Famine: Lessons Learned Stephen Devereux, Lewis Sida and Tina Nelis

Total Page:16

File Type:pdf, Size:1020Kb

Famine: Lessons Learned Stephen Devereux, Lewis Sida and Tina Nelis Famine: Lessons Learned Stephen Devereux, Lewis Sida and Tina Nelis August 2017 Famine: Lessons Learned Stephen Deveruex, Lewis Sida and Tina Nelis © Institute of Development Studies 2017 This publication is copyright, but may be reproduced by any method without fee for teaching or nonprofit purposes, but not for resale. Formal permission is required for all such uses, but normally will be granted immediately. For copying in any other circumstances, or for re-use in other publications, or for translation or adaptation, prior written permission must be ob- tained from the publisher and a fee may be payable. Available from: Famine: Lessons Learned Communications and Engagement Unit, Institute of Development Studies, Brighton BN1 9RE, UK Stephen Deveruex, Lewis Sida and Tina Nelis Tel: +44 (0) 1273 915637 © Institute of Development StudiesE-mail: 2017 [email protected] Web: www.ids.ac.uk/publications This publication is copyright, but may be reproduced by any method without fee for teaching or nonprofit purposes, but not for resale. IDS is a charitable company limited by guarantee and registered in England Formal permission is required for Charityall such Registration uses, but normally Number will 306371 be granted immediately. For copying in any other circumstances, or for re-use in otherCharitable publications, Company or for Number translation 877338Famine: or adaptation, priorLessons written permission Learned must be ob- tained from the publisher and a fee may be payable. Stephen Devereux, Lewis Sida and Tina Nelis Available from: August 2017 Communications and EngagementThe Unit, Humanitarian Institute of Development Learning Centre Studies, (HLC) Brighton BN1 9RE, UK The Humanitarian Learning Centre (HLC) is a joint initiative of the Institute of Development Studies, the International Res- Tel: +44 (0) 1273 915637 cue Committee and Crown Agents. In partnership with the Humanitarian Leadership Academy, the Humanitarian Learning E-mail: [email protected] Centre is a transformative centre that brings together accessible, operational learning with academic insights to enable Web: www.ids.ac.uk/publications more effective humanitarian response. Famine: Lessons Learned IDS is a charitable company limitedCrown by guarantee Agents and registered in England Humanitarian Learning Centre Stephen Deveruex, Lewis Sida and Tina Nelis Crown Agents is a high impact social enterprise. We improve public services and drive economic growth in countries Charity Registration Number 306371around the world. Our expertise is finding new solutions toThe intractable Humanitarian problems for clientsLearning in the areas Centre of health, (HLC) govern -is a joint initiative of the Institute of © Institute of Development StudiesCharitable 2017 Company Number 877338ance, economic growth, humanitarian action and supply chain services. We work with leaders at local, national and inter- national level to achieve change, drawing on our insight andDevelopment experience. We reinvest Studies, our profits the intoInternational further transforma Rescue- Committee and Crown Agents. In This publication is copyright, but may be reproduced by any methodtion. without To do fee this for we teaching have to or be nonprofit extraordinarily purposes, responsive but topartnership the needs of our with clients the and partnersHumanitarian and meet the Leadership demands Academy, the Humanitarian Learning not for resale. and risks of a changing market with commercial agility. The Humanitarian Learning Centre (HLC) Centre is a transformative centre that brings together accessible, operational Formal permission is required for allThe such Humanitarian uses, but normally Learning will Centre beThe granted (HLC) Humanitarian isimmediately. a joint initiative Leadership For copyingof the AcademyInstitute in any otherof Development learningStudies, the withInternational academic Res- insights to enable more effective humanitarian response. circumstances, or for re-use in othercue publications, Committee andor for Crown translation Agents. orThe Inadaptation, Humanitarianpartnership prior with Leadership written the Humanitarian permission Academy must Leadership is a beglobal ob- Academy,learning initiative the Humanitarian facilitating partnershipsLearning and collaborative opportuni- tained from the publisher and a feeCentre may be is apayable. transformative centre tiesthat tobrings enable together people accessible, to prepare operationalfor and respond learning to crises with academic in their own insights countries. to enable Our network of centres around the world more effective humanitarian response.creates and disseminates free humanitarian learning on a digital learning platform called Kaya and through other learning Available from: methods ensuring that the information is relevant for communitiesInstitute affected byof emergencies. Development Studies (IDS) Communications and EngagementCrown Unit, Institute Agents of Development Studies, Brighton BN1 9RE, UK Crown Agents is a high impact socialThe enterprise.Institute of We Development improve public Studies services (IDS) and drive economicThe growthInstitute in countries of Development Studies (IDS) is a leading global institution for The Institute of Development Studies (IDS) is a leading global institution for development research, teaching and learning, Tel: +44 (0) 1273 915637 around the world. OurIDS_Mas expertiseter Logo is finding new solutions to intractable problems for clients indevelopment the areas of health, research, govern- teaching and learning, and impact and communications, E-mail: [email protected] ance, economic growth, humanitarianand impactaction and supplycommunications, chain services. based We at workthe University with leaders of Sussex. at local, Our national vision and is of inter- equal and sustainable societies, lo- Web: www.ids.ac.uk/publications national level to achieve change, callydrawing and on globally, our insight where and everyone experience. can liveWe secure,reinvest fulfi ourlling profitsbased lives into free furtherat from the povertytransforma University and- injustice. of WeSussex. believe passionately Our vision is of equal and sustainable tion. To do this we have to be extraordinarilythat cutting-edge responsive research, to the knowledge needs of ourand clients evidence and are partners crucial and in shaping meet the the demands changes needed for our broader vision to IDS is a charitable company limitedand by risks guarantee of a changing and registered market inwith beEngland commercialrealised, and agility to support. people, societies and institutionssocieties, to navigate thelocally challenges and ahead. globally, where everyone can live secure, fulfilling lives free from poverty and injustice. We believe passionately that cutting-edge research, Charity Registration Number 306371The Humanitarian Leadership AcademyThe International Rescue Committee Charitable Company Number 877338The Humanitarian Leadership AcademyThe International is a global Rescuelearning Committee initiative facilitating responds partnerships to the world’sknowledge and worst collaborative humanitarian and opportuni- crises,evidence helping are to restore crucial health, in safety, shaping the changes needed for our ties to enable people to prepare foreducation, and respond economic to crises wellbeing, in their andown powercountries. to people Our network devastated of centres by conflict around and the disaster world . Founded in 1933 at the call of Albert Einstein, the IRC is at work in over 40 countries andbroader 28 offices acrossvision the to U.S. be helping realised, people toand survive, to reclaimsupport people, societies and institutions to creates and disseminates free humanitarian learningCover on a digitalphoto: learning platform called Kaya and through other learning methods ensuring that the informationcontrol is ofrelevant their future, for communities andstrengthen affected their bycommunities. emergencies. Learn more at www.rescue-uk.org and follow the IRC on Twitter and Facebook. navigate the challenges ahead. The Humanitarian Learning Centre (HLC) The Humanitarian Learning CentreThe (HLC) Institute is a joint of Developmentinitiative of the StudiesInstitute (IDS)of Development Studies, the International Res- © Sanjit/Panos cue Committee and CrownIDS_Master Logo Agents.The In partnershipInstitute of Developmentwith the Humanitarian Studies (IDS) Leadership is a leading Academy, global the institution Humanitarian for development Learning research, teaching and learning, Centre is a transformative centre thatand bringsimpact together and communications, accessible, operational based at thelearning University with academic of Sussex. insights Our vision to enable is of equal andInternational sustainable societies, lo-Rescue Committee more effective humanitarian response.cally and globally, where everyone can live secure, fulfilling lives free from poverty and injustice. We believe passionately that cutting-edge research, knowledge and evidence are crucial in shaping the changes neededThe for International our broader vision Rescue to Committee (IRC) responds to the world’s worst Crown Agents be realised, and to support people, societies and institutions to navigate the challenges ahead.humanitarian crises, helping to restore health, safety, education, economic Crown Agents is a high impact social enterprise. We improve public services and drive economic growth in countries around the world. Our expertise isThe finding International new solutions Rescue to intractable
Recommended publications
  • Adversus Paganos: Disaster, Dragons, and Episcopal Authority in Gregory of Tours
    Adversus paganos: Disaster, Dragons, and Episcopal Authority in Gregory of Tours David J. Patterson Comitatus: A Journal of Medieval and Renaissance Studies, Volume 44, 2013, pp. 1-28 (Article) Published by Center for Medieval and Renaissance Studies, UCLA DOI: 10.1353/cjm.2013.0000 For additional information about this article http://muse.jhu.edu/journals/cjm/summary/v044/44.patterson.html Access provided by University of British Columbia Library (29 Aug 2013 02:49 GMT) ADVERSUS PAGANOS: DISASTER, DRAGONS, AND EPISCOPAL AUTHORITY IN GREGORY OF TOURS David J. Patterson* Abstract: In 589 a great flood of the Tiber sent a torrent of water rushing through Rome. According to Gregory of Tours, the floodwaters carried some remarkable detritus: several dying serpents and, perhaps most strikingly, the corpse of a dragon. The flooding was soon followed by plague and the death of a pope. This remarkable chain of events leaves us with puzzling questions: What significance would Gregory have located in such a narrative? For a modern reader, the account (apart from its dragon) reads like a descrip- tion of a natural disaster. Yet how did people in the early Middle Ages themselves per- ceive such events? This article argues that, in making sense of the disasters at Rome in 589, Gregory revealed something of his historical consciousness: drawing on both bibli- cal imagery and pagan historiography, Gregory struggled to identify appropriate objects of both blame and succor in the wake of calamity. Keywords: plague, natural disaster, Gregory of Tours, Gregory the Great, Asclepius, pagan survivals, dragon, serpent, sixth century, Rome. In 589, a great flood of the Tiber River sent a torrent of water rushing through the city of Rome.
    [Show full text]
  • Exposure and Vulnerability
    Determinants of Risk: 2 Exposure and Vulnerability Coordinating Lead Authors: Omar-Dario Cardona (Colombia), Maarten K. van Aalst (Netherlands) Lead Authors: Jörn Birkmann (Germany), Maureen Fordham (UK), Glenn McGregor (New Zealand), Rosa Perez (Philippines), Roger S. Pulwarty (USA), E. Lisa F. Schipper (Sweden), Bach Tan Sinh (Vietnam) Review Editors: Henri Décamps (France), Mark Keim (USA) Contributing Authors: Ian Davis (UK), Kristie L. Ebi (USA), Allan Lavell (Costa Rica), Reinhard Mechler (Germany), Virginia Murray (UK), Mark Pelling (UK), Jürgen Pohl (Germany), Anthony-Oliver Smith (USA), Frank Thomalla (Australia) This chapter should be cited as: Cardona, O.D., M.K. van Aalst, J. Birkmann, M. Fordham, G. McGregor, R. Perez, R.S. Pulwarty, E.L.F. Schipper, and B.T. Sinh, 2012: Determinants of risk: exposure and vulnerability. In: Managing the Risks of Extreme Events and Disasters to Advance Climate Change Adaptation [Field, C.B., V. Barros, T.F. Stocker, D. Qin, D.J. Dokken, K.L. Ebi, M.D. Mastrandrea, K.J. Mach, G.-K. Plattner, S.K. Allen, M. Tignor, and P.M. Midgley (eds.)]. A Special Report of Working Groups I and II of the Intergovernmental Panel on Climate Change (IPCC). Cambridge University Press, Cambridge, UK, and New York, NY, USA, pp. 65-108. 65 Determinants of Risk: Exposure and Vulnerability Chapter 2 Table of Contents Executive Summary ...................................................................................................................................67 2.1. Introduction and Scope..............................................................................................................69
    [Show full text]
  • The Year That Shook the Rich: a Review of Natural Disasters in 2011
    THE YEAR THAT SHOOK THE RICH: A REVIEW OF NATURAL DISASTERS IN 2011 The Brookings Institution – London School of Economics Project on Internal Displacement March 2012 Design: [email protected] Cover photo: © Thinkstock.com Back cover photos: left / © Awcnz62 | Dreamstime.com; right / © IOM 2011 - MPK0622 (Photo: Chris Lom) THE YEAR THAT SHOOK THE RICH: A REVIEW OF NATURAL DISASTERS IN 2011 By Elizabeth Ferris and Daniel Petz March 2012 PUBLISHED BY: THE BROOKINGS INSTITUTION – LONDON SCHOOL OF ECONOMICS PROJECT ON INTERNAL DISPLACEMENT Bangkok, Thailand — Severe monsoon floods, starting in late July 2011, affected millions of people. A truck with passengers aboard drives through a heavily flooded street. Photo: UN/Mark Garten TABLE OF CONTENTS Acronyms ................................................................................................................................. vi Foreword ................................................................................................................................. ix Executive Summary ................................................................................................................. xi Introduction .............................................................................................................................. xv Chapter 1 The Year that Shook the Rich ...................................................... 1 Section 1 Disasters in the “Rich” World, Some Numbers ............................................ 5 Section 2 Japan: The Most Expensive Disaster
    [Show full text]
  • Psychological Issues in Escape, Rescue, and Survival in the Wake of Disaster
    2008 Psychological Issues in Escape, Rescue, and Survival in the Wake of Disaster Report Submitted to the National Institute of Occupational Safety and Health, Pittsburgh Research Laboratory George S. Everly, Jr., PhD, ABPP Paul Perrin & George S. Everly, III Contents INTRODUCTION THE PSYCHOLOGICAL IMPACT OF CRISIS AND DISASTERS The Nature of Human Stress Physiology of Stress Psychology of Stress Excessive Stress Distress Depression Posttraumatic Stress Disorder (PTSD) Compassion Fatigue A Review of Empirical Investigations on the Mental Health Consequences of Crisis and Disaster Primary Victims/ Survivors Rescue and Recovery Personnel “RESISTANCE, RESILIENCE, AND RECOVERY” AS A STRATEGIC AND INTEGRATIVE INTERVENTION PARADIGM Historical Foundations Resistance, Resiliency, Recovery: A Continuum of Care Building Resistance Self‐efficacy Hardiness Enhancing Resilience Fostering Recovery LEADERSHIP AND THE INCIDENT MANAGEMENT AND INCIDENT COMMAND SYSTEMS (ICS) Leadership: What is it? Leadership Resides in Those Who Follow Incident Management Essential Information NIMS Components 1 Psychological Issues in Escape, Rescue, and Survival in the Wake of Disaster | George Everly, Jr. The Need for Incident Management Key Features of the ICS Placement of Psychological Crisis Intervention Teams in ICS Functional Areas in the Incident Command System Structuring the Mental Health Response Challenges of Rural and Isolated Response Caution: Fatigue in Incident Response Summary CONCLUSIONS AND RECOMMENDATIONS REFERENCES APPENDIX A – Training resources in disaster mental health and crisis intervention APPENDIX B – Psychological First Aid (PFA) 2 Psychological Issues in Escape, Rescue, and Survival in the Wake of Disaster | George Everly, Jr. Introduction The experience of disaster appears to have become an expected aspect of life. Whether it is a natural disaster such as a hurricane or tsunami, or a human‐made disaster such as terrorism, the effects can be both physically and psychological devastating.
    [Show full text]
  • DISASTER MANAGEMENT in a PANDEMIC 1 STEPS to FOLLOW for an EFFECTIVE How to Create an Emergency Operations Center (EOC) PANDEMIC RESPONSE 1
    DISASTER MANAGEMENT TOOL DISASTER MANAGEMENT 15 IN A PANDEMIC In any serious disaster a gap develops between resource needs and resource availability. In a severe pandemic this gap will be much worse due to global supply chain disruptions or delays and the fact that governments and aid organizations PREPAREDNESS RESPONSE will be overwhelmed responding to all who need assistance at the same time. Your This tool will help you to: plan should assume that there will be little or no assistance coming from outside • Develop an organizational the municipality. structure to manage a pandemic It is of prime importance that the municipal leaders read, discuss, and study their at a municipal level national, regional/state, and district pandemic response plans to understand: • Assess needs, identify resources, • What plans are already in place plan, and implement the • What preparedness and response resources are available municipality’s response to a pandemic • How the municipal level plan fits into the national pandemic response structure Who will implement this tool: As municipal leaders, you will be responsible for keeping the population healthy, calm, and safe during the 6 to 12 weeks of each severe pandemic wave (remember • The municipal leadership team there could be as many as three waves). Your actions can determine whether there • Individuals responsible are many deaths or relatively few. for disaster response and implementation The most important goals of successful municipal pandemic management are to: What Needs to Be Done? • Have a strong enough organizational structure to manage a pandemic in the municipality No one will be able to prevent a • Continually assess needs, identify resources, plan the response, and severe pandemic from coming to implement the plan your municipality.
    [Show full text]
  • Hunger Hotspots
    Hunger Hotspots FAO-WFP early warnings on acute food insecurity August to November 2021 Outlook HUNGER HOTSPOTS | FAO-WFP EARLY WARNINGS ON ACUTE FOOD INSECURITY AUGUST TO NOVEMBER 2021 OUTLOOK REQUIRED CITATION WFP and FAO. 2021. Hunger Hotspots. FAO-WFP early warnings on acute food insecurity: August to November 2021 outlook. Rome. https://doi.org/10.4060/cb6054en The designations employed and the presentation of material in this information product do not imply the expression of any opinion on the part of the Food and Agriculture Organization of the United Nations (FAO) or the World Food Programme (WFP), concerning the legal or development status of any territory, country, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The mention of specific companies or products of manufacturers, whether or not these have been patented, does not imply that these have been endorsed or recommended by FAO or WFP in preference to others of a similar nature that are not mentioned. All rights reserved. Reproduction and dissemination of material in this information product for educational or other non-commercial uses are authorized without any prior written permission from the copyright holders provided the source is fully acknowledged. Reproduction of material in this information product for resale or other commercial purposes is prohibited without written permission. Applications for such permission should be addressed to the Director, Communications Advocacy and Marketing Division, e-mail: [email protected]. Cover Photo: © WFP/ Fredrik Lerneryd, Immaculée holds beans in her hand in Nyaruguru, Rwanda on 28th of May 2021.
    [Show full text]
  • Looting After a Disaster: a Myth Or Reality?
    Volume XXXI • Number 4 March 2007 Disaster Myths...Fourth in a Series Looting After a Disaster: A Myth or Reality? his special article in the Disaster Myths series pres- among those concerned with public safety and response Tents a point-counterpoint on the signifi cance and in disasters. prevalence of looting a� er disasters. Both authors were The fi rst author, E.L. Quarantelli, provides a his- asked to answer, independently, a series of questions, torical overview of looting in disaster research to help including whether looting a� er disasters is a myth, elucidate the myth. The fi ndings of previous disaster what evidence supports that opinion, what previous research are used to support the argument that looting, research has established about looting, and how the in fact, is not prevalent a� er disasters. In the end, there myths (and realities) about looting infl uence disaster is a lack of evidence showing that this behavior is com- planning and response. While the previous articles in monplace. This article can be found on page 2. this series were meant to help dispel disaster myths, As a counterpoint, Kelly Frailing focuses on the this article demonstrates the debate surrounding the events following Hurricane Katrina as evidence that controversial issue of looting and explores it in greater looting is not a myth, but a reality of disasters. This po- depth. Together these positions reveal the arguments sition is also supported by experience during previous and evidence for both sides of the debate. The editors events, such as Hurricane Betsy, and by crime statistics.
    [Show full text]
  • Natural Disaster Emergency Planning and Preparedness Risk Bulletin
    Natural disaster emergency planning and preparedness An Environmental Risk Toolkit AXA XL Environmental Risk Bulletin Be prepared. Natural Disaster Emergency Planning and Preparedness . 1 Disasters can happen at any time. Imagine that your business or facility is hit by a natural disaster, such as a hurricane, tornado, flood, earthquake or large wildfire. How will you ensure that your business quickly returns to normal operations and profitability? How will you protect your employees? One way to help do this is to create a Natural Disaster Preparedness and Response Plan. Both the final plan and the planning process are useful tools to respond to emergencies and to minimize costs and business interruptions. It can also be a strategic tool in business planning to ensure operational continuity. Being prepared and having a written plan should also help companies more effectively respond to any third party liabilities and claims that may arise from the surrounding community in the aftermath of a disaster. Why Plan for Natural Disasters? But why should we plan since natural disasters are rare? One of the primary reasons is potential cost savings to the affected business. Preparedness saves time and money by allowing a faster and more efficient resumption of routine business activities. Preparedness and periodic planning help businesses return to normal operation after a man-made or natural disaster. A disaster plan may also help enable a firm to stay in business and survive catastrophic events. According to the U.S. Federal Emergency Management Agency (FEMA), small businesses that don’t have a plan in place generally don’t survive after a disaster.
    [Show full text]
  • The Institutional Causes of China's Great Famine, 1959–1961
    Review of Economic Studies (2015) 82, 1568–1611 doi:10.1093/restud/rdv016 © The Author 2015. Published by Oxford University Press on behalf of The Review of Economic Studies Limited. Advance access publication 20 April 2015 The Institutional Causes of China’s Great Famine, 1959–1961 Downloaded from XIN MENG Australian National University NANCY QIAN Yale University http://restud.oxfordjournals.org/ and PIERRE YARED Columbia University First version received January 2012; final version accepted January 2015 (Eds.) This article studies the causes of China’s Great Famine, during which 16.5 to 45 million individuals at Columbia University Libraries on April 25, 2016 perished in rural areas. We document that average rural food retention during the famine was too high to generate a severe famine without rural inequality in food availability; that there was significant variance in famine mortality rates across rural regions; and that rural mortality rates were positively correlated with per capita food production, a surprising pattern that is unique to the famine years. We provide evidence that an inflexible and progressive government procurement policy (where procurement could not adjust to contemporaneous production and larger shares of expected production were procured from more productive regions) was necessary for generating this pattern and that this policy was a quantitatively important contributor to overall famine mortality. Key words: Famines, Modern chinese history, Institutions, Central planning JEL Codes: P2, O43, N45 1. INTRODUCTION
    [Show full text]
  • Hunger and Entitlements
    RESEARCH FOR ACTION HUNGER AND ENTITLEMENTS AMARTYA SEN WORLD INSTITUTE FOR DEVELOPMENT ECONOMICS RESEARCH UNITED NATIONS UNIVERSITY WORLD INSTITUTE FOR DEVELOPMENT ECONOMICS RESEARCH Lal Jayawardena, Director The Board of WIDER: Saburo Okita, Chairman Pentti Kouri Abdlatif Y. Al-Hamad Carmen Miro Bernard Chidzero I. G. Patel Mahbub ul Haq Heitor Gurgulino Albert O. Hirschman de Souza (ex officio) Lal Jayawardena (ex officio) Janez Stanovnik Reimut Jochimsen WIDER was established in 1984 and started work in Helsinki in the spring of 1985. The principal purpose of the Institute is to help identify and meet the need fur policy-oriented socio-economic research on pressing global and development prob- lems and their inter-relationships. The establishment and location of WIDER in Helsinki have been made possible by a generous financial contribution from the Government of Finland. The work of WIDER is carried out by staff researchers and visiting scholars and through networks of collaborating institutions and scholars in various par's of the world. WIDER's research projects are grouped into three main themes: I Hunger and poverty - the poorest billion II Money, finance and trade - reform for world development III Development and technological transformation - the management of change WIDER seeks to involve policy makers from developing countries in its research efforts and to draw specific policy lessons from the research results. The Institute continues to build up its research capacity in Helsinki and to develop closer contacts with other research institutions around the world. In addition to its scholarly publications, WIDER issues short, non-technical reports aimed at policy makers and their advisers in both developed and developing countries.
    [Show full text]
  • IFMSA Policy Document Disaster and Emergency Management
    IFMSA Policy Document Disaster and Emergency Management Proposed by Team of Officials Adopted at the 69th IFMSA Online General Assembly August Meeting 2020 Policy Statement Introduction: Disaster and emergency management is an ever-evolving field that aims to effectively address disasters and emergencies for the sake of a better future. It emphasizes the critical importance of prevention, preparedness, response and recovery, to mitigate the consequences, save lives and protect health. This policy urges members to work together and assist the appropriate response in order to reduce the negative social, economic and health impact locally, nationally and globally. IFMSA position: The International Federation of Medical Students Associations (IFMSA) recognizes the global burden of disasters and emergencies and calls for the implementation of effective strategies to promote risk reduction and management. IFMSA firmly believes that along with future healthcare professionals, global action is needed. Furthermore, IFMSA recognizes the importance of disaster and emergency management and demands close cooperation and coordination between the stakeholders to improve disaster resilience. Call to Action: Therefore, IFMSA calls on: Governments to: • Implement the Sendai Framework Convention for Disaster Risk Reduction (SFDRR). • Create national coordination clusters and policies with collaboration across all sectors for people centered disaster & emergency management. • Adopt inclusive and sustainable disaster management plans, including capacity-building
    [Show full text]
  • Glossary of Terms
    page GLO-1 Glossary of Terms Words, phrases, abbreviations, and acronyms relevant to emergency management should be defined. Many terms in emergency management have special meanings, so it is important to establish precise definitions. Such definitions allow the users of the EOP to share an understanding of the EOP. American Red The American Red Cross is a humanitarian organization, led by volunteers, that Cross provides relief to victims of disasters and helps people prevent, prepare for, and respond to emergencies. It does this through services that are consistent with its Congressional Charter and the Principles of the International Red Cross Movement. Attack A hostile action taken against the United States by foreign forces or terrorists, resulting in the destruction of or damage to military targets, injury or death to the civilian population, or damage or destruction to public and private property. Checklist Written (or computerized) enumeration of actions to be taken by an individual or organization, meant to aid memory rather than provide detailed instruction. Chief The official of the community who is charged with authority to implement and Executive administer laws, ordinances, and regulations for the community. He or she Official may be a mayor, city manager, etc. Community A political entity which has the authority to adopt and enforce laws and ordinances for the area under its jurisdiction. In most cases, the community is an incorporated town, city, township, village, or unincorporated area of a county. However, each State defines its own political subdivisions and forms of government. Contamination The undesirable deposition of a chemical, biological, or radiological material on the surface of structures, areas, objects, or people.
    [Show full text]