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Endorsements for Managing

Emergencies and Crises

In an era when the consequences of our risk society have become

more apparent than ever, the publication of the second edition of
Managing Emergencies and Crises could not be more apropos.
Kapucu, Özerdem, and Sadiq provide a comprehensive discussion of
numerous hazards, emergency management functions and relevant
stakeholders and these well-known authors underscore the
importance of applying indispensable public administration principles
by those involved in the disaster profession. The inclusion of new
chapters on public health and terrorism as well as the central focus
on promoting resilience make this a vital resource for students,
scholars, and professionals alike.
~ David A. McEntire, PhD, SFHEA, Professor, Department of
Emergency Services, Utah Valley University

Managing Emergencies and Crises is a valuable contribution to

understanding the breadth and complexity of the field precisely
because it explains core concepts and issues so clearly and helpfully.
This second edition improves on that foundation with additional
attention to increasingly significant challenges, such as public health
crises and terrorism, and how those hazards and threats can be
addressed more effectively.
~ Dr. Brian J. Gerber, Co-Director, Center for Emergency
Management and Homeland Security, Arizona State University

I congratulate the authors on bringing forward the holistic aspects of

emergencies and crises. The book will serve as a great text and
reference for students and researchers as well practitioners, with
emphasis on a multidisciplinary approach to managing disasters.
With specific disaster and emergency case studies from different
parts of the world, the book presents a very good blend of theory
and practice.
~ Rajib Shaw, PhD, Professor, Graduate School of Media and
Governance, Keio University, Japan

Managing Emergencies and Crises: Global Perspectives,

Second Edition, by Naim Kapucu, Alpaslan Özerdem, and Abdul-
Akeem Sadiq, is one of those volumes that you will keep in your
professional library as a reference book and use as a textbook in
your introductory classes in emergency management. The volume is
organized for semester classes and provides a breadth of coverage
that will provide context and depth for students in their later
coursework. The addition of new information on terrorism and
pandemics is timely given recent events and expands the coverage
of hazards in the first edition.
~ William L. Waugh, Jr., PhD, Professor Emeritus, Georgia State
University and Editor-in-Chief, Journal of Emergency Management

I look forward to using this book in my courses in Preparedness and

Planning and in my special course on Human Condition in Disasters.
This new comprehensive textbook is a crucial addition to the
professional literature, as well as a welcomed contribution to our
recent lessons learned and new areas of interest and emphasis. This
book will be a top-value addition to the profession’s practitioners
(federal, state, tribal, territorial, and local levels, private and
nonprofit sectors), as well as the academic world of professors and
students.
~ Kay Goss, Former FEMA Assistant Director and Founder of the
FEMA Higher Education Program; Graduate Professor at George
Mason University and University of Nevada at Las Vegas

Having lived through a pandemic we can all understand the value of

having educated personnel available to handle future emergencies
and disasters. The new edition of Managing Emergencies and
Crises: Global Perspectives is the textbook needed to support the
development of the next generation of emergency managers. The
addition of chapters on health emergencies and terrorism makes this
book a timely resource for the emergency management student.
~ Frannie Edwards, Director of Master of Public Administration
Program, San Jose State University

This comprehensive book on managing emergencies and crises is

suitable for both the classroom and practitioners. It has been my
first choice for several years in my graduate emergency
management class. It is equally useful to those outside the field who
need an understanding of managing emergences to create resilient
organization, including public, nonprofit, and private sector
managers.
~ John J. Kiefer, PhD, Professor & Director, Master of Public
Administration program, University of New Orleans

Managing Emergencies and Crises offers a very comprehensive

overview of key themes of emergency and crisis management and
illustrates them with cases of major disasters worldwide. This book
is essential reading for students, researchers, and practitioners who
would like to understand emergency and crisis management from
global perspectives.
~ Xiaoli Lu, Associate Director, Center for Crisis Management
Research, School of Public Policy and Management, Tsinghua
 University

This essential text brings an international lens to the question of

how to manage emergencies most effectively. This latest edition
should be widely read by emergency management practitioners,
researchers, and leaders from various organizations involved in crisis
response.
~ Lori Peek, Professor, Department of Sociology and Director of
Natural Hazards Center, University of Colorado Boulder
 Managing
Emergencies
and Crises
Global Perspectives
SECOND EDITION
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Names: Kapucu, Naim, author. | O.zerdem, Alpaslan, author. | Sadiq, Abdul-
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Title: Managing emergencies and crises : global perspectives / Naim Kapucu,
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Description: Second edition. | Burlington, Massachusetts : Jones & Bartlett
Learning, [2023] | Includes bibliographical references and index.
Identifiers: LCCN 2021060788 | ISBN 9781284232042 (paperback)
Subjects: LCSH: Emergency management. | Crisis management. | Disasters |
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ECONOMICS / Leadership
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 Dedicated to

Ayşegul Rose, Emre, Selim, and Yusuf

and
Ayçe Bükülmeyen Özerdem
and
Christina, Kadin, and Hana
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images

Contents

Foreword
Preface
Acknowledgments for the Second Edition
About the Authors
List of Abbreviations and Acronyms
List of Tables
List of Figures

CHAPTER 1 Introduction
REFERENCES

CHAPTER 2 Hazards, Disasters, and Vulnerabilities

CHAPTER OBJECTIVES
INTRODUCTION
HAZARDS AND DISASTERS
PRINCIPAL HAZARDS AND DISASTERS
IMPACTS
VULNERABILITY
ASSESSMENT OF VULNERABILITY AND DISASTER RISK
CONCLUSION
REVIEW QUESTIONS
REFERENCES
CHAPTER 3 Prevention, Mitigation, and Preparedness
CHAPTER OBJECTIVES
INTRODUCTION
PHASES OF EMERGENCY AND CRISIS MANAGEMENT: PREVENTION,
MITIGATION, AND PREPAREDNESS
CASES
EMERGENCY AND CRISIS MANAGEMENT FRAMEWORKS
DISASTER MITIGATION AND COMMUNITY RESILIENCE
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 4 Response and Recovery

CHAPTER OBJECTIVES
INTRODUCTION
DISASTER RESPONSE
DISASTER RECOVERY
MASS FATALITY MANAGEMENT
THE RELIEF-TO-RECONSTRUCTION CONTINUUM
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 5 Risk Perception and Communication

CHAPTER OBJECTIVES
INTRODUCTION
RISK AND RISK ASSESSMENT
RISK PERCEPTION
MANAGING PUBLIC COMPLACENCY
RISK-BASED DECISION-MAKING
EMERGENCY COMMUNICATION
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES
CHAPTER 6 Community Disaster Resilience
CHAPTER OBJECTIVES
INTRODUCTION
RESILIENT COMMUNITIES
CULTURE OF PREPAREDNESS
WHOLE COMMUNITY APPROACH
COORDINATION FOR COMMUNITY RESILIENCE
CAPACITY-BUILDING EFFORTS TO IMPROVE COMMUNITY RESILIENCE
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 7 Emergency and Crisis Management Stakeholders

CHAPTER OBJECTIVES
INTRODUCTION
STAKEHOLDERS
OVERVIEW OF A COORDINATED EMERGENCY AND CRISIS
MANAGEMENT SYSTEM
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 8 Decision-Making in Managing Emergencies and Crises

CHAPTER OBJECTIVES
INTRODUCTION
DECISION-MAKING PROCESS: KEY FACTORS AND POTENTIAL BARRIERS
DECISION-MAKING STYLES
POLITICAL COMPLEXITIES IN DECISION-MAKING
ATTRIBUTES OF AN EFFECTIVE CRISIS DECISION MAKER
ETHICAL CRISIS DECISIONS
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES
CHAPTER 9 Leadership in Managing Emergencies and Crises
CHAPTER OBJECTIVES
INTRODUCTION
EFFECTIVE EMERGENCY AND CRISIS LEADERSHIP
TRUST AND RELATIONSHIP BUILDING
LEADERSHIP DEVELOPMENT
MANAGING ROUTINE AND CATASTROPHIC DISASTERS: ARE THEY
DIFFERENT?
UNDERSTANDING DISASTER POLICY THROUGH PRESIDENTIAL
DISASTER DECLARATIONS
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 10 Building an Effective Emergency Management Organization

CHAPTER OBJECTIVES
INTRODUCTION
INDIVIDUAL OUTCOMES
ORGANIZATIONAL OUTCOMES
COMMUNITY OUTCOMES
CONTINGENCY PLANNING
TRAINING AND EXERCISES
INCIDENT COMMAND SYSTEMS VERSUS HORIZONTAL RELATIONSHIPS
CRISIS MANAGEMENT TEAMS
FINANCING EMERGENCY MANAGEMENT
NATIONAL, REGIONAL, AND INTERNATIONAL STRUCTURES
CASE
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 11 Evaluation and Accountability

CHAPTER OBJECTIVES
INTRODUCTION
PROFESSIONALIZATION AND FEATURES OF EMERGENCY MANAGEMENT
 EMERGENCY MANAGEMENT PROFESSION
PERFORMANCE IN MANAGING EMERGENCIES AND CRISES
EMERGENCY MANAGEMENT STANDARDS AND EVALUATION
ACCOUNTABILITY IN EMERGENCY MANAGEMENT
INTERNATIONAL STANDARDS
ETHICAL ISSUES IN EMERGENCIES AND CRISIS MANAGEMENT
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 12 Public Health Emergencies and Crises

CHAPTER OBJECTIVES
INTRODUCTION
MANAGING PUBLIC HEALTH EMERGENCIES AND CRISES
PLANNING FOR PUBLIC HEALTH EMERGENCIES AND CRISES
CHALLENGES OF MANAGING PUBLIC HEALTH EMERGENCIES AND
CRISES
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 13 Terrorism and Emergency Management

CHAPTER OBJECTIVES
INTRODUCTION
DEFINING TERRORISM
A BRIEF HISTORY OF TERRORISM
CAUSES OF TERRORISM
TERRORISM CLASSIFICATION
CYBERTERRORISM
WEAPONS OF MASS DESTRUCTION (WMDs)
TERRORISTS
ANTI-TERRORISM AND COUNTERTERRORISM STRATEGIES
THE CHEMICAL FACILITY ANTITERRORISM STANDARDS (CFATS)
COORDINATION OF TERRORISM RESPONSE ACTIVITIES
 CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 14 International Actors and Perspectives

CHAPTER OBJECTIVES
INTRODUCTION
INTERNATIONAL EMERGENCY AND CRISIS MANAGEMENT SYSTEMS
INTERNATIONAL ACTORS IN EMERGENCY AND CRISIS MANAGEMENT
NONPROFIT ORGANIZATIONS AND INGOS
NETWORKS OF INTERNATIONAL EMERGENCY AND CRISIS
MANAGEMENT ACTORS
CASES
CONCLUSION
REVIEW QUESTIONS
REFERENCES

CHAPTER 15 Future Directions in Emergency and Crisis Management

CHAPTER OBJECTIVES
INTRODUCTION
EVOLUTION OF EMERGENCY AND CRISIS MANAGEMENT
PUBLIC HEALTH EMERGENCIES AND THE COVID-19 PANDEMIC
COORDINATION CHALLENGE
OPPORTUNITIES
CHALLENGES
CONCLUSION
REVIEW QUESTIONS
REFERENCES
Bibliography
Glossary
Index
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images

Foreword

This is the second edition of an already well-known text, Managing

Emergencies and Crises, published by authors Naim Kapucu and
Alpaslan Özerdem in 2011. This second edition added both the
subtitle Global Perspectives and coauthor Akeem Sadiq to extend the
intellectual reach of the text to a global audience, documenting the
escalating scale, scope, and frequency of emergencies and crises as
the world moved into a new decade of extreme events. During this
past decade, the intensity, interdependence, and escalating costs of
disaster events compelled a reexamination of the basic framework of
emergency management for any country and the urgent need to
reimagine this framework for the next decade, integrating new
concepts, tools, and investments for a more sustainable
management of risk on a global scale.
The fundamental shift in the conceptual grasp of managing
emergencies and crises comes with recognizing the complexity of
disaster operations and the cascading effects of decisions that either
reduce or increase risk. The authors present the challenge of
managing emergencies by outlining the structure of emergency
management as it is practiced not only in the United States but also
in other countries around the world. Virtually every one of the 192
nations that make up the United Nations has some form of disaster
management law, policies, procedures, and practices for responding
to urgent events that disrupt the lives and livelihoods of their
citizens. This acknowledgment of legal responsibility by governments
to protect their citizens from known harm indicates the shift in
recognition of hazards as a public risk that impacts all members of
the community. Yet in a world of rapid social, technical, scientific,
and cultural change, determining what capacities and skills are
needed by governments, at multiple levels, to mitigate risk
conditions and reorder actions, priorities, and investments to protect
their communities from harm is a continuing complex task, relying
on iterative learning and adaptation among a multitude of actors.
The authors accomplish three remarkable but interrelated tasks in
this text, written as an introductory text in emergency and crisis
management. They first lay out the structure of emergency
management as a set of organizational functions, relying on the U.S.
frameworks as a baseline and providing the historical background of
the development of a public emergency management system in the
United States. They extend this structure to explain how other
countries manage the same functions, enriching the discussion to
document the global effort to manage risk. In doing so, the authors
also undergird their argument with a substantive review of research
literature that documents the emergence of an emergency
management system over the 20th century and into the first
decades of the 21st.
Second, the authors illustrate major dilemmas in emergency
management by presenting case studies from disasters across the
world. These case studies show vividly the increasing complexity and
cascading effects of disasters on a global scale. From the 2004
Indian Ocean tsunami to 2005’s Hurricane Katrina in New Orleans to
the 2008 Wenchuan, China, earthquake to the 2010 Haiti earthquake
to the global pandemic of COVID-19 in 2020–2021, the cases
identify the costs and consequences of hazard events interacting
with expanding populations, interdependent infrastructures, and the
rapidity with which risks, not anticipated nor mitigated, can lead to
devastating losses for communities, nations, and regions of the
world.
 Finally, the text is laid out in a teaching-friendly format, with
learning objectives listed at the beginning of each chapter and
questions for discussion at the end. In a format that enhances both
teaching and learning, the text provides a comprehensive profile of
the profession of emergency management for anyone—
undergraduate, graduate, or practicing manager—interested in the
field. At a time when extreme events are increasing and the ensuing
disasters damage the interconnected communication, transportation,
supply chain, and financial services of the world, envisioning a global
emergency response system is essential.
The authors bring their global perspectives gained from extensive
research and teaching in the field of emergency and crisis
management to the production of this text. It is a well-documented,
clearly written contribution to the education of the next generation
of hazards researchers and readiness training for future emergency
managers.
Louise K. Comfort, PhD
Graduate School of Public and International Affairs
University of Pittsburgh
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images

Preface

We have seen substantial interest among scholarly and practitioner

communities globally on emergency and crisis management. The
first edition of the text was used as a reference for scholarly
research and as a textbook for graduate and undergraduate courses
in emergency management, homeland security, and public
administration, among other programs. We also used the text in our
own teaching and received feedback from our students. We received
feedback from our colleagues and friends on the first edition. Our
publisher, Jones & Bartlett Learning, surveyed instructors who used
the text in their courses and received excellent and invaluable
feedback. Based on the feedback we received, we made major
changes in the second edition of Managing Emergencies and Crises.
We kept the core framework of the text and reordered some content
from one chapter to another as appropriate. Most notably, we added
two new chapters: Public Health Emergencies and Crises (Chapter
12) and Terrorism and Emergency Management (Chapter 13). The
major changes in the revised second edition of the text include the
following:

Additional pictures, charts, graphs, images, illustrations,

definitions, and text boxes to ease readability
 Additional lists, bullet points, and example boxes to further keep
the reader engaged in the discussions in the chapters
More section headings and subheadings where appropriate
A new list of additional resources like documentaries, web
sources, video links, and educational products
New review questions at the end of each chapter for critical
thinking and self-reflection
Additional context and administrative and political systems for
the cases
A new list of abbreviations and acronyms
A new bibliography as a compilation of all resources used in the
chapters

All the chapters were revised substantially. We divided the

chapters based on the expertise of each author. Each author led
revisions and others provided secondary and tertiary reviews before
we finalized and copyedited the chapters. Chapters 1, 3, 4, 5, 7, 8,
9, and 15 were revised by Kapucu, and feedback was provided by
Özerdem and Sadiq. Chapters 2, 11, and 14 were revised by
Özerdem, and feedback was provided by Kapucu and Sadiq.
Chapters 6 and 10 were revised by Sadiq, and feedback was
provided by Özerdem and Kapucu. Chapters 12 and 13 were written
by Sadiq with feedback from Kapucu and Özerdem.

How to Read the Text

This text is structured and written in such a way that each chapter
can be read separately, which we think is essential to respond to the
needs of busy professionals and academics. Reading all chapters
consecutively is our recommendation, but if you prefer to go directly
to the topics and issues that are most relevant to you, such a
targeted strategy will still provide a picture of the wider emergency
and crisis management issues covered in other chapters. This
broader scope is essential to provide a level of general
contextualization in each chapter. Although focusing on only certain
areas of the text offers a faster and more effective way of reaching
the information you find most relevant to your circumstances, this
strategy has the inevitable consequence of repetition of some key
issues, processes, and phases between chapters.
Additional instructor support materials are available from the
publisher's website at http://go.jblearning.com/kapucu2

Chapter-by-chapter slides in PowerPoint format

Test bank (quizzes and essays)
Sample syllabus
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images

Acknowledgments for the

Second Edition

We acknowledge the assistance of Rebecca M. Entress, PhD student

in the Public Affairs PhD Program at the School of Public
Administration, who provided excellent research support, edited each
chapter carefully, and created the bibliography for the second edition
of the text. Her effort was supported from Kapucu’s Pegasus
Professor fund from the University of Central Florida (UCF). We
thank the reviewers, colleagues, friends, and students for their
feedback on the first edition of the text. We worked with a wonderful
editorial team at Jones & Bartlett Learning: Sara Bempkins, Sophie
Teague, and Maria L. Maimone. Sara Bempkins provided invaluable
feedback and excellent support and facilitated with other team
members in a timely manner. We appreciate the swift copy editing
process facilitated by Prasad Murty, senior Production Editor with
Straive.
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images

About the Authors

Naim Kapucu, PhD, is Pegasus Professor of Public Administration

and Policy and former Director of the School of Public Administration
at the University of Central Florida (UCF). He is the founding director
of the Center for Public and Nonprofit Management (CPNM) at UCF
(2008–2011). He is also Joint faculty at the School of Politics,
Security, and International Affairs and the Center for Resilient,
Intelligent and Sustainable Energy Systems (RISES). Dr. Kapucu
received the Fulbright Distinguished Chair in Applied Public Policy,
Democratic Resilience award jointly hosted by Flinders University and
Carnegie Mellon University Australia in 2021. Dr. Kapucu is an
elected fellow of National Academy of Public Administration (NAPA).
Dr. Kapucu’s core research interests are network governance and
leadership, decision-making in complex environments, organizational
learning and design, and social inquiry and public policy. Dr. Kapucu
has published widely in areas of public administration, network
governance, and emergency and crisis management. His work has
been published in highly ranked journals such as Public
Administration Review, Public Management Review, Administration &
Society, Journal of Public Administration Theory and Research, The
American Review of Public Administration, and Disasters: The
Journal of Disaster Studies, Policy, and Management, among others.
He teaches network governance, leadership in public service,
network analysis, and methodology courses. Dr. Kapucu served and
currently serves on the editorial board of several journals, including
Public Administration Review. He is also founding associate editor of
the journal of Complexity, Governance, Networks. Prior to joining
UCF, Dr. Kapucu received his PhD in Public and International Affairs
from the Graduate School of Public and International Affairs (GSPIA)
of the University of Pittsburgh, Pennsylvania, in 2003. Prior to that,
he earned a Master of Public Policy and Management degree from
Heinz College’s School of Public Policy and Management, Carnegie
Mellon University, Pittsburgh, Pennsylvania, in 1997. (A longer bio
and current CV are available at https://ccie.ucf.edu/profile/naim-
kapucu/.)

Alpaslan Özerdem, PhD, is Dean of Jimmy and Rosalynn Carter

School for Peace and Conflict Resolution. With 20 years of field
research experience in Afghanistan, Bosnia-Herzegovina, El Salvador,
Kosovo, Lebanon, Liberia, the Philippines, Sierra Leone, the Solomon
Islands, Sri Lanka, and Turkey, he specializes in the politics of
humanitarian interventions, disaster response, conflict prevention,
reintegration of former combatants, and post-conflict state-building.
He has also taken an active role in the initiation and management of
several advisory and applied research projects for a wide range of
national and international organizations such as the United Nations
and international NGOs. Professor Özerdem has published
extensively and, among others, is author of Post-War Recovery:
Disarmament, Demobilisation and Reintegration (I.B. Tauris, 2008);
coauthor of Managing Emergencies and Crises (Jones & Bartlett,
2011); co-editor of Child Soldiers: From Recruitment to Reintegration
(Palgrave Macmillan, 2011); coauthor of Peace in Turkey 2023: The
Question of Human Security and Conflict Transformation (Lexington
Books, 2013); co-editor of Human Security in Turkey (Routledge,
2013); coauthor of Youth in Conflict and Peacebuilding: Mobilization,
Reintegration and Reconciliation (Palgrave, 2015); co-editor of Local
Ownership in International Peacebuilding (Routledge, 2015);
coauthor of Peacebuilding: An Introduction (Routledge, 2015), co-
editor of Conflict Transformation and the Palestinians: The Dynamics
of Peace and Justice under Occupation (Routledge, 2017); co-editor
of Routledge Handbook of Turkish Politics (Routledge, 2019); co-
editor of Comparing Peace Processes (Routledge, 2019); co-editor of
Routledge Handbook of Peace, Security and Development
(Routledge, 2020); and co-editor of Routledge Handbook of Conflict
Response and Leadership in Africa (Routledge, 2021).

Abdul-Akeem Sadiq, PhD, is an Associate Professor in the School

of Public Administration at the University of Central Florida (UCF). He
received his joint PhD in Public Policy from Georgia State University
and Georgia Institute of Technology in 2009. In 2010, Dr. Sadiq,
along with two other researchers, conducted a National Science
Foundation (NSF)–funded study in Haiti to understand mass fatality
management–related issues following the 2010 earthquake. In 2014,
Dr. Sadiq was awarded the NSF Enabling the Next Generation of
Hazards and Disasters Researchers Fellowship. And in 2016, Dr.
Sadiq (Principal Investigator) and another researcher were awarded
an NSF grant to study community resilience to floods. In 2019, he
also received a supplemental grant from the NSF. Dr. Sadiq’s
research focuses on organizational disaster preparedness and
mitigation, risk perceptions of human-made and natural hazards,
community resilience to floods, and collaborative governance. He
has published over 40 peer-reviewed articles and several book
chapters. His publications have been featured in several top journals
including Ecological Economics, Risk Analysis, Public Administration
Review, Nonprofit Voluntary Sector Quarterly, and Natural Hazards.
His teaching interests include Public Administration, Emergency
Management, Homeland Security, Public Policy, and Terrorism. Dr.
Sadiq is the past President of American Society for Public
Administration (ASPA) Central Florida Chapter, a member of the
editorial board of Public Administration Review, a member of the
advisory board for Journal of Emergency Management, and the
director of Master of Public Administration and Master of Public
Policy at the School of Public Administration (UCF). Dr. Sadiq has
been a board member of ASPA Section on Emergency and Crisis
Management (SECM) since 2014. As a board member, Dr. Sadiq
chaired the Dissertation Award Committee for two years and is
currently the chair for the Conference Tour Committee. The
Conference Tour Committee has organized fun, exciting, and
information-based tours to places like the CDC, FEMA HQ, Sea-Tac
airport, and the State of Colorado’s Emergency Operations Center. In
2021, Dr. Sadiq was elected the chair of SECM.
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images

List of Abbreviations and

Acronyms

A2C Authority-to-Citizen
AEM Associate Emergency Managers
AHEPP Association of Healthcare Emergency Preparedness Professionals
AI Authorization Inspection
AJEM Australian Journal of Emergency Management
ANSI American National Standards Institute
ARC American Red Cross
ASEAN Association of Southeast Asian Nations
ASP Alternative Security Plan
BERT Business Emergency Response Teams
BMKG Indonesia Agency for Meteorology and Climatology Geophysics
BOC Business Operations Centers
BRIC Building Resilient Infrastructure and Communities
C2C Citizen-to-Citizen
C2ES Center for Climate and Energy Solutions
CA Civil Affairs
CAO Chief Administrative Officer
CCA Civil Contingencies Act
CCC Civil Contingencies Committee
CCS Civil Contingencies Secretariat
CDC Centers for Disease Control and Prevention
CDEMA Caribbean Disaster Emergency Management Agency
CDSCHQ Central Disaster and Safety Countermeasures Headquarters
CEM Certified Emergency Manager
CEMP Comprehensive Emergency Management Plan
CEPREDENAC Central American Integration System’s Coordination Center for
Natural Disaster Prevention in Central America
CERF United Nations Central Emergency Response Fund
CERT Community Emergency Response Team
CFATS Chemical Facility Anti-Terrorism Standards
COADs Community Organizations Active in Disasters
COBR Cabinet Office Briefing Room
COI Chemicals of Interest
CRED Centre for Research on the Epidemiology of Disasters
CRS Community Rating System
CSC Crisis Standard of Care
CST Chatrapati Shivaji Terminus
CTITF Counter-Terrorism Implementation Task Force
CVAT Community Vulnerability Assessment Tool
CWMAT Countering Weapons of Mass Destruction
DDMA District Disaster Management Authorities
DEFRA Department for Environment, Food, and Rural Areas
DERA International Association for Disaster Preparedness and Response
DHS Department of Homeland Security
DIS Defense Intelligence Staff
DOT Department of Transportation
DRC Disaster Research Center
DSS Decision Making Support Systems
EAD Economic Affairs Division
ECHO European Commission’s Humanitarian Aid Office
ECOSOC Economic and Social Council
EERI Earthquake Engineering Research Institute
EIIP Emergency Information Infrastructure Partnership
EMAC Emergency Management Assistance Compact
EMAP Emergency Management Accreditation Program
EMI Emergency Management Institute
EMONs Emergency Multiorganizational Networks
EMS Emergency Medical Services
EOCs Emergency Operation Centers
EOPs Emergency Operations Plans
ERON Emergency Response Organization Network
ESFs Emergency Support Functions
EU European Union
EVD Ebola Virus Disease
FAM Free Aceh Movement
FAO Food and Agriculture Organization
FBI U.S. Federal Bureau of Investigations
FCO British Foreign and Commonwealth Office
FDA Food and Drug Administration
FEMA Federal Emergency Management Agency
FEPA Florida Emergency Preparedness Association
FPL Florida Power and Light
FRG Flood Recovery Grant
FRP Federal Response Plan
FTO Foreign Terrorist Organization
GAO Government Accountability Office
GEMA Georgia Emergency Management Agency
GIS Geographical Information Systems
GOARN Global Outbreak Alert and Response Network
GPS Global Positioning System
HAZUS-MH Hazards U.S. Multi-Hazard
HCM Health Crisis Manager
HHS Department of Health and Human Services
HPT Human Performance Technology
HRCS Haitian Red Cross Society
HVA Hazard/Vulnerability Assessment
IAEM International Association of Emergency Managers
IBHS Institute for Business and Home Safety
ICDRM The George Washington University Institute for Crisis, Disaster and
Risk Management
ICRC International Committee of the Red Cross
ICMA International City County Management Association
ICS Incident Command System
ICT Information Communication Technologies
ICT DR Information and Communications Technologies and Services
Necessary for Disaster Recovery
ICVA International Council of Voluntary Agencies
IDP Internally Displaced Persons
IFRC International Federation of Red Cross and Red Crescent Societies
IHE Interagency Health and Nutrition
INGOs International Nongovernmental Organizations
IOM U.S. Institute of Medicine
IPCC Intergovernmental Panel on Climate Change
ISIS Islamic State of Iraq and Syria
ISO International Organization for Standardization
IT Information Technology
JFO Joint Field Office
JICA Japan International Cooperation Agency
JTAC Joint Terrorism Analysis Centre
JTTF Joint Terrorism Task Forces
KAT Katrina Aid Today
KCDC Korea Centers for Disease Control & Prevention
KSA Knowledge, Skills, and Abilities
LBRCF London Bombings Relief Charitable Fund
LDRM Local Disaster Recovery Manager
LEMA Local Emergency Management Agency
LEMCs Local Emergency Management Committees
LET Lashkar e Tayyiba
LGD Lead Government Department
LRFs Local Resilience Forums
MACS Multiagency Coordination System
MANET Mobile Ad Hoc Network
MENA Middle East and North Africa
MERS Middle East Respiratory Syndrome
MES Russian Ministry of Emergency Situations
MIS Monitoring and Information Centre
MMRS Metropolitan Medical Response System
MOE Ministry of Environment
MPS Metropolitan Police Services
NASPAA Network of Schools of Public Policy, Affairs, and Administration
NATO North Atlantic Treaty Organization
NCP National Contingency Plan
NDM Naturalistic Decision-Making
NDMA National Disaster Management Authority
NDRF National Disaster Recovery Framework
NEMA National Emergency Management Association
NERGs Non-Established Relief Groups
NFIP National Flood Insurance Program
NFPA National Fire Protection Association
NGOs Nongovernmental Organizations
NIBS National Institute of Building Sciences
NIC National Integration Center
NIMS National Incident Management System
NMF National Mitigation Framework
NOAA National Oceanic and Atmospheric Administration
NORTHCOM Northern Command
NPF National Prevention Framework
NPS National Preparedness System
NRC National Research Council
NRF National Response Framework
NRP National Response Plan
NSF National Science Foundation
NVOAD National Voluntary Organizations Active in Disaster
OCSI Orbital Cyclone Strike Index
OFDA Office of Foreign Disaster Assistance
OPA Oil Pollution Act of 1990
OSLTF Oil Spill Liability Trust Fund
PAP Paired Assistance Programs
PARs Protective Action Recommendations
PATH Port Authority of New York and New Jersey
PDM Pre-Disaster Mitigation Programs
PDMA Provincial Disaster Management Authorities
PERI Public Entity Risk Institute
PHEP Public Health Emergency Preparedness
PILOT Payments In Lieu of Taxes
PKEMRA Post-Katrina Emergency Management Reform Act
PMCMC Prime Ministry Crisis Management Center
PPE Personal Protection Equipment
PSWN Public Safety Wireless Network Program
PTSD Post-Traumatic Stress Disorder
RBPS Risk-Based Performance Standards
RMEFs Regional Media Emergency Forums
RRFs Regional Resilience Forums
RS Remote Sensing
RSF Recovery Support Function
RSO Regional Surveillance Officers
SAGE Science Advisory Group for Emergencies
SARS Severe Acute Respiratory Syndrome
SBA Small Business Administration
SCG Strategic Coordination Group
SDGs Sustainable Development Goals
SDRC State Disaster Recovery Coordinator
SFHA Special Flood Hazard Area
SOPs Standard Operation Procedures
SSP Site Security Plan
STAC Science and Technical Advisory Committee
STQ Screening Threshold Quantity
SVA Security Vulnerability Assessment
SVEAI Social Vulnerability for Evacuation Assistance Index
TDRC Tribal Disaster Recovery Coordinator
TDG Tactical Decision Games
THW German Federal Agency for Technical Relief
TSA U.S. Transportation Security Administration
UN United Nations
UASI Urban Areas Security Initiative
UCLG United Cities and Local Governments
UMCOR United Methodist Committee of Relief
UNCT United Nation Country Team
UNCTT United Nations Counter-Terrorism Centre
UNDAC United Nations Disaster Assessment and Coordination
UNMDT United Nations Disaster Management Team
UNDRR United Nations Office for Disaster Risk Reduction
UNICEF UN Children’s Fund
UN ISDR United Nations International Strategy for Disaster Reduction
UNOCHA UN Office for the Coordination of Humanitarian Affairs
UNOCT United Nations Office of Counter-Terrorism
USAID U.S. Agency for International Development
USGS U.S. Geological Survey
VBIED Vehicle-Borne Improvised Explosive Device
VOADs Voluntary Organizations Active in Disasters
VOLOGs Volunteer Organizations
WASH Water, Sanitation, and Hygiene
WFP World Food Programme
WHO World Health Organization
WMD Weapons of Mass Destruction
WTC World Trade Center
WUI Wildland–Urban Interface
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images

List of Tables

Table Twenty Most Destructive Earthquakes from 1906 to 2012

2.1
Table Categories of Hurricanes
2.2
Table Mission Areas and Core Capabilities
3.1
Table Impact of Marmara Earthquake: Summary Indicators
4.1
Table Estimated Compensation for Death and Disability (in trillion Turkish Lira)
4.2
Table Frequency Distribution of Organizations and Tsunami Response System,
4.3 Indonesia
Table Total Flooding Costs to Local Authorities
4.4
Table Emergency Information Management Process
5.1
Table Frequency Distribution of Organizations in Response to and Recovery
7.1 from the July 7, 2005, Bombings
Table Decision-Making in Normal Times and Complex Environments of
8.1 Emergencies and Crises
Table Characteristics for Effective Emergency Management Organizational
10.1 Structure
Table Number of Laboratory-Confirmed MERS Cases Reported by Countries, by
12.1 Year, since 2012 (data as of June 30, 2018)
Table Definitions of Terrorism
13.1
Table Estimated Death and Destruction as a Result of the Sichuan Earthquake in
14.1 China, May 2008
Table Estimated Death and Destruction as a Result of the Jiuzhaigou
14.2 Earthquake in China, August 2017
Table Journals with Emergency and Crisis Management Focus
15.1
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images

List of Figures

Figure Taxonomy of emergencies

1.1
Figure Crises and disasters
1.2
Figure Whole community, governance, and community resilience
1.3
Figure Hurricane
2.1
Figure Volcanic eruption
2.2
Figure Organizational networks in the NDRF
4.1
Figure RSF coordinating structure
4.2
Figure Collapsed buildings in Marmara Earthquake
4.3
Figure The floods of 2007 caused significant damage to infrastructure
4.4
Figure Stakeholders of local flood and drainage
4.5
Figure Map of Hurricane Irma
4.6
Figure Crisis management: strategic considerations
5.1
Figure Crisis classification matrix
5.2
Figure Early warning systems
5.3
Figure Queensland floods, 2011
5.4
Figure Hurricane Sandy
5.5
Figure Adaptive Resilience Framework
6.1
Figure Impact zone of Kobe earthquake
6.2
Figure The earthquake damaged infrastructure significantly
6.3
Figure Eighty to ninety percent of the buildings near the epicenter of the Gujarat
6.4 earthquake were destroyed
Figure Union Beach, New Jersey, USA - November 18, 2012: The remains of a
6.5 home in Union Beach, NJ shattered by Hurricane Sandy stands near the
shore surrounded by debris and personal belongings
Figure Flooded street in Lindenhurst, New York
6.6
Figure Hurricane Sandy victims queueing up to apply for FEMA’s recovery
6.7 assistance on New York’s Coney Island
Figure Map of NVOADs and other NGOs in response to September 11 terrorist
7.1 attacks
Figure Network coordination during emergencies and crises
7.2
Figure Interagency command in the United Kingdom: National level
7.3
Figure Interagency command: Regional coordination
7.4
Figure Actors involved in response and recovery activities, July 7 Bombings, May
7.5 1–August 24, 2005
Figure July 7 bombings response network
7.6
Figure The EMAC network maps for Hurricane Katrina response in Mississippi
7.7
Figure The 9/11 response network
8.1
Figure COVID-19 cases among select countries from March 2020 to March 2021
8.2
Figure President Trump’s visit to impacted communities
9.1
Figure A full-scale exercise at Orlando International Airport, Florida
10.1
Figure An emergency operations center (EOC)
10.2
Figure Orlando airport relief center for Hurricane Maria evacuees
10.3
Figure Network governance structures
11.1
Figure COVID-19 and food insecurity
11.2
Figure Response and recovery management framework
12.1
Figure MERS-CoV
12.2
Figure Cumulative number of Ebola cases in Guinea, Sierra Leone, and Liberia as
12.3 of March 27, 2016
Figure CFATS process steps
13.1
Figure Damage from the Madrid train bombings
13.2
Figure Damage from terrorist attacks in BritainFigure 13.4A scene from the
13.3 Boston Marathon bombing
Figure Holes made by law enforcement officers to gain access to the building
13.5 during the standoff with the terrorist
Figure Newly installed bollards on London Bridge after the June 3, 2017, terrorist
13.6 attacks
Figure Capacity for collaborative governance in international disaster relief
14.1
Figure UN appeal funding per person 10 days into the disaster
14.2
© Juan Sebastian Cuellar Rodriguez/EyeEm/Getty Images
 CHAPTER 1
Introduction
*The figure is used by permission from the publisher and authors.
A wide range of natural hazards of both sudden onset (earthquakes,
tornadoes, tsunamis, and floods) and slow onset (global climate
change, environmental degradation, and deforestation) as well as
health disasters (such as the COVID-19 pandemic) continue to pose
a major risk to the lives and livelihoods of large populations around
the world. Coupled with human-made disasters that are caused
by technological failures (industrial accidents, spillages, explosions,
and fires), the new security phenomenon of the post–September 11,
2001, context has extended the scope of emergencies, such as those
based on violence (terrorism, insurgency, and civil unrest).
Consequently, the scale, frequency, and intensity of crises faced by
the world have dramatically increased over the past decade, and
there is a critical need for a careful stock-taking on disaster-
management knowledge. With this purpose in mind, the aim of this
book is to present the experience of emergency management from a
global perspective by focusing on the emergency response systems,
processes, and actors primarily in the context of the United States,
with additional examples from across the world.
In the face of these geological, climatic, environmental, health,
and security hazards, policy makers and practitioners on both sides
of the Atlantic need to revisit the understanding of hazard,
vulnerability, risk, and disaster management. Owing to its collateral
and indirect effects, a seemingly rapid-onset disaster can easily turn
into a protracted emergency situation, as disasters can exacerbate
the physical, sociopolitical, economic, and environmental
vulnerabilities of societies, making them prone to other types of
hazards and cascading effects of disasters and crises. For example,
an earthquake may propagate other hazards, some of which may
occur immediately (such as a tsunami) and others that will arise over
the medium to long term (e.g., landslides and political unrest). If
disaster mitigation, prevention, preparedness, response, and
recovery are undertaken in an ad hoc and inappropriate way, it can
do more harm than good. Consequently, populations could be
trapped in highly vulnerable living conditions. This text approaches
the subject from a “social” rather than a “natural” phenomenon
perception, putting the main emphasis on the “vulnerability” aspect
of disasters instead of concentrating on “hazards” as the term is
conventionally applied. Consequently, the exploration of institutional,
sociocultural, and political characteristics of responding to
emergencies and crises more effectively forms the main thrust of
discussions in this text. In addition to traditional emergency and
crisis management, such as command and control systems, this text
introduces the relatively new concept of network governance and its
applications to managing emergencies and crises. The major
premise of network governance within complex environments of
emergencies and crises is the focus on collective decision-making
and effective stakeholder engagement and collaboration. Recent
large-scale disasters are a constant reminder that it is crucial for
emergency managers and public leaders to understand
interorganizational coordination and to govern complex relations
among government agencies at all levels and among organizations
from all sectors. The horizontal network perspective within the
emergency and crisis management context provides opportunities
to examine multiple types of relations among these actors, their
capacities, and their roles and responsibilities for effective response
and recovery. The effectiveness of response and recovery heavily
depends on the success during mitigation, prevention, and
preparedness stages. Network perspectives are used as framework
and analytic tools in managing natural and human-made disasters
and cross-sector collaboration for building community resilience
(Kapucu & Hu, 2020). Network science constitutes a field of
substantial interest and importance to democratic societies that are
seeking to solve complex public problems with innovative means at a
reasonable cost.
 NETWORK GOVERNANCE: when organizations contribute to
collective decision-making and effective stakeholder engagement
and collaboration together.

Before understanding emergency, crisis, or disaster management,

we must define emergency, crisis, and disaster. The Center for
Diseases Control and Prevention (CDC) (2002) takes a different
perspective and considers size in determining “what do emergencies,
disasters, and crises have in common? Simply, that something bad
has happened or is happening. When something bad and/or
unexpected happens, it may be called an emergency, a disaster, or a
crisis depending on the magnitude of the event and the current
phase of the event” (p. 6). Drabek (1996) defines emergency as “an
unexpected event which places life and/or property in danger and
requires an immediate response through the use of routine
community resources and procedures. Examples would be a multi-
automobile wreck, especially involving injury or death, and a fire
caused by lightning strike which spreads to other buildings” (p. 3).
Emergencies can be handled with local resources without involving
higher levels of government or large networks of stakeholders. Both
the United Nations (UN) (2004) and National Fire Protection
Association (NFPA) (2007) address the sudden, unforeseen, and
unexpected nature of emergencies and highlight immediate remedial
action and measures to reduce their adverse impact and
consequences. The Stafford Act (Federal Emergency Management
Agency [FEMA], 2007a) highlights the involvement procedure of
different levels of government in response and defines emergencies
as “any occasion or instance for which, in the determination of the
President, Federal assistance is needed to supplement State and
local efforts to save lives and to protect property and public health
and safety, or to lessen or avert the threat of a catastrophe in any
part of the United States” (p. 14).
Drabek (1996) defines “disaster” as “an event in which a
community undergoes severe danger and incurs, or is threatened to
incur, such losses to persons and/or property that the resources
available within the community are exceeded. In disasters, resources
from beyond the local jurisdiction, that is State or Federal level, are
required to meet the disaster demands” (pp. 2–4).
It is critical to differentiate a disaster from an accident or a small
emergency for involved organizations from different sectors in a
community. Disasters require involvement of several organizations
from different sectors including nonprofit, private, and public.
Involvement of large number of organizations requires substantial
coordination efforts by emergency and crisis managers. Accidents or
small emergencies require following routine standard operations
procedures and are usually dealt with by a small number of
organizations such as first responders. Disasters cause damage in
multiple areas in a community accidents and small emergencies are
usually localized in their impacts (Dynes, 199).
A large-scale disaster is concentrated in time and space, in which
a society or one of its subdivisions undergoes physical harm and
social disruption, such that all or some essential functions of the
society or subdivision are impaired (Kreps, 1995, p. 256). The
National Science and Technology Council (2005) emphasizes
potential “serious disruption of the functioning of a community or a
society causing widespread human, material, economic or
environmental losses which exceed the ability of the affected
community or society to cope using its own resources” (p. 17).
The taxonomy of emergencies is included in Figure 1.1. The
taxonomy, developed by an interdisciplinary city and metropolitan
area resilience initiative, divides emergencies into three categories:
routine emergencies (such as fires or accidents), nonroutine
emergencies (such as acts of terrorism and hurricanes), and
complex emergencies (such as global climate emergency and global
health emergency). The complexity and size of an emergency
demand a different capacity of response system and increase the
level of stakeholder involvement.
 Figure 1.1 Taxonomy of emergencies
Reproduced from Rode, P., & Flynn, R. (2020). Towards a concept and framework
for governing complex emergencies. Emergency Governance Initiative, Policy Brief
#2. https://city2city.network/towards-concept-and-framework-governing-complex-
emergencies
Description

Within the broader context of emergencies and crises, extreme

events and catastrophes need brief clarification. Extreme events are
dynamic, complex occurrences that threaten the functioning of an
entire system. The September 11, 2001, terrorist attack in the
United States is an example of an extreme event. Similar to extreme
events, catastrophes impact the larger community and require a
large-scale response and coordination of collective efforts at all
levels of government. During catastrophes, such as Hurricane
Katrina in 2005 in the United States, “tens-or-hundreds of thousands
of lives are immediately at risk, state and local resources may well
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Title: Laivan kannella

2-näytöksinen laulunäytelmä

Author: Pasi Jääskeläinen

Release date: January 14, 2024 [eBook #72711]

Language: Finnish

Original publication: Porvoo/Helsinki: WSOY/Kust.Oy Kirja, 1950

Credits: Tapio Riikonen

*** START OF THE PROJECT GUTENBERG EBOOK LAIVAN

KANNELLA ***
LAIVAN KANNELLA

Kaksinäytöksinen laulunäytelmä

Kirj.

PASI JÄÄSKELÄINEN

Porvoossa, Werner Söderström Osakeyhtiö, 1923.

HENKILÖT:

PUOSU |
SOINI |
KINNARI | matruuseja.
MIKKONEN |
MATTI |
JAAKOPSONN |
ARVI, jungmanni.
KOKKI.
NAPPULA, laivapoika.
KERTTU KESÄNEN |
ANNI, EMMA ja VIISU | kaupungin tyttöjä.
JAAKOPSONSKA.

NÄYTTÄMÖ:

Laivan etukansi; laiva on ikäänkuin katkaistu» keula päin yleisöä,

perällä kannen levyinen kansikajuutta (»skanssi»), ovet molemmilla
sivuilla (tarkoittaen, että niistä päästään laivan perälle sekä
skanssiin); kajuutan takaa näkyy vähän keulamastoa sekä purjeen
alareunaa. Kannella molemmin puolin ovat pienet
pelastusvälinekirstut sekä köysikimppuja y.m.s. Kajuutan takaa
näkyvät myös laidoista mastoon menevät köysiportaiden juuret, jotka
katoavat purjeen taakse. Muuten ilmakulissit ja ilmatausta. Missä
sopii, voi etukannella »rampissa» olla nostoluukku, mistä mennään
keularuumaan.
ENSIMMÄINEN NÄYTÖS

(On pimeän hämärää, joka vähitellen valkenee aamuruskoksi ja

päiväksi.
Arvi seisoo nojaten laivan laitaan, Soini istuu köysikimpulla.)

Laulu n:o 1.

ARVI (Laulaa.)

Merimies se laivallansa seilailee, on tuntematon taival, jota

kulkee; hän kotimaata mielessänsä muistelee ja povehensa
surumielen sulkee.

On usein hällä kotimökki mielessä,

sekä muistossansa äitikin hellä.
Ja kaipauksen kyynel vierii silmästä,
jos armas kulta siellä lienee kellä.

Vaan silloin emme näitä jouda muistelemaan,

kun myrskytuuli aavalla se pauhaa.
Me vastaan sitä ankarasti taistelemaan
nyt käymme ilman lepoa ja rauhaa.
 Vaan tyyntyyhän se myrskytuuli vihdoinkin, ja valkeneepi
kansikin taivaan. Nyt armahasti sinipinta taasenkin se
tuudittaapi meripojan laivaa.

Kertosäe (Duetossa.) Niin merelläkin vain on ihanaa,

kun sinipinta tuudittaapi laivaa.

Kun hämärtyy ja päivä mailleen ennättäy ja iltatähti

kaukana kiiltää, niin vahtimies se keulassa haavemielin käy,
hänen sielussansa kaukomaat ne siintää.

Kertosäe. Niin merelläkin vain on kaihoisaa, kun

iltatähti kaukana kiiltää.

Niin vieno tuuli hiljaa laivaa tuudittaa, sekä lipisevät

laineiden harjat. Ja meripojat kojussansa uinuaa, unta nähden
armaistansa.

Kertosäe. Niin merelläkin vain on rauhaisaa, kun

lipisevät laineiden harjat.

(Lyhyt väliaika.)

SOINI (Huokaisee.)

Kaunis laulu, mistähän lienee kotoisin?

ARVI

Siellä kotipuolessa minä olen sen kuullut.

SOINI
 Se on hyvin kaunis.

ARVI

On.

SOINI

Lienee merimiehen tekemäkin?

ARVI

Kenenkäpä se muunkaan — — — onko — sinulla milloinkaan koti-

ikävää, kun olet merellä?

SOINI

Taitaahan tuo joskus olla —, vaan mitä se merimies siitä — eihän

se semmoisesta saa välittää —; eikä se kovin kauan vaivaa.

ARVI

Kyllä minulla oli ensin niin sanomaton koti-ikävä — ja nyt taas, kun
muistelen kotipuolta — vaikka mieluista se oli olevinaan merelle
lähtökin.

SOINI

Kyllä se ikävä haihtuu ja sinähän olet hyvä merimiehen alku!

Tuskinpa maltat mereltä pois pysyä, kun kerran pääset alkuun.

ARVI
 Saattaa olla, vaan en minä siellä kotona arvannut kotipuolta niin
hyväksi; vasta täällä tunnen, että niin kaunistakaan ei ole missään,
tuskin taivaassa.

SOINI

Kyllähän se siltä alussa tuntuu, mutta mieli kovettuu vähitellen.

ARVI

Ja miten saattaa unohtaa äitinsä, joka aina ikävöipi.

SOINI

Tokko tuo kokonaan unohtunee, vaikka siltä tuntuu, kun miesten

puheita kuuntelee.

ARVI

Jos lie — sanovat sinulta jääneen tyttö-ihmisenkin sinne

kotipuoleen suremaan — vai ilmanko ne?

SOINI

Onhan siellä —

ARVI

Mutta häntä sinulla on varmaankin ikävä?… Onko hän korea ja

sievä?

SOINI
 On!

ARVI

Ja pitää sinusta?

SOINI (Nyökäyttää päätään.)

ARVI

No sitten sinulla on varmasti häntä ikävä, kun hän on sieväkin,

vaikka et sano.

SOINI

Miten niin?

ARVI

Minulla ainakin olisi ikävä, jos olisi semmoinen.

SOINI

Eikö sinulla sitten ole?

ARVI (Huokaa surkeasti.)

Ei… ei vielä, mutta minusta tuntuu siltä, että minä pian saan.

SOINI

Niinkö tuntuu… no kyllä sinä sitten pian saat, kun se alkaa

semmoiselta tuntua.
 ARVI (Iloisemmin.)

Minä ostin jo sitä varten Espanjasta silkinkin ja vähän muuta,

mutta älä sano kellekään; ne kiusaavat ja irvistelevät minulle.

SOINI (Naurahtaa.)

Mitäpä minä siitä…

ARVI

Päivä valkenee. — Kylläpä on kaunis taivaan ranta.

SOINI

Niin, kaunista se on merelläkin.

ARVI

Eikä ole seiniä edessä.

SOINI

Ei seiniä eikä mäkiä, yhtä aavaa vain.

Laulu n:o 2. Duetto. SOINI ja ARVI.

On merellä suurella ihanaa

ja mieli se riemua uhkuu,
kun vaahtohon välkkyvä aalto saa
sekä tuulet ne purjeissa puhkuu.
Sen ties
merimies,
 jolle on kotilies
meri aava ja aaltoavainen.

Sävel ihanan meren sen sielussa soi

vielä vanhoilla päivillä varmaan.
Sepä kiehtoo veren ja hurmata voi
kuin muisto tuon lemmityn armaan.
Sen ties
merimies,
jolle on kotilies
meri aava ja aaltoavainen.

(Laulun jälkeen kuuluu muutamia kellon lyöntejä. Jaakopsonni ja

Mikkonen tulevat. J. istuu jotakin köyttä »pleissaamaan».)

MIKKONEN

No marssikaa kojuunne! Juutastako siinä ulisette.

SOINI

Enkä mene! Ryysyjäni rupean pesemään.

(Nostaa ämpärillä merestä vettä ja rupeaa pesuhommiin.)

ARVI

Eipä tässä unta kaipaa näin kauniina aamuna.

MIKKONEN
 Kauniina aamuna! Kyllä niitä on merimiehelle kauniita jos rumiakin
aamuja, lempo heitä laskekoon. Mutta kun ollaan ensi matkan poika
ja semmoista akkamaista lajia, kuten tämä Arvikin, niin taivastellaan
kuin hyvätkin neitoset. Kaunis aamu! Pthyi helvetti!

SOINI

No, ero se on kauniilla ja rumalla ilmalla sinullekin, Mikkonen.

MIKKONEN

En minä heitä muistele, kun pääsen maihin ja saan pääni täyteen.

Silloin silenevät huonot ja hyvät ilmat hiiteen mielestäni.

(Rupeaa valmistelemaan jotakin maalia, jota hämmentelee

kaataen astiaan milloin öljyä milloin maalijauhoa.)

SOINI

Tottakai sitä muistelet, kun ajat mäkeen ja henkikulta sattuu

olemaan vaarassa?

MIKKONEN

En sitäkään.

SOINI

Mitä se Jaakopsonni tähän arvelee?

JAÄKOPSONNI (Sylkäisee.)
 KINNARI (On tullut keskustelun aikana saapuville joku työkalu
kädessä.)

Kyllä minä ainakin muistan joka kerran, kun on tehty haaksirikko.

MIKKONEN

Mitä kun sinä, — muistat kai paljon useammankin kuin mitä olet
nähnyt.

KINNARI

Siitä on jo kolmekymmentä vuotta, kun oltiin näillä paikoin, vaikka

vähän likempänä rantoja. Oli puhaltanut kolme päivää oikein tiukka
koillinen, ja pumput toimivat alituisesti. Kiinni tuuleen sitä koetettiin
mennä, mutta kun koillinen yhä vain paransi ja paransi…

MIKKONEN

Kyllä sinun koillis-juttusi tunnetaan.

KINNARI

Niin ukon piti jo peräytyä ja kääntää perä tuuleen.

MIKKONEN

Käännä sinäkin peräsi tuuleen ja mene töihisi.

KINNARI
 Mutta juuri kääntäessä kallistui laiva tavattomasti ja riki romahti yli
laidan. Olin juuri viimeistä märssyä kiinnitekemässä, kun menin rikin
mukana suin päin mereen kuin palavaan koskeen.

ARVI

Entä sitten?

KINNARI

Körötin kiinni raakapuussa ja koetin saada taskustupakkaa

suuhuni, ennenkuin se likoaisi peräti.

MIKKONEN

Eikö ollut ryyppyä ja voileipää!

KINNARI

Sain kun sainkin siinä tupakkapurun poskeeni ja sonnustelin

vähitellen nuoralla itseni mastoon kiinni…

MIKKONEN

Tietysti maston alapuolelle.

KINNARI

Kun laivassa hakkasivat köydet poikki, lähdin minä mastollani

etukynnessä mennä kellittelemään rantaan päin eikä laivan rumilas
jaksanutkaan seurata.
ARVI

Entä sitten?

KINNARI

No, tuulikin siitä vähitellen tyyntyi ja minä tulin kuin tulinkin maihin
mastollani, vaikka olinkin tiedotonna. Kun siitä heräsin ja virkosin,
olin sängyssä ja muuan nainen kaatoi juuri viinaa kurkkuuni.

MIKKONEN

Olisit kai vironnut, vaikka olisit tyhjää pulloakin haistattanut.

(Nauraa.)

KINNARI

Kun minä häntä kiittelin englannin kielellä, sanoi hän vain: Ui ui ui.
Ymmärsin, että hän tarkoitti minut uimasta pelastaneensa ja sanoin:
Uinhan minä, uin uin, ja hän taas: Ui, ui.

MIKKONEN

Sepä nyt uikuttamista on ollut.

KINNARI

Kun se vielä viittoili olevansa leski-ihminen, niin minä rupesin sitä

lähentelemään ja taas se sanoi: Ui ui. Arvelin, että uidaan vain ja niin
jäin mökkiin isännöimään.

SOINI
 Pianpas se kävi.

KINNARI

Minä olin silloin komea mies. Nainen kiitti, kun sai minut.

ARVI

No siihenkö se juttu loppui?

KINNARI

Kun siinä taas aamu valkeni, näin ikkunasta, että laivakin oli jo
ehtinyt rantakarikolle ja miehistöä pelastettiin maihin. — Enimmän
osan he saivatkin pelastetuksi. — Minäkin kävelin rantaan niitä
katsomaan ja kun tapasin kapteenin sanoin, että olla hyvä ja tulla
meille asumaan. No, äijälle tuli suuret silmät, kun luuli minun
hukkuneen ja minä olinkin yön aikana tullut talon isännäksi ja vielä
naimisiin.

(Naurua.)

ARVI

Oikeinko naimisiin?

MIKKONEN

Taisi olla jo lapsiakin.

KINNARI
 Se nyt oli vain semmoinen siliviliavioliitto.

SOINI

Siviiliavioliitto.

KINNARI

Siliviliavioliitoksi minä olen sitä kuullut sanottavan… Siellä

Ranskan rannalla ne tekivät niitä kymmeniä vuosia sitten, vaikka nyt
se on Suomessa muka niin uutta ja hienoa, ettei sitä tee kuin jotkut
herrat…

MIKKONEN

Ja sosialistit…

KINNARI

Niin! siitä on helppo erotakin. Olin vain kolme päivää…

MIKKONEN

Ja kolme yötä —.

KINNARI

Niin. Lupasin tulla uudestaan seuraavana kesänä.

(Naurua.)

MIKKONEN