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Home > Books > Natural Hazards - Impacts, Adjustments and Resilience

Disaster Management: A State-of-the-Art Review

Submitted: 17 June 2020 Reviewed: 13 October 2020 Published: 12 November 2020

DOI: 10.5772/intechopen.94489

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Disaster management involves the pillars of emergency management: planning and preparation, mitigation, response, and recovery. Emergencies are serious events that threaten health, life, and property and can be managed within the capabilities of the affected organization. Disasters, on the other hand, are hypercomplex emergencies, requiring resources not immediately available. Disaster management follows the principles of emergency management, and emphasizes flexibility, collaboration, and teamwork. Lack of resources will challenge people and organizations both in effects of disasters and the ability to manage them. Poverty, climate change, governance, and education are foundations to improve capacity. Hospitals play an important role in disaster response and can prepare accordingly. Plans, to be effective, must be implemented through appropriately-targeted exercises. Building on an all-hazards approach, to more hazard-specific considerations can improve disaster preparedness as well as day-to-day efficiency. Disaster management is complex and crucial. These principles are explored through the fictional tale of Tucci1, a coastal city in the worst flood anyone can remember. Well, almost anyone…

• natural disasters
• emergency management
• disaster management
• disaster training

Author Information

Jared bly *.

• University of Alberta, Canada
• Royal Roads University, Canada

Louis Hugo Francescutti

Danielle weiss.

• Northern Alberta Institute of Technology, Canada

*Address all correspondence to: [email protected]

1. Introduction

“Well, this is a disaster” said Jojo, the 19 year old apprentice to his mentor, Raj. They were pulling in the fishing nets near the usually beautiful seaside village of Tucci, now dull and grey and partly under water. The nets were heavy with debris from the churning sea. Raj grunted a mirthless laugh. “No. This is just a hard day of work. Tomorrow will be the disaster.”

Then the old man added, “unless it stops raining, the bridge stays above water, the power line’s fixed, and we have enough sandbags for everyone to keep their houses from washing away.”

It wasn’t totally exaggerated. The rain had been the worst in decades. Many homes in the low-lying village were already flooded. Those that were a little higher than the rest were already overcrowded with friends and relatives who’s houses were in a foot or two of water. And the bridge, the only land access to the village, was visible only as rail posts marking a dotted line through the sea between the village and the green foothills.

Disasters require both a potentially harmful event and a component of vulnerability [ 1 ]. If an event overwhelms local response capacity, whether by insufficient material resources or by inadequate social systems or structure, outside help is needed. This is a disaster. Thus the magnitude of an event that causes a disaster will vary by organizational capacity. Many of the natural events described elsewhere in this textbook (earthquakes, tsunamis, etc.) create disasters. An earthquake in a remote, uninhabited area might be called a natural disaster, but it is not truly a disaster if people are not severely impacted. Disasters occur at the interface of nature and civilization [ 2 ].

Emergency management is usually described in terms of planning, mitigation, response, and recovery. As we move along the spectrum of severity, from emergency to disaster, the same principles apply, with an emphasis on adaptability and collaboration. Specific to hospital disaster management, contextual issues such as triage, decontamination, and patient care are built upon a general and pervasive approach to disaster readiness. In resource-poor environments, the challenge is magnified as the impacts of natural disasters are greater, and the ability to respond and recover less. Education and training will be most effective if methods match the objectives. With all the uncertainty therein, training for disaster must include establishing relationships between organizations and allowing for flexibility in the face of events that can be predicted but never fully anticipated.

Not every windstorm, earth-tremor, or rush of water is a catastrophe…So long as the ship rides out the storm, so long as the city resists the earth-shocks, so long as the levees hold, there is no disaster. It is the collapse of the cultural protections that constitutes the disaster proper. ([ 3 ], p. 211)

2. Definitions

From crisis to catastrophe, emergency to disaster, there is a spectrum of events that may threaten people and organizations. Not just the event, but the characteristics of the affected population define disaster. Risk and resilience are opposing forces that must be considered with disaster management.

2.1 Emergencies

Disasters and emergencies differ in quality and magnitude but are often and inaccurately used synonymously. “Disasters are not just ‘big emergencies’” ([ 4 ], p. 293). Emergencies are time-sensitive, potentially harmful events that put life and well-being at risk. Resources are available at the local level to prevent, mitigate, or minimize the harm, and a single responding organization is responsible [ 5 , 6 ]. Local resources, as a variable in the equation, can affect what constitutes an emergency, and what goes beyond. An event of the same magnitude, in locations or situations with different capabilities and resources, may be managed within the organization (emergency) or need outside help (disaster). An example in a health care context might be a car crash involving one or two seriously injured people requiring prompt medical investigations and treatment, assuming the facility is equipped to deal with such an event.

2.2 Disasters

Disasters are sometimes considered “hypercomplex emergencies” or “major emergencies” involving multiple people at risk of harm, multiple jurisdictions responding, and resources that are not immediately available locally ([ 5 ], p. 8; [ 7 ]). Coordination between agencies, many of whom have no prior relationships, becomes a challenge [ 5 ]. Plans for resource utilization must change when those resources are overwhelmed [ 8 ]. Preparations, planning, and training at the local level, within the abilities and available resources of a single agency, do little to prepare for disaster.

Crisis is a more generic description. A crisis is a “critical event or point of decision which, if not handled in an appropriate and timely manner (or if not handled at all), may turn into a disaster or catastrophe” [ 9 ]. We use the word crisis , then, nonspecifically, as an emergency event that has potential to evolve; emergency as time-sensitive event with potential harm; and disaster as an event larger and more harmful than an emergency, with many people at risk, and where management requires resources outside of the responding organization or department.

2.4 Catastrophe

The word catastrophe , more severe than a disaster, completes the spectrum [ 5 ]. Many variations of the definition exist, but all suggest a magnitude of harm and inadequacy of response capabilities beyond what would be considered disaster [ 1 ] ( Figure 1 ).

Spectrum of crises.

The school gymnasium was packed with wet bodies. A kind of bored panic filled the air. After all, what more could they do but wait for the worst the storm threw at them and then pick up the pieces when it blew itself out?

“Thanks for being here, I know it’s been hard for everyone. And there’s still lots of work to do to clean up after yesterday’s catastrophe” said Ros, the town’s mayor, referring to the wind that had blown off parts of a few roofs, and torn off a main limb of the biggest cedar in town, crushing a corner of J. Z.’s corner store.

Ian spoke up, “we can’t worry about yesterday’s fiasco. We gotta think about the crisis we’re gonna be in tomorrow if the power’s not back. Then it will be a real emergency!”

Our first thought when we think of a hazard will often be an event—earthquake, flood, or fire. But only thinking in terms of characteristics of the event — windspeed, the size of tsunami wave, the magnitude of an earthquake, etc. — is to neglect a critical component. To become relevant to disaster management, nature must collide with human activity [ 10 ]. Hazards can be quantified simplistically as the probability of an event occurring, causing harm [ 11 ]. And there is no separating hazard from risk and resilience [ 12 ]. So the hazard is the oncoming storm and the potential for harm to the village it approaches ( Figure 2 ).

Hazard, risk, and vulnerability illustrated.

Risk is connected choice and probability [ 11 ]. Choice by the decisions we make. We build in flood zones, we develop seaside resorts, and we ignore all but the most active fault lines when looking at real estate. We buy fire insurance or not. We upgrade the old building to comply with seismic billing codes or not. We run disaster drills or not.

Probability is the other face of risk. Risk is an abstract concept, forever in the future, always uncertain.

Risk is a complex and, at the same time, curious concept. It represents something unreal, related to random chance and possibility, with something that still has not happened. It is imaginary, difficult to grasp and can never exist in the present, only in the future. ([ 11 ], p. 47).

2.7 Vulnerability

Vulnerability will create harm from the hazard. A predisposition to be harmed, intrinsic to the organization or organism is its vulnerability [ 11 ]. Poverty, age, gender, racial identification, geography, and many social, economic, and political factors are all parts. The vulnerability can accumulate until recovery is complete [ 12 ].

2.8 Resilience

The ability to adapt is central to an organization’s ability to resist and rebound from disaster [ 13 ]. Resilience is woven through all aspects of disaster management—from preparation through mitigation, response, and recovery [ 12 , 14 ]. Resilience alters the disaster threshold. The more resilient a system, the more harm can be absorbed before the system is overcome [ 13 ]. More resilience means less susceptibility to disaster.

3. Emergency management

Preparation and planning, mitigation, response, and recovery are the basic principles of emergency management [ 15 ]. It is called emergency management, but should really be called disaster management. Necessarily limited to first responders, the title emergency management gives an illusion of control that makes it both “a misnomer and an oxymoron” ([ 16 ], p. 5). Regardless of the size of the event’s magnitude, management includes all those efforts before, during, and after to minimize physical, social, and economic damages. Both planned and improvised actions should be included [ 16 ].

Preparation occurs before the disaster and includes preventative measures [ 17 ]. Disaster preparation, then, can also raise the disaster threshold if the disaster is thus avoided. At least, effects are minimized through planned measures. In our example settlement, prevention of a storm may not have been possible, but prevention of harm was through city planning, weather warning systems, and flood-resistant housing and infrastructure. Food and fuel stores could only be built up before the flooding.

Mitigation also includes a component of prevention but is closer to the event than planning. Anything to minimize harms that are not prevented could be considered mitigation. This can be through the reduction of the effects of the hazard, vulnerability of those affected in harm’s way. In Tucci, they could build up walls of sandbags to protect their homes. They could moor their boats securely. They could evacuate, or they may have been able to if they had made adequate plans and preparations. Clearly, all these components are intricately connected.

The response may be what we typically think of when we envision a disaster. This is the responders—firefighters, paramedics, police, military, municipal forces, and volunteers—dousing the flames, treating the wounded, rescuing the stranded, and searching for victims.

Recovery entails returning, rebuilding, restoring. It is regaining a sense of normalcy, if not returning exactly to the pre-disaster state. Tucci will never be the same. The coastline will be altered. Attitudes may change forever. Lives may be lost. Houses will have to be repaired or rebuilt. Few residents will rebuild their houses exactly as they were before the storm. Recovery should focus on learning from the disaster and improving those liabilities made apparent by the wind and waves. This applies not only to the repairs to physical structures but to emotional health and economic stability.

3.1 From emergency management to disaster management

Preparation, planning, mitigation, and recovery are all important management principles for crises of any magnitude. As complexity increases towards disasters, we focus on the response at the front lines. This is because this phase sees the most variation and inconsistency [ 18 ]. On the front and back ends, in planning and recovery, the skies are clear. There is time to think. Not so in response. The response is the result of planning and facilitates recovery. To be prepared for an emergency should be routine. Preparedness for a disaster does not automatically follow.

By definition, local resources are sufficient to respond to an emergency. When these resources are overwhelmed, either by supply (nature of the event) or demand (response capabilities), the situation is a disaster ([ 19 ], Ch1). Outside help is needed. Intra-agency communication and coordination are required, usually without the benefit of established relationships and protocols. As complexity increases, more emphasis must be placed on flexibility and coordination between teams.

When the crisis moves from emergency to disaster, flexibility becomes increasingly important in planning, preparation, and response. In disaster planning, people should be prepared not to respond to specific circumstances, but to be able to adapt to the unanticipated. Training for disaster, then, ideally trains flexibility, communication, and the ability to work across organizational boundaries [ 20 , 21 ]. Some structure is necessary to create the ability to adapt the structure to the situation. Brandrud’s [ 22 ] description of their successful system is excellent: “…[the] written preparedness and response plan was structured just enough to remind the health professional of their role and task, yet flexible enough to enable them to release their creativity to improvise solutions” (p. 811).

“Anyone got a charger?” The question was becoming a little repetitive. At first, the people that asked this were given sympathetic smiles and apologies. Now, if anyone dared ask, it was only met with grunts and grumbles. Part of ‘the plan’ involved keeping in touch with people by cell phone. There were only a handful of people who still had any battery life left on their phones, and no one had reception.

All but a few of the townspeople were crammed into the school for the night. It was loud. Fifty quiet conversations, a few crying babies, the howling wind, and the incessant rain added up. And the air was thick with sweat and sewer (the toilets had all overflowed). A dozen people were standing in a circle in the middle of the gym, sorting through a pile of walky-talkies.

The side door flew open with the outside coming inside, and a group of bodies in rain gear, dripping from head to toe. It was a crew from Uah, an even smaller town down the coast. They had got their whole village out last week and came here on a few all-terrain vehicles to lend a hand. Apparently, there was a team coming from the city to take everyone out. If the rain ever stopped…

Crisis standards of care are a reflection of the flexibility needed to respond when resources are lacking for the situation’s need [ 23 ]. The same standards employed in day to day operations, or even in an emergency (when an organization has the capability to manage it), will consume valuable assets (time, supplies, personnel, cognition) when the system is asked to perform beyond capacity. Awareness of the difference between disaster standards and the standards applied to usual operations will facilitate effective disaster planning and response ( Figure 3 ).

Principles in management when emergency becomes disaster.

3.2 Disaster management: resource poor environment

Natural hazards alone do not result in disaster, but rather the vulnerability of the populations of countries impacted [ 24 ]. The complexity and chaos of disasters make management challenging in many ways. Even the best plans will be unable to address each difficulty encountered in a disaster [ 25 ].

Resources are defined as the organization’s fundamental financial, physical, individual and organizational capital attributes [ 26 , 27 ]. In resource-poor environments, the challenge is greatly magnified. The environments most often impacted by a lack of resources are those of a lower socioeconomic status. Poverty and disasters are strongly associated [ 19 ]. Developing countries are repeatedly subject to disasters resulting in reduced or negative development [ 19 ].

There was a lot of talk about fixing houses, repairing roads, upgrading the bridge. People didn’t want to talk about the deeper issues. Most would never be able to afford anything more than patching the holes. Someone brought up the idea of building up on the hillside where the waves couldn’t reach. But that was so utterly inconceivable. How would they build a new town if they couldn’t even build new houses? Some would have to leave. Hard to live in a fishing village if your boat got washed away and you got no other way to make a living.

More impoverished communities are more vulnerable to natural disasters due to a mixture of social, political, cultural and economic factors [ 28 ]. Residents within these poorer communities tend to live in environments more prone to hazards such as rural areas with limited access to resources. The reduction in resources results in a more extended reconstruction period and can further delay developmental lag [ 19 ]. For example, in 2001, both El Salvador and the United States were hit by earthquakes, resulting in $2 billion in damages [ 19 ]. Although the same monetary value, the impact on each country’s economy varied drastically. This $2 billion in damages had minimal impact on the U. S. economy, whereas, in El Salvador it resulted in 15% of the countries GDP [ 19 ]. These financial setbacks to developing countries can create a cyclical impact of further delayed development lag and economic growth.

Beyond the economic impacts, developing countries also face higher casualty rates. Over 96% of disaster-related deaths in recent years have taken place in developing countries [ 29 ]. Disasters may bring about harm to poor, developing countries in many ways beyond death, injury and destruction [ 19 ]. Some of the numerous examples include an increase in crime due to poverty and desperation, damage to schools leading to longterm impacts on education and further employment, destruction to hospitals which increase the vulnerability of disease, and the impact to vital infrastructure such as roads, bridges and airports, which may take years to rebuild and further impact resource access [ 19 ].

For meaningful disaster preparedness, the focus must be on improving availability and access to resources. This improvement should be a continual improvement effort to implement these resources to the area permanently. This implementation will help to support improvement to the quality of life to those impacted and decrease the inequity of resources and support when faced by disasters. Improved governance, combined approaches on all government levels, empowering communities, assessing vulnerability, ensuring access to quality information, and increasing the resilience of livelihood and infrastructure within these environments will reduce poverty and increase the quality of life [ 29 ].

Climate change and sustainable development both also influence the frequency and severity of disasters, particularly in resource-poor countries. Climate change, and irresponsible use of natural resources such as deforestation, make the environment more susceptible to hazards and disaster [ 30 ]. Disasters related to natural hazards, such as floods, storms and earthquakes, have significantly risen over recent years [ 30 ]. Such an increase in disasters is likely to further the frequency and severity of the impacts on the resource poor countries. Sustainable development is crucial to help reduce this burden.

3.3 Hospital disaster management

Disasters are easily forgotten. The unfortunate truth is that the longer the distance in time and space from disasters, the less influence they have on preparedness and planning [ 31 ]. This is especially relevant to hospitals because of a number of other interactions. Perception of disaster preparedness is often quite different between planners and frontline workers, the latter decidedly less optimistic about the facility’s state of readiness [ 31 ]. And the pressures and problems of everyday operations can easily push aside concerns for an unforeseeable event. The attitude of disaster preparedness needs to pervade all aspects of the organization in the face of so many unseen but real hazards [ 32 ].

Specific hospital management principles include, but are definitely not limited to, vulnerability analysis, communications, triage, surge capacity, psychosocial effects, and medicolegal issues [ 31 ]. Hospitals must consider the disaster and its effects not only on a massive influx of patients but on existing patients, as well as health care workers in and out of hospital [ 33 ]. Patient care may be complicated and compromised by issues of security, chemical or biological exposure, and capacity for definitive care [ 29 , 34 ].

Typically, an ‘all-hazards’ approach is employed as a basis of preparation for crises of any nature. More advanced preparedness will be tailored to specific hazards [ 30 , 35 ]. We cannot plan for every possibility, especially not every extreme and infrequent event covered in this textbook. Plans must be broad enough to allow adaptation as needed [ 22 ]. If plans are too narrowly focused the preparation may be ineffective. Flexibility is key.

Good thing we made it out when we did, although, an hour earlier would have been ideal. The leak that had been dripping constantly in the west corner of the gym turned into a stream, then a river, then the storm outside as the tiles gave way. The sick and the injured were evacuated first, down to Mayor Ros. Raj and me came on the last load. The hospital at Alec wasn’t used to a hundred people at all, much less all within a couple hours. It was hard to tell who was who - doctors, nurses, housekeepers — might have been the president of the hospital — who were finding blankets, mopping up the incessant streams of muddy water, handing out bottles of clean water, looking at cuts and bruises and sore throats.

Hospital disaster planning has important ramifications for capacity-building. That is, the threshold for disaster, an event that overwhelms local abilities, is intricately connected to capacity. “If a disaster is defined as an event that outstrips the organization’s ability to deliver healthcare, preparedness is a method of “vaccination,” raising the threshold not only in disaster periods but also in normal day-to-day function” ([ 31 ], p. xi). Disaster preparation is capacity-building.

Disaster preparedness is also about building networks. Again it comes back to the definition of disaster that requires help outside the immediately-affected organization. Coordination and communication between agencies are important in the success or deficiency of disaster response [ 23 , 31 , 36 ]. Establishing and enhancing relationships between organizations cannot be done in the moment of need. This should be a high priority for any organization in this time of global connectedness. Whether for a hospital, a nation, or a single-family, Alexander’s [ 32 ] words for current and future emergency managers applies here: “Nothing can substitute for personal relationships” ([ 32 , 37 ], p. 10).

The worst possible outcome of preparedness activities is to engender complacency. A “paper plan syndrome” refers to passively placing confidence in a document detailing a facility’s readiness ([ 35 ], p. 3). Written plans do not obviate problems [ 33 , 38 ]. To be effective, training needs to be continuous, team-centred, and at least as far as disasters go, focused on the non-technical aspects of working in teams [ 22 ]. They have to use existing resources and include the possibility of the loss of these resources. The loss of electrical power is particularly important to consider. Our increasing reliance on technology is a modern blessing in times of peace and a serious susceptibility when things are bad [ 12 ].

4. Training

Plans are only ‘fantasy documents’ if they have no real implementation through training ([ 39 ], p. 2). Exercises also may only be preparation in fantasy if not implemented conscientiously. When planning disaster training exercises, we should consider our purposes. Is the intent to expose participants to the disaster response plan or their roles in the organizational structure? Is it to test the implantation of the response plan, to expose its weaknesses and oversights? This is often the objective, intended or not ([ 40 ], p. 277). Evaluation and improvement of disaster plans may be a useful objective if that is the need [ 31 ]. But simply observing shortcomings does not itself remedy them. Lessons “identified” does not mean lessons “learned” ([ 40 ], p. 280) Is the intent to learn from or improve collaboration with other agencies? Is the intent to improve decision-making and specific skills? These are all valid objectives and need to be determined to meet the organization’s needs, lest any coincidental success be wrongly attributed to ineffective plans [ 41 ]. Disaster training should focus on adaptability. “Exercises and training on how to be creative and imaginative under such circumstances would be more useful than detailed disaster plans” ([ 25 ], p. 376).

A month later…

“We just need to stick to the plan next time,” Jan said, the last part sounding like a question. The storm was a memory like a bad dream. The town meeting, those who were left, was about getting ready for the next one.

The plan was new to almost everyone. Ros dug up some dusty old binder a few days ago. Too bad it made it, untouched, through the storm. It was full of detailed instructions about houses reporting to block leaders, block leaders reporting to councillors, councillors to the mayor, the mayor to the assistance team that was supposed to come from Alec, the capital city. Only thing was, households were all rearranged, trying to find somewhere dry to sleep. The block leaders didn’t even know who they were, the mayor didn’t have any councillors, and the team, well, not sure there ever was one.

4.1 Barriers to effective exercises

Disaster exercises may not accomplish what is intended during their design [ 20 ]. Excessive complexity, targeting the wrong audience, and unforeseen social psychological effects are some of the problems that can impair the efficacy of disaster education.

Complexity. More complex does not mean better when it comes to training exercises [ 21 ]. Thinking that testing more skills will improve more skills, stressing more processes will improve more processes, and designing more complex scenarios will enhance a greater repertoire of individual and systemic responses is flawed. The opposite can occur. Complexity can obscure the purpose of the exercise, lead to passivity among participants, and decrease collaboration [ 42 ]. Complexity can also interfere with learning [ 20 ]. Complex responses may be better trained by simple exercises. The goal is internal complexity with external simplicity (Loveluck cited in [ 21 ], p. 423).

Leaders versus participants. Many exercises benefit the designers and facilitators more than the participants [ 20 , 21 ]. This may be effective when that is the goal. Some exercises explicitly target leaders and not participants [ 43 ]. But often, the intent is to train participants. Even when that is the stated objective, participants may not see it that way [ 44 ]. Facilities and educators may not be training who they hope to train. It is important to consider who the exercise is for, and who is actually benefitting.

Social psychological. Recognizing that crisis simulations are meant to evoke some stress in individuals and organizations, some researchers have examined the adverse social and psychological effects of exercises [ 20 , 43 ]. Sometimes “unintended consequences” of these effects can appear as a failure to participate when trainees fear evaluation from superiors ([ 20 ], p. 422). Supervisors giving feedback can reinforce incorrect behaviors if hierarchical relationships are ignored [ 20 ].

4.2 Benefits

There is no doubt that planning and training is key to disaster preparedness [ 41 ]. Disaster exercises are beneficial when objectives are clear, and debriefing is effective. When objectives are appropriate and align with needs, response capacities improve. Debriefing helps with this and with all aspects of learning and growth. The debrief is one of the most important parts of effective exercise.

Clearly defined objectives. Objectives should identify whether the purpose of the exercise is evaluation or training, individual skills or collaboration, crisis or emergency response. Experts commonly identify the need for objectives to guide disaster exercises [ 20 , 45 ]. Yet hospital exercises often do not include specific objectives [ 46 ] or have not clearly defined them [ 47 ]. Objectives help operationalize disaster training. That means we can identify what we wish to improve, measure to see if we have improved, and actually improve in the desired area [ 20 , 21 , 43 ,  46 ]. In many cases, the method of training and objectives of an exercise is not complementary and do not create the conditions for improvement in operational capacities [ 46 , 48 ].

Disaster vs emergency, stability vs flexibility, training vs drills. Disasters and emergencies are different events and require different responses [ 21 ]. Training for emergencies requires drills, practicing being able to perform planned responses to anticipated events [ 20 , 42 , 51 ]. In a disaster, responses outside an organization’s policies and protocols are required [ 20 , 44 ]. Training for disaster ideally trains flexibility, communication, and the ability to work across organizational boundaries [ 20 , 21 ].

Collaboration. Disasters require interactions across and within organizations that is outside of usual lines of communication [ 20 ]. Collaboration, then, is key. Collaborative communication can help organizations recognize crises in the first place [ 49 ] and throughout the event. If there are barriers to effective communication across organizational boundaries, the response will be less timely, flexible, and effective [ 51 ]. We should prepare for the need to collaborate through practice working within new relationships and organizational structures [ 25 ].

Debriefing. “… the only reason for running a simulation is so that an exercise can be debriefed” (Thiagarjan cited in [ 20 ], p. 421). Debriefing is essential in order for learning to occur [ 20 , 49 ]. Debriefing helps accomplish objectives, be they developing plans, training existing skills, or learning new things [ 50 ]. Learning from an exercise increases with reflection individually and collectively [ 21 , 44 , 51 ]. The utility of an effective and adequate debrief cannot be underemphasized ( Table 1 ).

Questions to ask to make disaster training effective.

Seems like a dream. A dream I’d like to forget. I said as much to Raj, adding “won’t see another one like that for a hundred years.”

He was just shaking his head. “Forget this dream and it might as well be three days till the next one. Be the same dream all over again unless you keep this one in mind.”

5. Conclusion

Disaster management is challenged by the difficulty we have as people and organizations to think about future, uncertain events. The complexity and chaos of disasters further complicate the tasks of planning, preparing, and responding. The more complex the event, the more an organization must adapt and collaborate with other organizations. This frameworks of resource management in disasters will guide organizations in their disaster preparedness activities. We have touched on some applications of these principles to hospitals and resource-poor environments. From an accurate understanding of what constitutes a disaster, education and training will more likely be effective — directed to the right people, developing the right skills in the right places.

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• I went with a fictional disaster to demonstrate the principles of disaster management for a number of reasons. 1. Any current disaster would soon be overshadowed by one more recent. 2. There are many people that would have a much greater understanding than me of any historical event. 3. Any real event risks being ‘foreign’ to people in other places. The story of Tucci belongs to no one, and so applies to anyone. I agree with Robert Fulghum who wrote" …myth is more potent than history" (The storyteller’s creed in All I needed to know I learned in kindergarten). JB

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A systematic review of disaster management systems: approaches, challenges, and future directions.

1. Introduction

2. research methodology, 3. earthquake, 3.1. analysis of earthquake keywords, 3.2. analysis of detector keywords, 3.3. findings on different earthquake detectors, 3.4. analysis of earthquake effects on the environment, 4. wildfires, 5.1. data analytics and machine learning for floods, 5.2. geographical information system and spatial data management, 5.3. model-driven engineering, 5.4. sensors network and internet of things, 5.5. big data analysis and cloud computing, 5.6. google earth engine, 6. applications based on remote sensing for disasters, 6.1. wildfires, 6.2. earthquakes, 6.3. floods, 6.4. interconnections between techniques, 6.5. impacts of disaster management system on human beings.

• Loss of Life and Injury: Technical problems in crisis management systems can slow down response and rescue efforts. This may cause delays in reaching affected areas, resulting in a larger number of casualties and injuries.
• Psychological Distress: When emergency management systems do not work well, people may feel alone and overwhelmed. This can make them feel more stressed, anxious, and traumatized.
• Disruption of Social Networks: When a disaster strikes, people often band together to help each other. Technical problems with crisis management systems can make it hard for people and communities to talk to each other and coordinate their relief efforts.
• Loss of Culture: Sometimes, disasters can damage or destroy culturally important locations and artifacts. Technical problems could make it harder to maintain and protect these important parts of cultural identity.
• Economic Loss: Technical flaws can stymie disaster response and recovery efforts, resulting in protracted downtime for businesses and key infrastructure. People, companies, and governments may lose money because of such disruptions.
• Inequality and Vulnerability: Vulnerable individuals, such as the elderly, disabled, or disadvantaged communities, may experience additional difficulties obtaining resources during catastrophes. Technical problems can make these differences worse, placing groups even more at risk.
• Migration and Displacement: If emergency management systems do not provide people with the right information or help, they may have to move or be moved in order to obtain help and resources.
• Lack of Information: During disasters, timely and accurate information is critical. Technical problems with communication systems can cause people to receive the wrong information, resulting in confusion and fear.
• Interconnected Disasters: In complex disasters with multiple events, technical problems can make it hard to obtain a full picture of events, in turn making it difficult to coordinate reactions.
• Loss of Trust in Institutions: Persistent technological failures in disaster management systems can erode public trust in government agencies and other institutions responsible for disaster response and management.
• Long-Term Recovery Challenges: It might be difficult to plan for effective recovery and mitigation plans when technical issues that hamper data collection and analysis make it impossible to estimate the long-term effects of catastrophes.

7. Challenges and Future Directions

7.1. general challenges.

• Effectively allocating limited resources such as personnel, equipment, and funding poses a challenge in disaster management, especially during simultaneous or resource-scarce events.
• Ensuring effective communication and coordination among stakeholders is needed to overcome issues such as complex networks, language barriers, and coordination problems between agencies and organizations.
• Gathering, analyzing, and disseminating timely and accurate information can be challenging during rapidly evolving disasters due to obstacles such as limited data, misinformation, and communication breakdowns.
• Engaging local communities and promoting their resilience presents challenges due to cultural differences, distrust, limited awareness, and resource constraints.
• It is necessary to adapt disaster management systems to cope with the changing characteristics and impacts of disasters, including climate change and urbanization.
• Overcoming challenges in collaboration across disciplines such as emergency management, engineering, social sciences, and public health, which have differing terminologies, approaches, and priorities, can be difficult.
• Ensuring sustainable and equitable recovery, addressing vulnerabilities, and integrating disaster risk reduction into development planning pose challenges beyond the immediate response phase.

7.2. Challenges Related to Floods

• The need for constant improvement in domains related to floods (model-driven, machine learning, GIS, etc.) to enhance the speed and interpretability of flood-related models.
• Lack of information on the computational time associated with flood modeling, hindering the evaluation of model applicability in disaster management.
• Limited development of feature selection techniques needed to increase the efficiency of decision support in flood management.
• Scarcity of studies comparing the computational efficiency of different simulation platforms for flood management.

7.3. Challenges Related to Earthquakes

• Insufficient exploration of global models that can be applied to different regions and datasets in earthquake prediction along with limited assessment of their potential for generalization.
• Limited integration of earthquake protection concerns in multi-functional landscape management planning considering multiple ecosystem services.
• Inadequate analysis of the minimum amount of data required for useful earthquake modeling, particularly during the active disaster stage.
• Challenges in dealing with uncertainties in earthquake forecasting models and their impact on management decisions.

7.4. Wildfire Challenges

• Lack of extensive wildfire datasets for training models; most models are developed using smaller wildfire events, and may not adequately represent extreme wildfire contexts.
• Need for advances in acquiring landscape dynamics data to quantify spatial patterns and changes in wildfire management.
• Addressing issues of model overfitting in wildfire prediction and management.
• Bridging the gaps between monitoring, learning, and decision-making in wildfire management.
• Developing broader models that can integrate different stages of wildfire management effectively.

7.5. Limitations and Challenges in Using Remote Sensing for Disaster Management

• Finding the most applicable remote sensing system for a given type of disasters.
• The need to evaluate the nature of the disaster and select appropriate sensors while considering spectral and temporal resolution as well as cloud coverage limitations; notably, the synergistic approach suggested by Joyce et al. [ 23 ] and Leblon et al. [ 55 ], involves combining visible sensors with microwave sensors to overcome cloud coverage effects.
• Available frameworks for using remote sensing in disaster management are limited [ 23 ]; moreover, there is a need to develop new frameworks or templates for applications in remote sensing for disaster management without “reinventing the wheel”.
• Challenges around timely provision of data mean that developing countries in particularly face limited access to certain data (e.g., high-resolution images) and may lack the technical expertise to handle it.
• Lack of research funding for application of remote sensing data in hazard management contexts limits the effective use of satellite data [ 21 ].

7.6. Future Directions

8. conclusions, data availability statement, conflicts of interest.

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Khan, S.M.; Shafi, I.; Butt, W.H.; Diez, I.d.l.T.; Flores, M.A.L.; Galán, J.C.; Ashraf, I. A Systematic Review of Disaster Management Systems: Approaches, Challenges, and Future Directions. Land 2023 , 12 , 1514. https://doi.org/10.3390/land12081514

Khan SM, Shafi I, Butt WH, Diez IdlT, Flores MAL, Galán JC, Ashraf I. A Systematic Review of Disaster Management Systems: Approaches, Challenges, and Future Directions. Land . 2023; 12(8):1514. https://doi.org/10.3390/land12081514

Khan, Saad Mazhar, Imran Shafi, Wasi Haider Butt, Isabel de la Torre Diez, Miguel Angel López Flores, Juan Castanedo Galán, and Imran Ashraf. 2023. "A Systematic Review of Disaster Management Systems: Approaches, Challenges, and Future Directions" Land 12, no. 8: 1514. https://doi.org/10.3390/land12081514

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International Handbook of Disaster Research

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Centre for the Study of Law and Governance, Jawaharlal Nehru University, New Delhi, India

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• Provides a comparative analysis (occidental & oriental cultures) of key case studies from across the world
• Highlights recommendations and designs which improve institutional functioning to prevents disasters and achieve SDGs
• Contains a strong Asia Pacific perspective

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Table of contents (167 entries)

Accountability in disaster governance.

• Saumya Kumar

Property Rights for Disaster Recovery

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Man-made Disaster – A Case of Failed Governance in a Latin American Economy

• Diego Rodríguez De Marco, Marcela Porporato, Nirupama Agrawal

Paradigm Shift in Disaster Management: Bangladesh Experience

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The Use of Earth Jurisprudence Against Anthropogenic Marine Environmental Disasters in Sri Lanka

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Indigenous Knowledge as Early Warning Guide in Disaster Management

• Thongkholal Haokip

Making Those Accountable for Man-Made Natural Disasters: A Critical Appraisal of the Law with Special Reference to Sri Lanka

• Kokila Konasinghe, Akalanka Thilakarathna

The Need for Health Emergency Law in India

• Manika Kamthan

Institutional Preparedness Against Disasters: A Case Study of Odisha

• Pradeep Harichandan

Building Disaster-Resilient Coastal Cities: An Assessment of Coastal Regulation Laws and Judicial Statements in India

• Haaris Moosa, Stellina Jolly

Animal Welfare During Disasters in South Asia

• Dulki Seethawaka

Public Sector Continuity Planning: Preparing the Bureaucracy in the Age of the New Normal

• Ebinezer R. Florano

Pandemic and Inclusive Governance

• Madhushree Sekher, Balbir Singh Aulakh

Sustainable Strategies for Conservation of Water Resources: A Critique

• Sanjeev Kumar Mahajan, Anupama Puri Mahajan

Community Resilience and Chronic Flood in Imphal City

• Thiyam Bharat Singh Thiyam

Disaster Risk Reduction with Special Reference to 2018 Kerala Floods and Approaches to Reduce Flood Vulnerability at River Basin

• Peerzada Shuaib Amin Parsa, Kaneez Zehra

Disasters in Sundarbans and Ecological Refugees to Kolkata: A Missing Action Plan

• M. P. Chengappa, Arpita Saha

A Study of Animal Behavior and Natural Disasters

• Renu Kochhar Sharma

Inter-Agency Coordination in Disaster Management

• Chetana Kumari

Coastal Resilience and Urbanization Challenges in India

• Mamta Sharma, Shadab Khan

Editors and Affiliations

Amita Singh

About the editor

She has authored and edited many books and several national and international research papers besides being the ‘Series Editor’ for Palgrave-Macmillan’s ‘Global South Series on Disaster Management’ with five books in a row. She has authored some important fact finding reports ( Uttarakhand 2013 & Kerala 2018) on her collaborative empirical research related to disasters and administrative preparedness. These reports have served as lighthouses to policy makers and judiciary. As an advocate of animals and environment she has shared her experience in some daily newspapers such as the Deccan Herald, Hindustan Times and The Daily Guardian (Columnist).

Her contribution to community research has been duly acknowledged in the awards bestowed upon her ie; Delhi’s ‘Public Service Award’, NALSA’s ‘Social Justice Award’, ‘Millennium Award for Women in Public Services’ and ‘e-Governance Award’. She also received the 2014 Bangladesh's National Award ‘Nawab Bahadur Syed Nawab Ali Chowdhury National Award’  in Dhaka. Prof. Singh is an ardent campaigner for habitat protection and rights of all species to share planet earth justifiably without violence.

Bibliographic Information

Book Title : International Handbook of Disaster Research

Editors : Amita Singh

DOI : https://doi.org/10.1007/978-981-16-8800-3

Publisher : Springer Singapore

eBook Packages : Springer Reference Business and Management , Reference Module Humanities and Social Sciences , Reference Module Business, Economics and Social Sciences

eBook ISBN : 978-981-16-8800-3 Due: 27 August 2023

Number of Illustrations : 10 b/w illustrations, 10 illustrations in colour

Topics : Management , Social Policy , Politics of the Welfare State , Social Work and Community Development , Comparative Social Policy , Natural Hazards

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Recovering from Disaster: A Summary of the October 17, 2007 Workshop of the Disasters Roundtable (2008)

Chapter: bibliography.

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A Film Tribute to Gilbert White In honor of the late Gilbert White, the film Reflections on the Life of Gilbert White, produced by independent filmmaker Marshall Frech through funds provided by the Public Entity Risk Institute, was shown as the final segment of the workshop. The film highlights the leadership that Dr. White provided over the years, especially for the hazards community, and the outstanding contributions he made to research and policy during his long and productive life. Following the showing of the film, William Hooke, chair of theDR’s steering committee, announced that the next workshop, the 22nd, will focus on disaster risk management in the context of climate change and is scheduled for April 3, 2008. He then announced the adjournment of the 21st workshop. Bibliography Alesch, D.J., J.N. Holly, E. Mittler, and R. Nagy. 2001. Organizations at Risk: What Happens When Small Businesses and Not-for-Profits Encounter Natural Disasters. Fairfax, VA: Public Entity Risk Institute. Berke, P., J. Kartez, and D. Wenger. 1993. Recovery After Disaster: Achieving Sustainable Development, Mitigation and Equity, Disasters 17: 93-109. Bolin, R., and L. Stanford. 1998. The Northridge Earthquake: Vulnerability and Disaster. New York: Routledge. Chang, S.E. 2001. Structural Change in Urban Economics: Recovery and Long-Term Impacts in the 1995 Kobe Earthquake, Kokumin Keizai Zasshi (Journal of Economics and Business Administration) 183 (1):47-66. Haas, J.E., R. Kates, and M. Bowden. 1977. Reconstruction Following Disaster. Cambridge, MA: MIT Press. May, P.J., and W. Williams. 1986. Disaster Policy Implementation: Managing Programs Under Shared Governance. New York and London: Plenum Press. Mileti, D. 1999. Disasters by Design: A Reassessment of Natural Hazards in the United States. Washington, DC: Joseph Henry Press. National Research Council. 2006. Facing Hazards and Disasters: Understanding Human Dimensions. Washington, DC: The National Academies Press. Olshansky, R.B., and J.D. Kartez. 1998. Managing Land Use to Build Resilience. Pp. 167-201 in R. Burby (ed.) Cooperating with Nature: Confronting Natural Hazards with Land-Use Planning for Sustainable Communities. Washington, DC: Joseph Henry Press. Peacock, W., N. Dash, and Yang Zhang. 2006. Sheltering and Housing Recovery Following Disaster. Pp. 258-274 in H. Rodríguez, E.L. Quarantelli and R.R. Dynes (eds.) Handbook of Disaster Research. New York: Springer. 10 

Phillips, B.D., and D.M. Neal. 2007. Recovery. Pp. 207-233 in W.L. Waugh Jr. and K.Tierney (eds.) Washington, DC: ICMA Press Rubin, C.B., M.D. Saperstein, and D.G. Barbee. 1985. Community Recovery from a Major Natural Disaster. Monograph 41. Boulder, CO: Natural Hazards Research and Applications Information Center, Institute of Behavioral Science, University of Colorado. Rubin, C.B. 1991. Recovery from Disaster. Pp. 224-259 in T.E. Drabek and G.J. Hoetmer (eds.) Emergency Management: Principles and Practice for Local Government. Washington, DC: International City Management Association. Smith, G. and D. Wenger. 2006. Sustainable Disaster Recovery: Operational zing and Existing Agenda. Pp. 234-257 in H. Rodríguez, E.L. Quarantelli and R.R. Dynes (eds.) Handbook of Disaster Research. New York: Springer. Tierney, K. 2006. Business and Disasters: Vulnerability, Impacts, and Recovery. Pp. 275-296in H. Rodríguez, E.L. Quarantelli and R.R. Dynes (eds.) Handbook of Disaster Research. New York: Springer. Webb, G.R., K.J. Tierney, and J.M. Dahlhamer. 2003. Predicting Long-Term Business Recovery from Disaster: A Comparison of the Loma Prieta Earthquake and Hurricane Andrew. Environmental Hazards 4:45-58. 11 

Disaster recovery is a complex and challenging process that involves all sectors of a community as well as outside interests. In many cases, it is not even clear if and when recovery has been achieved because of varying stakeholder goals for the community, for example with some wanting it returned to what is considered its pre-disaster status and others wanting it to undergo change to realize a vision in which advances are made in risk reduction and other areas. This workshop considered what has been learned about disaster recovery, which has been understudied in comparison to the emergency and other phases of disasters, from both scientific research and the experience of policy makers and practitioners. Historical and recent recovery actions following such events as the September 11th terrorist attacks and Hurricane Katrina were discussed, along with examples of both pre- and post-disaster recovery planning.

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Emergency and Disaster Management

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Before you start

Author responsibilities.

Our goal is to provide you with a professional and courteous experience at each stage of the review and publication process. There are also some responsibilities that sit with you as the author. Our expectation is that you will:

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• Be accountable for all aspects of your work. This includes investigating and resolving any questions about accuracy or  research integrity
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Our editors and employees work hard to ensure the content we publish is ethically sound. To help us achieve that goal, we closely follow the advice laid out in the guidelines and flowcharts on the  COPE (Committee on Publication Ethics) website .

We have also developed our  research and publishing ethics guidelines . If you haven’t already read these, we urge you to do so – they will help you avoid the most common publishing ethics issues.

A few key points:

• Any manuscript you submit to this journal should be original. That means it should not have been published before in its current, or similar, form. Exceptions to this rule are outlined in our  pre-print and conference paper policies .  If any substantial element of your paper has been previously published, you need to declare this to the journal editor upon submission. Please note, the journal editor may use  Crossref Similarity Check  to check on the originality of submissions received. This service compares submissions against a database of 49 million works from 800 scholarly publishers.
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Prior to article submission,  you need to ensure you’ve applied for, and received,   written permission to use any material in your manuscript that has been created by a third party. Please note, we are unable to publish any article that still has permissions pending. The rights we require are:

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Please take a few moments to read our  guide to publishing permissions  to ensure you have met all the requirements, so that we can process your submission without delay.

Open access submissions and information

All our journals currently offer two open access (OA) publishing paths; gold open access and green open access.

If you would like to, or are required to, make the branded publisher PDF (also known as the version of record) freely available immediately upon publication, you can select the gold open access route once your paper is accepted.

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You can find out more about our open access routes, our APCs and waivers and read our FAQs on our open research page. 

Find out about open

Transparency and Openness Promotion (TOP) guidelines

We are a signatory of the  Transparency and Openness Promotion (TOP) Guidelines , a framework that supports the reproducibility of research through the adoption of transparent research practices. That means we encourage you to:

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• Follow appropriate international and national procedures with respect to data protection, rights to privacy and other ethical considerations, whenever you cite data. For further guidance please refer to our  research and publishing ethics guidelines . For an example on how to cite datasets, please refer to the references section below.

Prepare your submission

Manuscript support services.

We are pleased to partner with Editage, a platform that connects you with relevant experts in language support, translation, editing, visuals, consulting, and more. After you’ve agreed a fee, they will work with you to enhance your manuscript and get it submission-ready.

This is an optional service for authors who feel they need a little extra support. It does not guarantee your work will be accepted for review or publication.

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Manuscript requirements

Before you submit your manuscript, it’s important you read and follow the guidelines below. You will also find some useful tips in our  structure your journal submission  how-to guide.

Submit your manuscript

There are a number of key steps you should follow to ensure a smooth and trouble-free submission.

Double check your manuscript

Before submitting your work, it is your responsibility to check that the manuscript is complete, grammatically correct, and without spelling or typographical errors. A few other important points:

• Give the journal aims and scope a final read. Is your manuscript definitely a good fit? If it isn’t, the editor may decline it without peer review.
• Does your manuscript comply with our  research and publishing ethics guidelines ?
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• Have you followed all the formatting requirements laid out in these author guidelines?
• If you need to refer to your own work, use wording such as ‘previous research has demonstrated’ not ‘our previous research has demonstrated’.
• If you need to refer to your own, currently unpublished work, don’t include this work in the reference list.
• Any acknowledgments or author biographies should be uploaded as separate files.
• Carry out a final check to ensure that no author names appear anywhere in the manuscript. This includes in figures or captions.
• We expect prospective authors to outline in their cover letter how their article addresses/aligns with the expectations of our  Disaster Studies Manifesto and Accord  as per our  editorial policy .

You will find a helpful submission checklist on the website  Think.Check.Submit .

The submission process

All manuscripts should be submitted through our editorial system by the corresponding author.

The only way to submit to the journal is through the journal’s ScholarOne site as accessed via the Emerald website, and not by email or through any third-party agent/company, journal representative, or website. Submissions should be done directly by the author(s) through the ScholarOne site and not via a third-party proxy on their behalf.

A separate author account is required for each journal you submit to. If this is your first time submitting to this journal, please choose the Create an account or Register now option in the editorial system. If you already have an Emerald login, you are welcome to reuse the existing username and password here.

Please note, the next time you log into the system, you will be asked for your username. This will be the email address you entered when you set up your account.

Don't forget to add your ORCiD ID during the submission process. It will be embedded in your published article, along with a link to the ORCiD registry allowing others to easily match you with your work. Don’t have one yet?

It only takes a few moments to register for a free ORCiD identifier .

Visit the ScholarOne support centre  for further help and guidance.

What you can expect next

You will receive an automated email from the journal editor, confirming your successful submission. It will provide you with a manuscript number, which will be used in all future correspondence about your submission. If you have any reason to suspect the confirmation email you receive might be fraudulent, please contact the journal editor in the first instance.

Post submission

Review and decision process.

Each submission is checked by the editor. At this stage, they may choose to decline or unsubmit your manuscript if it doesn’t fit the journal aims and scope, or they feel the language/manuscript quality is too low.

If they think it might be suitable for the publication, they will send it to at least two independent referees for double blind peer review.  Once these reviewers have provided their feedback, the editor may decide to accept your manuscript, request minor or major revisions, or decline your work.

This journal offers an article transfer service. If the editor decides to decline your manuscript, either before or after peer review, they may offer to transfer it to a more relevant Emerald journal in this field. If you accept, your ScholarOne author account, and the accounts of your co-authors, will automatically transfer to the new journal, along with your manuscript and any accompanying peer review reports. However, you will still need to log in to ScholarOne to complete the submission process using your existing username and password. While accepting a transfer does not guarantee the receiving journal will publish your work, an editor will only suggest a transfer if they feel your article is a good fit with the new title.

While all journals work to different timescales, the goal is that the editor will inform you of their first decision within 60 days.

During this period, we will send you automated updates on the progress of your manuscript via our submission system, or you can log in to check on the current status of your paper.  Each time we contact you, we will quote the manuscript number you were given at the point of submission. If you receive an email that does not match these criteria, it could be fraudulent, please contact the journal editor in the first instance.

Manuscript transfer service

Emerald’s manuscript transfer service takes the pain out of the submission process if your manuscript doesn’t fit your initial journal choice. Our team of expert Editors from participating journals work together to identify alternative journals that better align with your research, ensuring your work finds the ideal publication home it deserves. Our dedicated team is committed to supporting authors like you in finding the right home for your research.

If a journal is participating in the manuscript transfer program, the Editor has the option to recommend your paper for transfer. If a transfer decision is made by the Editor, you will receive an email with the details of the recommended journal and the option to accept or reject the transfer. It’s always down to you as the author to decide if you’d like to accept. If you do accept, your paper and any reviewer reports will automatically be transferred to the recommended journals. Authors will then confirm resubmissions in the new journal’s ScholarOne system.

Our  Manuscript Transfer Service page  has more information on the process.

If your submission is accepted

Open access.

Once your paper is accepted, you will have the opportunity to indicate whether you would like to publish your paper via the gold open access route.

If you’ve chosen to publish gold open access, this is the point you will be asked to pay the APC (article processing charge).  This varies per journal and can be found on our  APC price list  or on the editorial system at the point of submission. Your article will be published with a  Creative Commons CC BY 4.0 user licence , which outlines how readers can reuse your work.

All accepted authors are sent an email with a link to a licence form.  This should be checked for accuracy, for example whether contact and affiliation details are up to date and your name is spelled correctly, and then returned to us electronically. If there is a reason why you can’t assign copyright to us, you should discuss this with your journal content editor. You will find their contact details on the editorial team section above.

Proofing and typesetting

Once we have received your completed licence form, the article will pass directly into the production process. We will carry out editorial checks, copyediting, and typesetting and then return proofs to you (if you are the corresponding author) for your review. This is your opportunity to correct any typographical errors, grammatical errors or incorrect author details. We can’t accept requests to rewrite texts at this stage.

When the page proofs are finalised, the fully typeset and proofed version of record is published online. This is referred to as the  EarlyCite  version. While an EarlyCite article has yet to be assigned to a volume or issue, it does have a digital object identifier (DOI) and is fully citable. It will be compiled into an issue according to the journal’s issue schedule, with papers being added by chronological date of publication.

How to share your paper

Visit our author rights page  to find out how you can reuse and share your work.

To find tips on increasing the visibility of your published paper, read about  how to promote your work .

Correcting inaccuracies in your published paper

Sometimes errors are made during the research, writing and publishing processes. When these issues arise, we have the option of withdrawing the paper or introducing a correction notice. Find out more about our  article withdrawal and correction policies .

Need to make a change to the author list? See our frequently asked questions (FAQs) below.

Frequently asked questions

• Dr JC Gaillard Waipapa Taumata Rau / The University of Auckland - Aotearoa / New Zealand [email protected]
• Dr Emmanuel Raju University of Copenhagen - Denmark [email protected]

Editor Emeritus

• Dr Harry C Wilson University of Bradford - UK

Editorial Assistant

• Aditi Sharan Waipapa Taumata Rau / The University of Auckland - Aotearoa / New Zealand
• Paul Kidd Emerald Publishing - UK [email protected]

Journal Editorial Office (For queries related to pre-acceptance)

• Rehan Ismail Emerald Publishing [email protected]

Supplier Project Manager (For queries related to post-acceptance)

• Preethi Vittal Emerald Publishing [email protected]

Editorial Advisory Board

• David Alexander Institute for Risk and Disaster Reduction, University College London - UK
• Djillali Benouar Bab Ezzouar University - Algeria
• Ksenia Chmutina Loughborough University - UK
• Brian Cook University of Melbourne - Australia
• Zenaida Delica-Willison Advisor on ‘Community Based Disaster Risk Reduction’ - Philippines
• Maureen Fordham Institute for Risk and Disaster Reduction, University College London - UK
• Virginia Garcia-Acosta Centro de Investigaciones y Estudios Superiores en Antropologia Social - Mexico
• Christopher Gomez Kobe University - Japan
• Rohit Jigyasu ICCROM - Italy
• Ilan Kelman University College London - UK
• Faten Kikano Centre d'Étude en Responsabilité Sociale et Écocitoyenneté - Canada
• Sneha Krishnan O.P. Jindal Global University - India
• Emmanuel Luna University of the Philippines - Philippines
• Tania del Mar López Marrero Universidad de Puerto Rico - Puerto Rico
• Victor Marchezini Centro Nacional de Monitoramento e Alertas de Desastres Naturais - Brazil
• Jessica Mercer Secure Futures - UK
• Dewald van Niekerk African Centre for Disaster Studies, North-West University - South Africa
• Martin Oteng-Ababio University of Ghana - Ghana
• Michael Petterson Auckland University of Technology - New Zealand
• Anthony Redmond The University of Manchester - UK
• Manuel Tironi Pontificia Universidad Católica de Chile - Chile
• Ben Wisner University College London (UK) and Oberlin College (USA) - UK
• Xian Xu Fudan University - People's Republic of China

CiteScore 2023

Further information

CiteScore is a simple way of measuring the citation impact of sources, such as journals.

Calculating the CiteScore is based on the number of citations to documents (articles, reviews, conference papers, book chapters, and data papers) by a journal over four years, divided by the number of the same document types indexed in Scopus and published in those same four years.

For more information and methodology visit the Scopus definition

CiteScore Tracker 2024

(updated monthly)

CiteScore Tracker is calculated in the same way as CiteScore, but for the current year rather than previous, complete years.

The CiteScore Tracker calculation is updated every month, as a current indication of a title's performance.

2023 Impact Factor

The Journal Impact Factor is published each year by Clarivate Analytics. It is a measure of the number of times an average paper in a particular journal is cited during the preceding two years.

For more information and methodology see Clarivate Analytics

5-year Impact Factor (2023)

A base of five years may be more appropriate for journals in certain fields because the body of citations may not be large enough to make reasonable comparisons, or it may take longer than two years to publish and distribute leading to a longer period before others cite the work.

Actual value is intentionally only displayed for the most recent year. Earlier values are available in the Journal Citation Reports from Clarivate Analytics .

Time to first decision

Time to first decision , expressed in days, the "first decision" occurs when the journal’s editorial team reviews the peer reviewers’ comments and recommendations. Based on this feedback, they decide whether to accept, reject, or request revisions for the manuscript.

Data is taken from submissions between 1st June 2023 and 31st May 2024

Acceptance rate

The acceptance rate is a measurement of how many manuscripts a journal accepts for publication compared to the total number of manuscripts submitted expressed as a percentage %

Data is taken from submissions between 1st June 2023 and 31st May 2024 .

This journal is abstracted and indexed by

• ASFA-2: Ocean Technology, Policy & Non Living Resources Abstracts
• ASFA-3: Aquatic Pollution & Environmental Quality Abstracts
• Cabell's Directory of Publishing Opportunities in Management and Marketing
• Current Contents ® / Social and Behavioral Sciences
• FMS Journal Rating Guide (C)
• Geographical Abstracts: Human Geography
• Health & Safety Science Abstracts
• Journal Citation Reports / Social Sciences Edition
• ReadCube Discover
• Risk Abstracts
• Taylor & Francis Ergonomics Abstracts
• Norwegian Register for Scientific Journals
• The Publication Forum (Finland)

Reviewer information

Peer review process.

This journal engages in a double-anonymous peer review process, which strives to match the expertise of a reviewer with the submitted manuscript. Reviews are completed with evidence of thoughtful engagement with the manuscript, provide constructive feedback, and add value to the overall knowledge and information presented in the manuscript.

The mission of the peer review process is to achieve excellence and rigour in scholarly publications and research.

Our vision is to give voice to professionals in the subject area who contribute unique and diverse scholarly perspectives to the field.

The journal values diverse perspectives from the field and reviewers who provide critical, constructive, and respectful feedback to authors. Reviewers come from a variety of organizations, careers, and backgrounds from around the world.

All invitations to review, abstracts, manuscripts, and reviews should be kept confidential. Reviewers must not share their review or information about the review process with anyone without the agreement of the editors and authors involved, even after publication. This also applies to other reviewers’ “comments to author” which are shared with you on decision.

Resources to guide you through the review process

Discover practical tips and guidance on all aspects of peer review in our reviewers' section. See how being a reviewer could benefit your career, and discover what's involved in shaping a review.

More reviewer information

Calls for papers

Using critical perspectives to explore disasters through shifting climates.

Introduction Disaster Prevention and Management Journal invites submissions of original research, op-eds, essays, and other creative entries for a special issue titled Using critical perspectives to explore disaste...

Virtual Issue: Conversations with Disasters: Deconstructed

Virtual Issue: Conversations with Disasters: Deconstructed The following papers are included in a Special Issue published in collaboration with the ...

Thank you to the 2022 Reviewers of Disaster Prevention and Management

The publishing and editorial teams would like to thank the following, for their invaluable service as 2022 reviewers for this journal. We are very grateful for the contributions made. With their help, the journal has been able to publish such high...

Thank you to the 2021 Reviewers of Disaster Prevention and Management

The publishing and editorial teams would like to thank the following, for their invaluable service as 2021 reviewers for this journal. We are very grateful for the contributions made. With their help, the journal has ...

Disasters: Deconstructed webinar

In this one hour webinar the editors of a Special Issue of Disaster Prevention and Management focusing on the "disrupting the status quo" will discuss with 5 paper authors how disaster risk creation has become the norm within our current political...

Literati awards

Disaster Prevention and Management - Literati Award Winners 2023

We are pleased to announce our 2023 Literati Award winners. Outstanding Paper The Reflective Research Diary: A Tool fo...

Disaster Prevention and Management - Literati Award Winners 2021

We are pleased to announce our 2021 Literati Award winners. Outstanding Paper Research fatigue in COVID-19 p...

Disaster Prevention and Management publishes high-quality research which advances knowledge and practice in the field of disaster risk reduction and management.

Aims and scope

Disaster Prevention and Management (DPM) aims to offer diverse critical perspectives on all dimensions of disasters. We are therefore open to multiple ontologies and epistemological interpretations of disasters. As such, the journal embraces the ethos and objectives of the Disaster Studies Manifesto: Power, Prestige and Forgotten Values which we encourage authors to read. We also hope authors will have reflected on the questions raised in the Disaster Studies Accord: Priorities, Values, and Relationship .

The readership of Disaster Prevention and Management is primarily composed of social scientists, policymakers and practitioners. However, we welcome submissions from other fields of scholarship if they speak to our main audience. We particularly encourage contributions from early career scholars, authors from less affluent countries, and non-native English speakers.

The journal publishes conceptual and theoretical reflections, methodological contributions, and case studies. We also accept commentaries and book review essays (in dialogue with the author of the book reviewed). We further offer the opportunity to publish blogs and policy briefings through the web platform of our publisher Emerald.

In line with the ethos of the Disaster Studies Manifesto: Power, Prestige and Forgotten Values submissions do not necessarily have to conform to the normative structure of academic articles. We publish photo essays and welcome comic strips, or any other creative formats deemed relevant by the editorial team. Therefore, do contact the editors if you are considering such other formats of article. The only other editorial guidelines are that submissions be limited to 7000 words and that the bibliography be formatted after our publisher’s guidelines.

Manuscripts submitted to Disaster Prevention and Management that pass the initial editorial screening are reviewed by two experts with at least one who is aware of the local context if the submission is a case study.

We expect prospective authors to outline in their cover letter how their article addresses/aligns with the expectations of our Disaster Studies Manifesto and Accord as per our editorial policy .

Latest articles

These are the latest articles published in this journal (Last updated: May 2024 )

Partnerships in the Recovery Planning Process: Lessons from Puerto Rico after Hurricane Maria and Irma

Adaptive innovation and ethical dilemmas: a participatory action research study among cyclone-impacted households in tamil nadu, india, extractivism and the engendering of disasters: disaster risk creation in the era of the anthropocene, top downloaded articles.

These are the most downloaded articles over the last 12 months for this journal (Last updated: May 2024 )

Advancing "No Natural Disasters" with Care: Risks and Strategies to Address Disasters as Political Phenomena in Conflict Zones

The c-word: how critical cartography, critical gis and critical data studies can repoliticise disaster-related maps, from labelling weakness to liberatory praxis: a new theory of vulnerability for disaster studies.

These are the top cited articles for this journal, from the last 12 months according to Crossref (Last updated: May 2024 )

Trust in Disaster Resilience

Assessing equity in disaster risk governance in brazil and colombia, related journals.

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• > Fundamentals of Environmental Studies
• > Disaster and Disaster Management

Book contents

• Frontmatter
• Acknowledgments
• 1 Multidisciplinary Nature of Environmental Studies
• 2 Natural Resources – Energy
• 3 Natural Resources – Water, Land, Forest, Food and Mining
• 4 Ecosystems
• 5 Biodiversity and Its Conservation
• 6 Environmental Pollution
• 7 Waste Management
• 8 Disaster and Disaster Management
• 9 Social Issues and Environment
• 10 Human Population and the Environment
• Bibliography

8 - Disaster and Disaster Management

Published online by Cambridge University Press:  06 August 2018

Learning objectives

▄ To develop a comprehensive understanding of the concept of vulnerability, risks, hazards and disaster as well as scope of environmental studies.

▄ To know about various types of disasters in general.

▄ To develop an understanding of disaster management, its structure and organization.

▄ To elicit public awareness and collective response to protect ourselves from various types of disasters.

▄ To know about prevention, mitigation and response in cases of floods, cyclones and earthquakes.

▄ To analyse the causes, impact and mitigation measures through case studies.

Introduction and Definition

Disaster is an incident or series of events that gives rise to casualties and loss or destruction of surroundings, buildings, properties, infrastructural facilities and all other vital services or survival means to such an extent that is not within normal means and competence of affected people to deal with. Disaster can be defined as ‘ catastrophic situation in which the normal pattern of life or ecosystem has been disrupted and extraordinary emergency interventions are required to save and preserve lives and or the environment’.

The United Nations defines disaster as ‘ the occurrence of sudden or major misfortune which disrupts the basic fabric and normal functioning of the society or community’ .

As per the Disaster Management Act, 2005 , disaster is defined as:

‘a catastrophe, mishap, calamity or grave occurrence in any area, arising from natural or manmade causes, or by accident or negligence which results in substantial loss of life or human suffering or damage to, and destruction of, property, or damage to, or degradation of, environment, and is of such a nature or magnitude as to be beyond the coping capacity of the community of the affected area’.

Ingredients of disaster

▄ An event comprising trauma for a population/environment.

▄ A vulnerable position/area that bears the load of the traumatizing incident.

▄ The breakdown of local and neighbouring resources to cope with the problems created by the phenomenon.

Characteristics of disaster

▄ Inevitability or certainty. ▄ Ability to be forbidden. ▄ Pace of onset.

▄ Span of forewarning. ▄ Extent of impact. ▄ Scope and intensity of impact.

Factors affecting disaster

▄ Host factors

i. age of the individuals; ii. status of immunization; iii. degree of mobility; and iv. emotional stability.

▄ Environmental factors

i. physical factors; ii. chemical factors; iii. social factors; and iv. psychological factors.

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• Disaster and Disaster Management
• Mahua Basu , Xavier Savarimuthu, SJ
• Book: Fundamentals of Environmental Studies
• Online publication: 06 August 2018
• Chapter DOI: https://doi.org/10.1017/9781316336328.009

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National Research Council (US); Anderson WA, editor. Disaster Risk Management in an Age of Climate Change: A Summary of the April 3, 2008 Workshop of the Disasters Roundtable. Washington (DC): National Academies Press (US); 2009.

Disaster Risk Management in an Age of Climate Change: A Summary of the April 3, 2008 Workshop of the Disasters Roundtable.

• Hardcopy Version at National Academies Press

Bibliography

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• Easterling, D., G. Meehl, C. Parmesan, S.A. Changnon, T. Karl, and L. Mearns. 2000. Climate Extremes: Observations, Modeling, and Impacts . Science 289: 2068-2074. [ PubMed : 11000103 ]
• Epstein, P., editor; , and E. Mills, editor. (eds.). 2005. Climate Change Futures: Health, Ecological and Economic Dimensions .
• IPCC. 2007. Climate Change 2007: Synthesis Report . Geneva, Switzerland: Intergovernmental Panel on Climate Change. Boston, MA: Center for Health and the Global Environment, Harvard Medical School.
• Klinenberg, E. 2002. Heat Wave: A Social Autopsy of Disaster in Chicago . Chicago: The University of Chicago Press. [ PubMed : 12584383 ]
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• Cite this Page National Research Council (US); Anderson WA, editor. Disaster Risk Management in an Age of Climate Change: A Summary of the April 3, 2008 Workshop of the Disasters Roundtable. Washington (DC): National Academies Press (US); 2009. Bibliography.
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1 Brian Blundell. Managing in the public sector . Oxford: : Institute of Management Foundation 1997. https://www.amazon.co.uk/Managing-Public-Sector-Diploma-Management/dp/0750621958 2 Haddow GD, Bullock JA, Coppola DP. Introduction to emergency management . Fifth edition. Oxford: : Butterworth-Heinemann 2014. 3 Health and Safety Executive. 1999.http://www.qub.ac.uk/safety-reps/sr_webpages/safety_downloads/event_safety_guide.pdf 4 Emergency preparedness. 2006.https://www.gov.uk/government/publications/emergency-preparedness 5 Emergency response and recovery. 2010.https://www.gov.uk/government/publications/emergency-response-and-recovery 6 Klein N. The Shock Doctrine . Shi Bao Chu Ban/Tsai Fong Books 2015. 7 Marsella AJ. Ethnocultural perspectives on disasters and trauma: foundations, issues, and applications . New York: : Springer 2008. http://proxy.library.lincoln.ac.uk/login?url=http://www.dawsonera.com/depp/reader/protected/external/AbstractView/S9780387732855 8 Moore T, Lakha R. Tolley’s handbook of disaster and emergency management . Third edition. Abingdon: : Routledge 2011. 9 Ronan KR, Johnston DM. Promoting community resilience in disasters: the role for schools, youth, and families . New York: : Springer 2005. http://proxy.library.lincoln.ac.uk/login?url=http://www.dawsonera.com/depp/reader/protected/external/AbstractView/S9780387238210 10 Haddow GD, Bullock JA, Coppola DP. Introduction to emergency management . Fifth edition. Oxford: : Butterworth-Heinemann 2014.

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Disaster Preparedness for Libraries

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This page contains a bibliography of articles from scholarly and trade journals regarding disaster planning, preparedness, and recovery in libraries. These are all available through the University of Illinois library, which is available to IFSI employees. If you are not an employee or student at either IFSI or the University of Illinois please contact us or your local library to ask about interlibrary loan. The citations are presented in Chicago/Turabian style.

• Emergency Preparedness and Disaster Response for a Seminary Library: Establishing Collections Priorities. Adamo, Clare. “Emergency Preparedness and Disaster Response for a Seminary Library: Establishing Collections Priorities.” Catholic Library World 86, no. 3 (March 2016): 164–73.
• Crisis-Management Content in LIS Curricula: Developing a Model for Future Improvement. Alajmi, Bibi M., and Charlene L. Al-Qallaf. “Crisis-Management Content in LIS Curricula: Developing a Model for Future Improvement.” Journal of Library Administration 58, no. 7 (October 2018): 645–73. doi:10.1080/01930826.2018.1514838.
• Building maintenance and emergency preparedness. Ames, Kathryn, and Greg Heid. “Building Maintenance and Emergency Preparedness.” Georgia Library Quarterly 48, no. 1 (Winter 2011): 10–13.
• Don't count on luck, be prepared: Ten lessons learned from the “great flood” at the University of Akron's Science and Technology Library. Calzonetti, Jo Ann, and Victor Fleischer. “Don’t Count on Luck, Be Prepared: Ten Lessons Learned from the ‘Great Flood’ at the University of Akron’s Science and Technology Library.” College & Research Libraries News 72, no. 2 (February 2011): 82–85.
• Investigating Options for Increased Awareness and Use of Disaster Preparedness, Response, and Recovery Resources Among Libraries and Librarians (Part One of a Two-Part Series). Carnes, Sarah. “Investigating Options for Increased Awareness and Use of Disaster Preparedness, Response, and Recovery Resources Among Libraries and Librarians (Part One of a Two-Part Series).” Journal of Hospital Librarianship 18, no. 2 (April 2018): 115–26. doi:10.1080/15323269.2018.1437502.
• Investigating Options for Increased Awareness and Use of Disaster Preparedness, Response, and Recovery Resources Among Libraries and Librarians (Part Two of a Two-Part Series). Carnes, Sarah. “Investigating Options for Increased Awareness and Use of Disaster Preparedness, Response, and Recovery Resources Among Libraries and Librarians (Part Two of a Two-Part Series).” Journal of Hospital Librarianship 18, no. 3 (July 2018): 210–22. doi:10.1080/15323269.2018.1471900.
• Disaster Preparedness and Recovery in Libraries: Bracing for the Worst, Helping the Community Heal. Edwards, Eric A. “Disaster Preparedness and Recovery in Libraries: Bracing for the Worst, Helping the Community Heal.” ILA Reporter 37, no. 1 (February 2019): 38–42.
• The State Library of Louisiana and Public Libraries' Response to Hurricanes: Issues, Strategies, and Lessons. Hamilton, Rebecca. “The State Library of Louisiana and Public Libraries’ Response to Hurricanes: Issues, Strategies, and Lessons.” Public Library Quarterly 30, no. 1 (January 2011): 40–53. doi:10.1080/01616846.2010.525385.
• Weathering the Twitter Storm: Early Uses of Social Media as a Disaster Response Tool for Public Libraries During Hurricane Sandy. Han, Sharon. “Weathering the Twitter Storm: Early Uses of Social Media as a Disaster Response Tool for Public Libraries During Hurricane Sandy.” Information Technology & Libraries 38, no. 2 (June 2019): 37–48. doi:10.6017/ital.v38i2.11018.
• Be Prepared: Writing a Practical Disaster Manual. Holderman, Sharon. “Be Prepared: Writing a Practical Disaster Manual.” Library Leadership & Management 26, no. 1 (March 2012): 1–6.
• Proactive Advocacy: “Emergency Preparedness” for the School Library. Kaaland, Christie. “Proactive Advocacy: ‘Emergency Preparedness’ for the School Library.” School Library Monthly 27, no. 4 (January 2011): 49–51.
• A Perspective on Preservation and Disaster Response Preparedness in Oregon Libraries. Kern, Kristen, and Alex Toth. “A Perspective on Preservation and Disaster Response Preparedness in Oregon Libraries.” OLA Quarterly 17, no. 4 (Winter 2011): 8–12. doi:10.7710/1093-7374.1338.
• Emergency Preparedness in the Legal Librarian Community in the United States: Current Culture and the Need to Expand Collaboration. Lewis, Danielle E. “Emergency Preparedness in the Legal Librarian Community in the United States: Current Culture and the Need to Expand Collaboration.” Legal Reference Services Quarterly 37, no. 3/4 (July 2018): 204–35. doi:10.1080/0270319X.2018.1574164.
• Yes, It Can Happen Here: Disaster Preparedness in Libraries. Miller, Rebecca K. “Yes, It Can Happen Here: Disaster Preparedness in Libraries.” Pennsylvania Library Association Bulletin 71, no. 4 (October 2016): 11–12.
• Libraries and Natural Disasters. Prestamo, Anne M. “Libraries and Natural Disasters.” Journal of Library Administration 58, no. 1 (January 2018): 101–9. doi:10.1080/01930826.2017.1399709.
• Preparing for the end of the world: are you ready for a library disaster? Wessely, Tehani. “Preparing for the End of the World: Are You Ready for a Library Disaster?” Access (10300155) 24, no. 2 (June 2010): 26–29.
• Disaster planning in a health sciences library: a grant-funded approach. Yeh, Felicia, Karen D. McMullen, and Laura T. Kane. “Disaster Planning in a Health Sciences Library: A Grant-Funded Approach.” Journal of the Medical Library Association 98, no. 3 (July 2010): 259–61.
• What Do I Do in an Emergency? The Role of Public Libraries in Providing Information During Times of Crisis. Zach, Lisl. “What Do I Do in an Emergency? The Role of Public Libraries in Providing Information During Times of Crisis.” Science & Technology Libraries 30, no. 4 (September 2011): 404–13. doi:10.1080/0194262X.2011.626341.
• Disaster Preparedness in Academic Libraries: The Case of the Kwame Nkrumah University of Science and Technology Library, Kumasi, Ghana. Ahenkorah-Marfo, Michael, and Edward Mensah Borteye. “Disaster Preparedness in Academic Libraries: The Case of the Kwame Nkrumah University of Science and Technology Library, Kumasi, Ghana.” Library & Archival Security 23, no. 2 (July 2010): 117–36. doi:10.1080/01960075.2010.501417.
• Disaster preparedness of libraries: Insights from polytechnic librarians in Ghana. Ayoung, Azerikatoa D, Christopher S Boatbil, and Frederic N Baada. “Disaster Preparedness of Libraries: Insights from Polytechnic Librarians in Ghana.” Information Development 32, no. 5 (November 2016): 1296–1305. doi:10.1177/0266666915588794.
• Managing disaster preparedness and response for hybrid collections in Australian national and state libraries. Brown, Heather. “Managing Disaster Preparedness and Response for Hybrid Collections in Australian National and State Libraries.” Journal of the Australian Library & Information Association 67, no. 4 (December 2018): 411–33. doi:10.1080/24750158.2018.1539903.
• Do University Libraries in Australia Actively Plan to Protect Special Collections from Disaster? Garnett, Johanna, Paul Arbon, David Howard, and Valerie Ingham. “Do University Libraries in Australia Actively Plan to Protect Special Collections from Disaster?” Journal of the Australian Library & Information Association 67, no. 4 (December 2018): 434–49. doi:10.1080/24750158.2018.1531678.
• Library Disasters in Developing Countries: A Literature Review of Experiences and Way Forward. Idiegbeyan-Ose, Jerome, Roland Izuagbe, Goodluck Ifijeh, Julie Ilogho, Juliana Iwu-James, And Ifeakachuku Osinulu. “Library Disasters in Developing Countries: A Literature Review Of Experiences And Way Forward.” Information World / Bilgi Dunyasi 19, No. 2 (July 2018): 276–96. Doi:10.15612/Bd.2018.687.
• Disaster Management in University Libraries of India and Pakistan. Kaur, Trishanjit. “Disaster Management in University Libraries of India and Pakistan.” Pakistan Journal of Information Management & Libraries 17 (January 2, 2016): 155–61.
• Disaster management approaches for academic libraries: an issue not to be neglected in Greece. Kostagiolas, Petros, Iliana Araka, Roxana Theodorou, and George Bokos. “Disaster Management Approaches for Academic Libraries: An Issue Not to Be Neglected in Greece.” Library Management 32, no. 8/9 (December 2011): 516–30. doi:10.1108/01435121111187888.
• Disaster Management and Preparedness: A Case Study of University Of Jos Library. Nwokedi, Grace I., Paul P. Panle, and Naomi Samuel. “Disaster Management and Preparedness: A Case Study of University of Jos Library.” Library Philosophy & Practice, August 2017, 1–23.
• Disaster Preparedness and Management at the National Archives and the National Library of Namibia. Nyanga, E., C. T. Nengomasha, and C. M. Beukes-Amiss. “Disaster Preparedness and Management at the National Archives and the National Library of Namibia.” African Journal of Library, Archives & Information Science 28, no. 1 (April 2018): 77–91.
• Disaster and Security Preparedness of Libraries in India. Pathak, Sandip. “Disaster and Security Preparedness of Libraries in India.” Library Philosophy & Practice, January 2019, 1–25.
• Disaster Preparedness and Prevention Strategies of university libraries in Nigeria. Patrick, Ijiekhuamhen Osaze, Omosekejimi Ademola Ferdinand, and Rhima Tracy Efe. “Disaster Preparedness and Prevention Strategies of University Libraries in Nigeria.” Library of Progress-Library Science, Information Technology & Computer 40, no. 1 (June 2020): 44.
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