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Pages 1-12

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From page 1...
... at the request of the Department of Homeland Security formed an ad hoc committee to assess the current states of the art and practice in private-public sector collaboration dedicated to strengthening community disaster resilience. The committee's charge included organizing a public workshop to explore the following issues: • Current efforts at the regional, state and community levels to develop private public partnerships for the purpose of developing and enhancing community preparedness and resilience; • Motivators, inhibitors, advantages and liabilities for private sector engagement in private-public sector cooperation in planning, resource allocation and preparedness for natural and man-made hazards; • Distinctions in perceptions or motivations between large national-level corporations and the small business community that might influence the formation of private-public sector partnerships, particularly in smaller or rural communities; • Gaps in current knowledge and practice in private-public sector partnerships that inhibit the ability to develop collaboration across sectors; • Research areas that could bridge these gaps; and • Design, development and implementation of collaborative endeavors for the 1
From page 2...
... Workshop participants included researchers, community organizers, representatives from business, nongovernment- and nonprofit organizations, and emergency management practitioners and leaders at the local, state, and federal levels. Individuals studying, participating in, or facilitating private-public sector collaborations in different parts of the country were invited to attend.
From page 3...
... Implicit in the report discussion of building community disaster resilience is that all sectors of a community can and are obligated to participate in all phases of disaster preparedness, mitigation, response, and recovery. Building resilience, according to workshop participants, involves community planning at every level, and involves more than just planning for disaster.
From page 4...
... 1. Identify public and private sector stakeholders to share leadership (some workshop participants described how members of the community may respond better to leadership representing their own sector; others indicated that shared leadership was not essential)
From page 5...
... However, when a disaster strikes, demand for essential resources may escalate while the ability to meet demand declines. Many workshop participants described how private-public sector collaboration may be a means to identify the supply chains critical for maintaining market equilibrium following a disaster.
From page 6...
... Jurisdictional Challenges Disasters do not respect jurisdictional boundaries and it is difficult to reconcile economic, social, environmental, and political spaces when disaster crosses boundaries. The responsibilities and liabilities of local, state, and federal levels of government are not clear.
From page 7...
... A general lack of understanding about human factors such as trust prevent the most effective use of technologies, methodologies, or strategies for building community resilience. Resource Challenges Sustainable funding was described by multiple workshop participants as another primary barrier to forming and sustaining private-public collaborations.
From page 8...
... RESEARCH THEMES AND TOOLS A Repository of Best Practices and Lessons Learned The need for a freely accessible repository of knowledge, best practices, lessons learned at the community level, and subject matter expertise -- managed by a neutral party representing the best interests of all stakeholders -- was repeatedly expressed during the workshop. It was also expressed that the Federal Emergency Management Agency or another funding agency might not be effective as the neutral-party manager of the repository.
From page 9...
... Metrics that quantify success could be useful for mobilizing private sector participation and investment in collaborative efforts. Several types of metrics were identified as vital, including those to evaluate partnerships themselves, and those to measure the resilience of communities more generally.
From page 10...
... Research findings could help community managers and organizers more efficiently identify common goals among organizations and, in turn, to develop a single community infrastructure that unifies community networks. Time-Series Studies Because how a community responds to stress may change as a community changes, assessing regional resilience levels over time could be beneficial.
From page 11...
... Business Involvement Business-sector involvement in private-public sector partnerships is motivated by an understanding of the benefits of participation, the desire to maintain positive public perception, and concerns about liability. Because businesses are in business to make money, the profits associated with collaborative efforts could be highlighted to those reluctant to expend their resources.
From page 12...
... Funds are more often available for development of technologies that support resilience, but, according to many participants, sustainable funding is not readily available to study the human factors that allow the technologies to be driven successfully. Incorporating research directly into funding for collaborative activities could foster interaction between researchers and practitioners, provide a laboratory for researchers, and potentially provide real-time information needed by practitioners to best modify goals, objectives, and activities.


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