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Tag Archives: Natural Disasters

How much should cities plan for the storm of the century?

Reading economist Arnold Kling’s explanation of why it will take a very long time to return to normal from Hurricane Sandy, I kept thinking of my own NJ disaster devastated neighborhood with downed trees on roads covered with branches, leaves and wires.

Kling: “You cannot solve problem A without first solving problem B, which requires solving problem C and so on.”

Me:

  • Problem A: Electricity needs to be restored.
  • Problem B: Utility wires and poles have to be removed from the road and replaced.
  • Problem C: NJ does not have enough crews to do all of the utility work.

 

Kling: But then, “because A is not working, problems X, Y and Z emerge.”

Me:

  • Problem X: Schools are closed.
  • Problem Y: Cell phones cannot be recharged at home.
  • Problem Z: Traffic lights do not work.

And then, as you can see, B and C, and X, Y, and Z each create a list of their own problems.

Kling: “…my guess is that it will take much longer to get back to normal than people are assuming. In fact, the process will take so long that in the meantime “normal” will have been redefined.”

As economists, what is our bottom line? Infrastructure interdependence takes us to many positive and negative externalities.

The entire Arnold Kling post is here.

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How much should cities plan for the storm of the century?

Some thoughts today about predicting natural disasters.

Weeks before 308 people perished in L’Aquila from an earthquake, a government commission proclaimed the chance was slim that a disaster would occur. It did happen and now, the 6 scientists and single government official who made the wrong prediction were sentenced by an Italian court to 6 years in jail for manslaughter.

Can you imagine the unintended costs of the court’s decision? Worrying more about jail than accuracy, scientists might predict many more natural disasters. Or, researchers might just refuse to serve on government commissions.

By contrast, here in New Jersey, we are being told to prepare for a hurricane that might be a record breaker. Responding, people near the shore are boarding windows and evacuating. Throughout the state, supermarket shelves are emptying and offices are closing.

An accurate prediction? If the storm does what the models predict, it will arrive within 24 hours but no one is positive.

As economists, where does this leave us? It takes me to Frederic Bastiat. Too often people seem to think that storms can boost GDP through the extra purchases they entail. Commenting, 19th century economist Frédéric Bastiat, in his “fallacy of the broken window,” tells us that disaster recovery only replaces what we already had. Using the land, labor and capital on new projects is far more beneficial. I wonder if his fallacy also applies to disaster preparation.

Whether looking at an Italian earthquake or a US hurricane prediction, does the spending they create wind up as misleading GDP additions?

Sources and resources: I used this Reuters article for facts about the Italian court decision while this NY Times Op-Ed conveys extra insight. To read more about broken windows, this econlife entry on the 2011 earthquake in Japan and this econlib excerpt from Frédéric Bastiat are possibilities.

 

 

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Palm Tree

By Mira Korber, guest blogger.

Just last week, a desperate pit-stop at the iconic southern restaurant chain, Waffle House, proved the very worst of my life’s infrequent fast-food exploits. Mid 1,300 mile road-trip, the black letters on yellow signage hailed the only game in town open after 10pm, so — being a northerner myself — I decided to see what this waffle thing was all about. At any rate, my “T-bone steak with eggs” was more steak tartar with yellow and white goop, but I promise not to disintegrate any further into my anti-Waffle House tirade, because the company’s economic relevance is far more interesting.

Apparently, the Wall Street Journal’s “Waffle-House Index” is a term referring to (non-gastronomic) natural disasters. With over 1,600 locations in the South, people have come to rely on the status of their nearby Waffle House to measure the severity of weather crises. The company’s trademark is its 24-hour operation, so when locals see a closed restaurant, they know things are pretty bad. The official Waffle-House Index is conveniently color-coded to signify just how problematic a disaster may be.

The shining beacon of 24 hour goodness since 1955, Waffle House ranks among the best disaster recipes and disaster indicators. Why, it’s even a great venue for disaster to strike. Read this excellent NY Times article about a recent string of shootings at Georgia Waffle Houses. A loyal customer even says she’ll keep returning to Waffle House even though there might be the minor risk of gunpoint robbery.

And, perhaps needless to say, this article is not mentioned on the “In the News” page on the Waffle House site.

The Economic Lesson

A true port-in-the-storm, Waffle House competes through its dependable image. To differentiate itself from other fast-food and low-end restaurant competitors, Waffle House allows you, the ravenous customer, to chow down anytime hunger strikes. Regardless of its food quality or crime rates, it’s open, reliable, and will feed your grumbling stomach.  24/7, stop in to Waffle House for a bite, which is more than you can say for a neighboring Olive Garden or Arby’s.

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