Private-Public Sector Collaboration to Enhance Community Disaster Resilience A Workshop Report (2010) / Chapter Skim
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3 Challenges and Barriers
3 Challenges and Barriers
Pages 41-52
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From page 41... ...
He summarized six key barriers to meeting those needs and to sustaining business involvement in community disaster resilience efforts more generally. These barriers are relevant for businesses of all sizes.
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From page 42... ...
may have diverging views regarding disaster response and recovery among themselves and may not appreciate public sector approaches. Public sector responses are often regulated by the Stafford Act.1 The private sector tends to prefer tighter goals than the public sector, and prefers more discretion in the strategies and tactics used to achieve them than the public sector is allowed by law.
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From page 43... ...
Establishing appropriate metrics that ultimately encourage business engagement is a substantial challenge. Concern was raised by some workshop participants that the characteristics of and issues faced by small or large businesses may be generalized when recommendations for overcoming barriers to collaboration are ultimately made.
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From page 44... ...
He stated that FEMA's second role is to help integrate resilience building into day-to-day emergency management operations. It is important to avoid the "domino theory" of emergency 3 See www.cdc.gov/H1N1FLU/ (accessed December 1, 2009)
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From page 45... ...
According to Governor McCallum, some challenges to building community resilience cannot be solved through FEMA or DHS control, or through organizations such as Aidmatrix or the American Red Cross. The collaborative effort of all stakeholders, he stated, is the means to building resilience and is dependent on the ability of all to communicate, share, and work together to build community at the local level.
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From page 46... ...
The small amount of training that federal employees receive encourages limited interaction with the private sector. This training and internal culture could dissuade government employees from collaboratively engaging with the private sector for the sake of building community resilience.
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From page 47... ...
and National Fire Protection Association standards may prove to be useful criteria for companies in developing their emergency preparedness programs, and for underwriters in assessing the level of preparedness of policy holders. Leadership Sometimes even successful disaster resilience collaborations prove not to be sustainable or resilient.
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From page 48... ...
Some workshop participants stated that partnerships between public sector organizations at the local level are just as important for community resilience collaboration as they are between sister agencies at the federal level. Claudia Albano of the City of Oakland described how the inability to coordinate between agencies at the local level creates inefficiencies and duplication of efforts and human resources within those agencies.
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From page 49... ...
In addition, they noted that funding for resilience-building collaboration is limited. When asked what was needed to make private-public sector collaboration for community resilience building a national priority, Jim Mullen of the Washington State Military Department stated that all fledgling private-public programs across the country struggle with obtaining sustainable funding.
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From page 50... ...
Many agreed that a major challenge exists in building a culture that encourages creative funding, volunteerism among community members representing the full fabric of the community, and a community that focuses on results rather than mandatory processes. INEFFICIENCIES Topics in the next paragraphs have been discussed in greater detail elsewhere in the report, but are highlighted in this section on inefficiencies because of the extreme challenges they present to creating effective private-public sector collaboration for building community resilience.
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From page 51... ...
Current governing systems at any level, for example, generally do not have plans to deal with communities in perpetual states of disaster due to poverty, crime, and violence. Building a nation of resilience requires moving communities beyond these perpetual disaster states.
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From page 52... ...
Culture change is possible and there are case studies of communities that are building resilience through culture change. Brent Woodworth described activities in Tulsa, Oklahoma where grassroots collaborative efforts encouraged builders to include safe rooms as a showcase in new homes being built in one of the highest tornado-prone regions in the country.
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