To a large extent, natural phenomenon like earthquakes, floods, lanslides and etc may seem &ldquo / natural events&rdquo / which are out of human control. In fact, the sociopolitical structure is the main cause of earth tremors which turn into disasters. What is notable and striking is that, because of institutional and social vulnerabilities and little or misguided efforts for disaster loss mitigation, natural events may turn into disasters resulting negative and devastating consequences. Institutional vulnerabilities connote a lack of local administrations&rsquo / capacity for disaster mitigation planning, furthermore awareness for accreting local stakeholders for disaster loss reduction. Social vulnerabilities, refers to miss-knowledge and lack of awareness for disasters in the society. In Turkey, it is hard to say that there has never been efforts for disaster loss reduction, whereas / the main focus of the state agencies has been on post-disaster emergency relief, literally wound healing for decades. Generally speaking, localities which experience a disaster may encounter significant losses in development, hence a significant decrease in local capacities which takes enormous resources to restore. The housing stock and urban fabric, which inherit an historical background weaved by missguided disaster policy that only focus on post-disaster emergency relief phase, pictures the extent of the problem in Turkey. In addition, both &ldquo / institutional errors which lead to underachievement in disaster policy and practice&rdquo / and &ldquo / opportunities for building robust and resilient forms of institutions&rdquo / come into local agenda. Errors, which might have been altered by long term and comprehensive modes of local planning for disasters, may lead to underachievement by local agents. To achieve such a model, we are in need to carry out qualitative and quantitative data collecting and analyzing techniques in different phases. The two analysis techniques are in-depth interviews (IDI) and drawing Concept Maps that will be conducted in the analyses process with local respondents selected by snowball technique.

Title from PDF of title page. / Document formatted into pages; contains 200 pages. / Thesis (M.A.)--University of South Florida, 2003. / Includes bibliographical references. / Text (Electronic thesis) in PDF format. / ABSTRACT: How people pereceive the risks associated with natural hazards contributes to their willingness to take protective action. Such action may be constrained by prevailing socio-economic and place-specific conditions that restrict or inform the choice of protective measures available to the individual. Vulnerability to the impacts of extreme geophysical events increases when the range of alternatives is limited or misinformed. Many evacuees from a potentially violent volcanic eruption in Ecuador returned to their home town of Banos while it was still under an evacuation order in 2000 and considered to be a high risk area by officials. / ABSTRACT: The research examined four main questions: (1) What economic conditions confronted Baños evacuees? (2) What political or other social events occurred while they were evacuated that limited their perceived range of options? (3) What information was available about prior eruptions of the volcano and other local natural hazards? and (4) What were the characteristics of the economic base of Baños? These questions were investigated using data from interviews with evacuees, government and non-governmental officials, census and other statistical information, scholarly texts and newspaper reports. The research suggests that economic conditions made it extremely difficult for people to relocate to other communities. When a violent eruption did not occur immediately, and few direct impacts of the eruptions were experienced in Banos, many people chose to return home in an effort to reestablish themselves economically. / ABSTRACT: These people perceived the volcano hazard in Baños to be far less threatening than the economic destitution associated with evacuation. This perception may have been influenced by factors other than the socio-economic context, including efforts of political leaders and tourist business owners to effect the town's economic recovery. These efforts included an aggressive publicity campaign that minimized the risk posed by the volcano. Besides encouraging tourists to return, the campaign also encouraged evacuees to do so. Finally, among some residents, religious beliefs may have contributed to perceptions that they would not be harmed in the event of an explosive eruption. / System requirements: World Wide Web browser and PDF reader. / Mode of access: World Wide Web.

published_or_final_version / Housing Management / Master / Master of Housing Management

M. Tech. Business Administration / The purpose of the study was to investigate, evaluate and validate the state of readiness of South African National Defence Force infantry military commanders to manage disasters in southern Africa. A survey was conducted by means of a questionnaire that was completed by 122 respondents from three infantry battalions and the infantry formation headquarters across South Africa, representing a reasonable cross-section of infantry battalions leaders.

M. Tech. Fire Technology. / Aims to determine the level of job satisfaction of the City of Tshwane EMS employees.

This thesis examines civil defense in the United States under the Nixon, Carter and Reagan administrations. Throughout the late Cold War period civil defense policy planners employed a philosophy of dual-use. The Defense Civil Preparedness Agency (DCPA) and the Federal Emergency Management Agency (FEMA) instructed the American public to plan for a nuclear attack as well as natural disasters. Civil defense directors implemented crisis relocation plans for Americans that lived in designated high-risk areas. In an imminent nuclear attack, Americans in high-risk areas would temporarily relocate to host communities in low-risk areas of the county. This study is a blend of both civil defense policy and the reactions to nuclear war through the prism of popular culture in the late Cold War period.

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.