Abstract and Keywords
Natural hazards governance calls upon a diverse array of actors. The focus of most research—and most media coverage—has long been on governmental actors. Indeed, natural hazards governance relies on a complex arrangement of actors connected from the local, state, and national levels. Local organizations are the initial point of contact and face emerging threats. If the event exceeds the capacity of local organizations to respond, the governance system escalates the problem by expanding the participants to include state-level and, eventually, national-level actors. Natural hazards governance seeks to smooth and rationalize this process of escalation and expansion. Recent research has expanded this view to include nongovernmental actors like charitable organizations, religious institutions, and even private business. While charitable organizations have long been part of natural hazards governance, a broader range of charities, religious institutions, and private-sector companies has recently become more important to practice and scholarship. In many ways, the governance of these nongovernmental organizations resembles the structure of the governmental structure with its emphasis on escalation, expansion, and functional differentiation. Given the inclusion of so diverse a group of cooperating organizations, natural hazards governance faces notable challenges of communication, authority, and reliability.
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