influences on our safety, economic security, social development, and political stability, as well as every individual’s overall well-being.
Natural hazards are all related to the processes that drive our planet. Indeed, the Earth would not be a functioning ecosystem without the dynamic processes that shape our planet’s landscapes over geologic time. Natural hazards (or geohazards, as they are sometimes called) include such events as earthquakes, volcanic eruptions, landslides and ground collapse, tsunamis, floods and droughts, geomagnetic storms, and coastal storms.
A key aspect of these natural hazards involves understanding and mitigating their impacts, which require that the geoscientist take a four-pronged approach. It must include a fundamental understanding of the processes that cause the hazard, an assessment of the hazard, monitoring to observe any changes in conditions that can be used to determine the status of a potential hazardous event, and perhaps most important, delivery of information to a broader community to evaluate the need for action.
A fundamental understanding of processes often requires a research effort that typically is the focus of academic and government researchers. Fundamental questions may include: (a) What triggers an earthquake, and why do some events escalate to a great magnitude while most are small-magnitude events?; (b) What processes are responsible for triggering a landslide?; (c) Can we predict the severity of an impending volcanic eruption? (d) Can we predict an impending drought or flood?; (e) Can we determine the height of a storm surge or storm track associated with coastal storm well in advance of landfall so that the impact can be mitigated?
Any effective hazard management system must strive to increase resilience. The only way to gain resiliency is to learn from past events and to decrease risk. To successfully increase resiliency requires having strong hazard identification programs with adequate monitoring and research components and very robust delivery mechanisms that deliver timely, accurate, and appropriate hazard information to a broad audience that will use the information is a wide variety of ways to meet their specific goals.
Recent extreme hydrological events (e.g., in the United States in 2005 or 2012, Pakistan in 2010, and Thailand in 2011) revealed increasing flood risks due to climate and societal change. Consequently, the roles of multiple stakeholders in flood risk management have transformed significantly. A central aspect here is the question of sharing responsibilities among global, national, regional, and local stakeholders in organizing flood risk management of all kinds. This new policy agenda of sharing responsibilities strives to delegate responsibilities and costs from the central government to local authorities, and from public administration to private citizens. The main reasons for this decentralization are that local authorities can deal more efficiently with public administration tasks concerned with risks and emergency management. Resulting locally based strategies for risk reduction are expected to tighten the feedback loops between complex environmental dynamics and human decision-making processes. However, there are a series of consequences to this rescaling process in flood risk management, regarding the development of new governance structures and institutions, like resilience teams or flood action groups in the United Kingdom. Additionally, downscaling to local-level tasks without additional resources is particularly challenging. This development has tightened further with fiscal and administrative cuts around the world resulting from the global economic crisis of 2007–2008, which tightening eventually causes budget restrictions for flood risk management. Managing local risks easily exceeds the technical and budgetary capacities of municipal institutions, and individual citizens struggle to carry the full responsibility of flood protection. To manage community engagement in flood risk management, emphasis should be given to the development of multi-level governance structures, so that multiple stakeholders share fairly the power, resources, and responsibility in disaster planning. If we fail to do so, some consequences would be: (1), “hollowing out” the government, including the downscaling of the responsibility towards local stakeholders; and (2), inability of the government to deal with the new tasks due to lack of resources transferred to local authorities.