Building Community Disaster Resilience Through Private-Public Collaboration (2011) / Chapter Skim
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3 Guidelines forCommunity-Based Private–Public Collaboration
3 Guidelines forCommunity-Based Private–Public Collaboration
Pages 57-84
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From page 57... ...
In sum, collaborative efforts are often complex. An organizing structure is therefore necessary to understand how the various components of collaboration relate to one another (Briggs et al., 2009)
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From page 58... ...
ENGAGING AT THE COMMUNITY LEVEL Just as there is no clear federal coordination or national strategy for climate adaptation (NRC, 2010a) , there is no national strategy for building community disaster resilience.
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did, that an indicator of community disaster resilience is the ability of a local community to cope with events without relying excessively on outside resources. Conversely, as seen during the January 2010 Haiti earthquake, communities and societies that lack disaster resilience may depend almost exclusively on external aid.
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. 1 See www.DRBToolkit.org/ (accessed July 30, 2010)
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KOIN is a network of local resources that provides information to groups such as non-English speakers and the deaf, and its members serve as liaisons between those people and emergency responders. Collaboration with local agencies can increase the effectiveness of collaboration, not only because of increased interaction with the emergency management community, but because of the relationships of local organizations with members of the community.
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Such tools may include conceptual models, narrative descriptions, and business prospectuses. In some cases, the mechanisms may need to be provided in different languages.
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,9 census data, community disaster scenarios, and individuals and organizations including university researchers, professional engineers and engineering societies, building-code officials, urban planners, and state agencies. Resilience initiatives may also draw on the knowledge of community-based experts, such as community organizers, elected and appointed officials, leaders in community-based nonprofit organizations and businesses, and long-term community residents.
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For example, the National Resource Center on Advancing Emergency Preparedness for Culturally Diverse Communities is a project of the Drexel University School of Public Health Center for Health Equality that seeks to link health-based and disaster-loss reduction engagement strategies.13 In 1995, the Centers for Disease Control and Disease Prevention and the Agency for Toxic Substances and Disease Registry established a Committee for Community Engagement, which reviewed relevant research and synthesized findings in a report titled Principles of Community Engagement (CDC-ATSDR, 1997)
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7. Community engagement can only be sustained by identifying and mobilizing community assets, and by developing capacities and resources for community health decisions and action.
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Referring to the conceptual model while planning and mobilizing a collaborative network can assist organizers in decision making and assessment of activities. The Importance of a Coordinating Function The University of Delaware Disaster Research Center Project Impact assessment studies emphasized the importance of local Project Impact coordinators, whose jobs consisted of ensuring that communities were progressing in collaboration, partnership building, and other project goals.
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From page 67... ...
That does not imply that collaborative efforts should be driven by federal regulations and requirements or that collaboration should be approached in a uniform fashion in communities around the country. As with any program designed to address national problems, successful solutions developed to improve disaster resilience reflect the diversity of local communities around the nation and are consistent with the structure of the U.S.
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From page 68... ...
For example, the federal government cannot require a local community to adopt a particular building code; mandate that corporations adopt NFPA 1600, the National Fire Protection Association Standard on Disaster/Emergency Management and Business Continuity;14 require small businesses to prepare for disasters; force communities to tax themselves to achieve higher levels of resilience; or regulate the disaster-relevant activities of local nonprofits. Third, community residents and community-based entities have local knowledge that is not available to entities at other levels of scale.
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Those seeking to build private– public collaboration in their own communities may wish to use existing efforts as models. For example, the Safeguard Iowa Partnership15 played a pivotal role during response to the historic 2008 floods in the midwestern United States; the Earthquake Country Alliance16 staged annual statewide earthquake drills in California17 and supports earthquake preparedness in multiple states and some other countries; the Aware and Prepare Program in Santa Barbara, California, is a private–public collaboration established by the Orfalea Foundation to increase the level of community disaster preparedness;18 and regional alliances have expanded their collaboration on economic issues to include disaster resilience.19 The See www.safeguardiowa.org (accessed July 1, 2010)
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Other collaboration models and steps recommended for collaboration implementation are referred to in the series Public Private Partnerships for Emergency Preparedness, published on Lessons Learned Information Sharing (LLIS) .22 The federally funded Community and Regional Resiliency Institute has also demonstrated effective partnership development through its three pilot communities -- in Charleston, South Carolina; Memphis, Tennessee; and Gulfport, Mississippi.23 Resilience-focused collaboration attempts to build social capital in the community.
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From page 71... ...
Using a conceptual model such as provided in Figure 2.1 will help the core team to determine a preliminary framework for their own collaborative network and help the core team keep the appropriate goals in mind as collaboration expands. Invite Key Stakeholders to the Table The size and breadth of a collaborative relationship will be determined by its scope and mission, which may expand as collaboration matures.
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BUILDING COMMUNITY DISASTER RESILIENCE THROUGH PRIVATE–PUBLIC COLLABORATION TABLE 3.1 Essential Management Tasks in Collaboration Essential Networks Management Tasks Management of Collaboration Management in Collaboration Management of • Determining who is responsible for • Monitoring your organization's Accountability which outcomes. involvement in collaboration.
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Expertise needs will be broader in the case of disaster-focused and community resiliencefocused private–public collaboration that reaches the full fabric of the community. Identifying key stakeholders who have the necessary expertise needed and are able also to represent and communicate with various segments of society will be important for effectiveness.
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. Seattle has other private–public partnerships related to disaster preparedness and community disaster resilience.
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SIP also pursues relationships actively with public-sector agencies, as evidenced by SIP's business seat in the State Emergency Operations Center (SEOC) and its involvement with the Iowa Department of Health and the Iowa Homeland Security and Emergency Management First Responders Advisory Committee.
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Seattle Project Impact supported the development of a separate but partnering nonprofit, the DRB Toolkit Workgroup,27 who in turn partnered with Washington state communities to provide their tools to increase business disaster preparedness (Bullock et al., 2009)
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Focus on Disaster Resilience, and Explore Community Resilience Whether building collaboration from existing community organizations or beginning from scratch, one of the most important steps is to identify and agree on specific challenges, threats, or gaps in the community's disaster preparedness and resilience-building efforts that the new collaborative effort can address. It is important for those engaged in collaboration to share a commitment to the greater goal -- the continuity of the community -- as opposed to pursuing only parochial interests or self-interest.
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Collaborative public-education initiatives and campaigns may include actions aimed at crisis mitigation, with end-result goals of building trust between local government and other support organizations, reducing risk, and shortening recovery time after extreme events. Capacity-building programs will need to include education and training about community resilience and its inextricable link with services provided by NGOs, FBOs, and other community organizations that often serve as the unofficial first responders to a disaster.
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Partnering with K-12 educational institutions can help build capacity in a community's youngest members and their families.30 Rapid societal change and the resulting changes in community vulnerability suggest a need for comprehensive, continuing analysis, assessment, and research. The committee's conceptual model for resilience-focused collaboration (Figure 2.1)
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In preparing this report, the committee faced a daunting challenge: to identify specific aspects of private–public sector collaboration most crucial for building community disaster resilience in a broader context. Box 3.3 provides a concise and overarching summary of the guidelines provided in this report, offering guidance on how the sociopolitical environment might 0
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e. Institutionalize the practice of embedding research into resilience-focused private–public sector collaboration by building research directly into existing and future collaborative efforts.
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The private sector can build capacity, for example, by educating local elected officials about the benefits of participation in and support of community cross-sector partnerships and collaboration that encourage anticipatory risk reduction. It can combine the power of for-profit and nonprofit organizations to influence legislation and policy that support resilience-focused disaster mitigation and business continuity planning at the local, state, and federal levels.
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2009. Applications of Social Network Analysis for Building Community Disaster Resilience: Workshop Summary .
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2010b. P rivate–Public Sector Collaboration to Enhance Community Disaster Resilience: A Workshop Report.
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