2010, Vol.6, No.3

Crisisonomy 2023 KCI Impact Factor : 0.64

pISSN : 2466-1198 / eISSN : 2466-1201
https://journal.kci.go.kr/cemtp

This study focused on "A Comparative Study on the Perception for Crisis Management Policy in Local Government" by selecting implementation process approach for improve effectiveness of Crisis Management Policy in Local Government. The ways of investigation are documentary research and Empirical Analysis. Using documentary research, we find policy according to each stage in crisis and research approach. And we choose Saundra K. Schneider's study that analyzed crisis norms and bureaucratic norms by using the crisis management policy implementation processes as the preliminary study. When cites Schneider's expression, crisis norms mean residencies' expectation on government implementations during the emergency and bureaucratic norms imply voluntary activities of government in crisis. In dimension of implementation processes, to succeed in crisis management policy means there is little cognitive gap between crisis norms and bureaucratic norms. In other words, as disparity within both groups is large, crisis management policy tends to fail according to proportionate gap. To accomplish the purpose of this study, storm Rusa occurred in 2002, caused great damage in Chungbuk area and storm Maemi happened in 2002 are chosen as the example cases. Based on two cases, we tested degree of gap between residencies' crisis norms who suffered damage and officers' bureaucratic norms in pertinent autonomy using the surveys. At the result of analysis, there are perceptional gaps between residential groups and official groups by showing difference in most measured index. It can be interpreted to have similar gaps at crisis norms and bureaucratic norms of each stage such as mitigation, preparedness, response and recovery. This proves crisis management policy in local government is going down the tubes. However, the hypothesis that in the process of crisis management policy implementation processes, crisis norms may be regard mitigation and preparedness as important, yet bureaucratic norms may be consider response and recovery as more significant are not selected. When it comes to learning effect since storm Rusa and Maemi, both residential groups and official groups show perception that they can efficiently cope with sudden crisis than present disposal. In concluding, we know that there are similar gaps among each stage in crisis management policy implementation processes in local government such as mitigation, preparedness, response and recovery. These limit toward achievement of goal in the process of the crisis management policy implementation processes in local government.

Multiplex available premises has structural issues that occurs suffocated casualties by massive smoke and poisonous gas when it is on fire, due to using diverse material to meet the customer’s preference by installing various interior material and decorations on the floor, the wall and from the ceiling. The aim of this study is to present effective fire-safety improvement plans for unspecific people as well as interested parties, based on the actual condition analysis of the safety management of multiplex available premises, which can minimize casualties or property damage through active and effective management when disaster, such as fire has occurred. Therefore, this study proposed building safety management system, electing safety manager, the importance of fire-safety education, report requirement when changing the structure or the use, and using inflammable interior material as effective fire-safety management plans for multiplex available premises.

The Yonmenkaigi System Method was initially designed and used for collaborative action-plan development for a small group in community-citizen vitalization initiatives called machizukuri in a mountainous municipality of Chizu Town, Tottori, Japan. It is very important that the participants of Yonmenkaigi sharing role activities and communication of each group. The process of this method are divided as Field survey, SWOT analysis, making Yonmenkaigi chart, Debating and Presentation Action-plan. First of all, the participants visited the area related with topic and obtain the information through interview or questionnaire. Each participant is divided four groups and assigned to a particular role sharing activity not only according to their socio-economic status, but also on their talent, interest and ability. The next part of Yonmenkaigi is debating. Such process helps to identify the existing local knowledge and incorporative such knowledge into the action plan of the community. Participants discuss within their respective groups and plan the actions of their assigned role. Each group completes the articulation of its action components, debating among groups is carried out to enhance the collaborative action. The stake holders of Multi-Use Facilities make the action plan through the Yonmenkaigi workshop for improvement of fire safety plan in a time line. In conclusion, it may have meaningful that the decision of horizontal and bottom-up is better to establish the fire safety strategy rather than perpendicular method.