Prompting democratic transitions from abroad: International donors and multi‐partyism in Tanzania

It is generally accepted that the international donor community influences the politics of recipient states. In particular, donor calls for political liberalization are seen to have had, and continue to have, effects upon democratization in countries dependent upon international economic assistance. Such democratic contingency tied to aid suggests that the continuation of aid flows, and possibly an increase in aid transfer sums, occurs in response to political liberalization. It also implies the threat of decreases in, or even cessation of, foreign aid should the recipient state fail to implement political reform. This research assesses the role that the donor community plays in recipient states’ transition to democracy, focusing on Tanzania as a case study. Tanzania, a major recipient of foreign aid, underwent fundamental political reform in 1992. This study combines analysis of fluctuations in bilateral aid flows to Tanzania with interpretations of the causal role played by donor pressure from the perspectives of representatives of the donor community as well as from members of Tanzania's political elite. These perspectives are derived from original interviews conducted by the author. The findings indicate no correlation between fluctuations in aid transfers and Tanzania's implementation of multi‐party democracy. Rather, it was the perception among the Tanzanian leadership of a direct linkage between donor aid disbursements and political liberalization that prompted the political transition.     

Interstate Partnerships in Emergency Management: Emergency Management Assistance Compact in Response to Catastrophic Disasters

The Emergency Management Assistance Compact (EMAC) is a mutual aid agreement and partnership that allows states to assist one another in responding to natural and man-made disasters, often in advance of federal disaster assistance. This article examines EMAC's response to Hurricanes Katrina and Rita in order to address the significant need for analysis of emergency management at the state level. A content analysis of news reports, government documents, and reports from a number of institutions was performed to determine the volume and direction of EMAC's performance and its transactions during the response operations. The authors find a lack of EMAC training among responders, potentially reducing communication and coordination and the efficiency and effectiveness of response operations. A network analysis assessed the relationships among the responding organizations to coordinate their emergency response operations.     

The Frequency of Cranial Base Fractures in Lethal Head Trauma

The interpretation of cranial base injuries has never been investigated from a purely anthropological perspective. Very little exists in forensic literature in order to interpret the significance of cranial base fractures. We analyzed 296 cases of deaths due to skull–brain injuries. The frequency of vault fractures was 75.7% and that of base fractures was 91.9%. We observed the distribution of cases of death according to manner of death and manner of injury and number of fossae involved. These observations were analytically compared to different variables (age, sex, manner of injury, and mode of injury). The study presented the proportion of base fractures associated with vault fractures, and the frequency of absence of base fracture in subjects with no vault fractures. Interesting associations of base fractures to age and manner of death are shown.     

Collaborative Decision-Making in Emergency and Disaster Management

Decision-making in emergencies requires non-traditional approach and tools characterized by non-hierarchical structure and flexibility. The dynamic environment of disasters makes it imperative to invest in inter-sector and inter-agency cooperation and coordination. Focusing on the Emergency Management Assistance Compact's (EMAC) response to Hurricanes Katrina and Rita in 2005, this article examines the decision-making structure of the agreement. EMAC is an inter-state mutual aid agreement that facilitates sharing of resources during and after disasters. While EMAC's overall decision-making performance was relatively satisfactory and flawless, investment in communication, trust-building, and eradication of inter-agency value differences and discrepancies is imperative.