Suchergebnisse

Cities and Disasters presents interdisciplinary and multinational perspectives on emergency management policy, economic development, and the various factors that affect the recovery process after natural disasters strike urban areas. The book has three central themes: policy, urbanity, and the interplay of events after disasters that affect the process of a community's return to normalcy. It covers differing approaches to emergency management policy at local, state, and federal levels, as well as economic development and redevelopment issues in urban areas. It also analyzes the issues of race and ethnicity involved in urban disaster response and recovery plans. The book looks at recent catastrophes such as Hurricane Katrina, Superstorm Sandy, and the 2011 earthquake and tsunami in East Japan. The case studies highlight the diverse challenges that communities face with regard to emergency planning and response. Given global climate change, rising sea levels, and the increasing impacts of disasters upon people, particularly in densely populated urban areas, there is a clear and urgent necessity to rethink issues involved in preparation methods for disasters and their aftermath. The analyses in Cities and Disasters help guide policymakers and policy actors in making decisions that strengthen communities for the future.

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This article investigates the role race and class play in the economic recovery after Hurricane Katrina. Comparing the economic recovery of the cities of New Orleans and Gulfport, as well as making comparisons at the state level, reveals distinct differences in the economic recovery of these places. Utilizing a panel analysis, this article analyzes the effect Federal Emergency Management Agency dollars had on the recovery of jobs and housing post-Katrina. Results show that in the areas of job recovery, money played little role in economic recovery even while controlling for the effects of race and class. These results inform the debate over recovery in economically depressed places and show the importance of connecting emergency and disaster planning, particularly the recovery stage, to economic development.

AbstractWe evaluate communication policies related to COVID‐19 adopted by governors in the United States and explore how communication and policy directives are impacted by hyper‐polarised situations, namely the presence of a divided government. This work sheds light on the challenges of crisis communication and executive leadership. Using a combination of robust regression and text and sentiment analyses, we compare the timing of and the language used by governors who imposed state‐wide facemask mandates in 2020. We find that racially diverse states with Democratic governors acted more quickly than states with comparably older populations, had more people living in one household, and without health insurance. Further, we find that Democratic governors were slower to act when their decision could be checked by a Republican legislature highlighting the restrictive nature that executives face in crises.

AbstractThis paper constitutes a follow-up to an argument made during the late fall of 2005 that posited that many of the approaches and responses to sudden natural disasters might be effectively applied to areas experiencing more chronic economic decay. Using census, budgetary, and political data, including an analysis of planning and development documents, the paper addresses the following research questions:•What were the economic and social trajectories of Detroit and New Orleans prior to their respective disasters?•How did the responses to the hurricane impact New Orleans?•Despite the attention given to New Orleans, why do current conditions differ little from Detroit?The findings suggest that Detroit and New Orleans were clearly both highly distressed cities, with large minority populations and significant inequality prior to Katrina, although Detroit's situation was arguably more severe. Significant media attention and investment in New Orleans appeared to follow in the wake of the hurricane. However, looking at federal and state investment in context suggests that it was not as high as might have been expected and implementation delays may well have lessened its impact. It is not at all clear that the response in New Orleans changed its economic trajectory much beyond that of Detroit, suggesting that the response to sudden disaster might not have aided the slow death of Detroit.

AbstractDuring the first year of the COVID‐19 pandemic in the United States, the coordination and cooperation between the federal government and the states failed. American governors were thus tasked with making critical public health policy choices—under extreme uncertainty—with varying institutional capacities, partisan pressures, and state demographic differences. Yet most of the nation's governors chose to impose a face covering or mask mandate to limit the spread of cases. We collected each governor's executive order that mandated the conditions under which their residents would be required to wear a mask and employed a sentiment analysis program to extract key qualities of crisis leadership communication. Our analyses provide insights into the institutional and partisan factors that determined a face mask mandate as well as the institutional, demographic, and leadership communication qualities that affected the total number of cases per capita in the states. Our findings have important implications for post‐pandemic policy recommendations with respect to the effectiveness of policies that seek to lower the transmission of viruses in public spaces and the characteristics of impactful public health messaging by government leaders.

The recent COVID-19 pandemic has significantly disrupted governance. A strong intergovernmental response is critical for stemming the worst damage during the outset of a disaster. Collaborative planning with networks of constituent governments, medical experts, and emergency managers are needed to provide a holistic response to the highly technical and complex issues brought on by the novel coronavirus. This commentary highlights the differences in response by the United States and Australia, provides a comparison of intergovernmental relationships, and sheds light on how these federations vertical and horizontal collaborative efforts were stymied by politics or facilitated by existing intergovernmental forums.

Scholars across the social sciences have shown how economic, social, and political changes are weakening local governments and contributing to rising nonprofit activity in urban politics. But these trends could now add up to a new form of decision-making in some American cities. The convergence of public sector austerity and a burgeoning philanthropic and nonprofit sector have created space for what we call "nonprofit governance." In some cities, nonprofit leaders can guide urban policy, sometimes with limited input from elected officials or citizens. First, we apply insights from studies in comparative politics to demonstrate how nonprofit leadership can expand, particularly in the context of a weak state. Next, we assess trends in public sector capacity, based on local government employment in Midwestern U.S. cities. We closely examine Detroit and Flint due to dramatic declines in local government capacity and recent public sector crises in both cities, focusing on the role of nonprofits in each. These leading-edge cases allow us to trace the development of nonprofit governance and explore different forms of nonprofit and local government relationships.