Private-Public Sector Collaboration to Enhance Community Disaster Resilience A Workshop Report (2010) / Chapter Skim
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2 Community and Disaster Resilience: The Collaborative Approach
2 Community and Disaster Resilience: The Collaborative Approach
Pages 21-40
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From page 21... ...
It may also include a focus on broader community planning, including land use, transportation, economic and workforce development, and emergency management planning, involving all community stakeholders. Some workshop participants stated that incorporating disaster resilience in community planning is essential to sustainable community resilience.
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From page 22... ...
For example, a business owner who develops a business continuity plan in the event of a disaster may better understand how his business fits into the fabric of the community, potentially giving the business a competitive edge. A community composed of resilient local businesses is more likely to display stronger business integrity, and its economy is likely to remain intact during and following a disaster.
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From page 23... ...
Workshop participants observed that, since Hurricane Katrina, there is growing recognition in the corporate sector and within communities in general that private-public collaboration is an imperative. From the corporate perspective, private-public sector partnerships are a logical extension of their business continuity planning.
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From page 24... ...
Organization leaders are more likely to call those with whom they have had interactions and trust, especially during times of crisis. Private-public sector collaborations create networks of trust, and provide vital points of contact across sectors.
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From page 25... ...
Creating Partnerships To learn about best practices for establishing sustainable partnerships, the committee invited to the workshop those engaged in helping others establish local- or regional-level partnerships. These individuals were asked to share how successful collaborative efforts are initiated at the state and local levels, and what factors make it possible to sustain the collaborations over time.
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From page 26... ...
The private sector must be involved in leadership. Private-public partnerships can be successful with a public lead, but members of the community tend to respond better to their own kind (e.g., a police chief or mayor will respond better to public sector leadership whereas the owner of a hardware store may respond better to leadership by the private sector)
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From page 27... ...
If a collaboration is built on the efforts of a single individual or start-up funding source, then it is essential to ingrain the mission and goals into the collaboration infrastructure to survive changes in leadership or funding. Maria Vorel of FEMA described successful Project Impact communities as those that included local leadership and community advocate involvement.
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From page 28... ...
Through community effort, Tulsa instituted long-term mitigation activities to reduce flood frequency and severity. Their efforts included improving channels and detention storage basins and maintaining and clearing more than a 1,000 buildings from floodplains.a Despite the termination of Project Impact in 2002, private-public sector collaboration to improve community resilience continues today through an NGO called Tulsa Partners, Inc.b Project Impact was initiated in 1997 with a $2 million appropriation.
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From page 29... ...
Without flexibility, natural community evolution could not be accommodated. As Sandra Cowie of the Principal Financial Group stated, partnerships have to plan for succession and continuity of operations just as organizations in the public sector are expected to do.
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From page 30... ...
It is a statewide collaboration of networks linking pubic information efforts of organizations and individuals that provide information about earthquakes and services. In San Diego County, California, collaborations are managed by the public sector, according to Leslie Luke of the San Diego County Office of Emergency Services.
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From page 31... ...
DIFFERENT PERSPECTIVES Emily Walker, a private banking consultant based in London, England, and former staff member of the National Commission on Terrorist Attacks upon the United States (also known as the 9-11 Commission) 7 described how the need for private-public sector partnerships is not unique to the United States, nor is the mechanism unique for solving problems related to disaster at the local level.
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From page 32... ...
Sandra Cowie, Director of Corporate Security and Business Continuity of the Principal Financial Group summarized key factors for successful private-public sector collaboration within communities that could be facilitated at the state level. The factors include • Shared defined strategic focus such as short- and long-term vision, mission, objectives, deliverables, and performance measures.
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From page 33... ...
Obtain support for collaboration from local private- and public-sector leaders -- for example, from directors of corporate security and business continuity in strong organizations; public health, public safety, and local emergency management officials -- then build support at the state level, for example, within the governor's office. Broader support for collaborative efforts will be garnered when these bases of support are obtained.
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From page 34... ...
Hitt, using language executives would understand: Vision: A proactive "National Resiliency Culture" Mission: To derive a scalable, self-sustaining national (private and public sectors) model Economic System: An evolution of the insurance industry model Concept of Operations: Spiral developing technical/social network and systems integration Technical Concept: An open architecture, nonproprietary brokerage backbone Organizational Structure: A "public benefit organization" to support regional coordination and business utility functions Management Structure: Decentralized regional offices that parallel the FEMA Regions Funding Model: Brokered private and public sector direct and in-kind funding options that can be supported by governmental incentives and/or regulations where economic and business models warrant These factors may contribute to the lack of historical participation by chambers of commerce in private-public sector collaboration.
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From page 35... ...
Collaborations that include the full fabric of the community may help such businesses determine what their roles can be in getting the local economy functioning again. This may help them get back in business sooner.
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From page 36... ...
for help. To develop a consensus, ANSI convened safety, security, and business continuity experts from a wide range of industries and associations, as well as from federal, state, and local government, to consider the need for standards for private sector emergency preparedness.
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From page 37... ...
. The Public Sector Perspective Individuals with experience in state and local government were invited to provide their perspectives on the roles of different levels of government in furthering community resilience and collaboration.
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From page 38... ...
In some cases, collaborations form as a result of need. Leslie Luke of the San Diego County Office of Emergency Services described San Diego County's introduction to private-public sector collaboration in response to the threat of wildfires in 2003.
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From page 39... ...
Jason McNamara, chief of staff for FEMA, stated that FEMA is not the preeminent emergency management organization in the country. More responsibility for emergency management could be moved from the federal to the state and local levels.
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