Building Community Disaster Resilience Through Private-Public Collaboration (2011) / Chapter Skim
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4 Challenges to Sustainable Resilience-Focused Collaboration
4 Challenges to Sustainable Resilience-Focused Collaboration
Pages 85-102
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From page 85... ...
A partial answer to that question lies in the wide array of challenges that inhibit or block efforts to create the collaborative context required to achieve community resilience. The committee acknowledges the growing attention in this country to community disaster resilience in general and to resilience-focused private–public collaboration specifically.
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From page 86... ...
In addition, many groups in the United States lack firm connections to mainstream community institutions that could serve as sources of disaster-related information and social support. Such groups include non-English-speakers, people who have mental health and substance-abuse problems, elderly single persons living alone (a growing segment of the population)
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From page 87... ...
Successful collaborative strategy-building attempts to account for the lack of understanding among community members of what constitutes an extreme event and the perception that an extreme event will not affect an individual personally. Perception is the basis of action, and inaccurate perceptions stand in the way of concerted action to promote community disaster resilience.
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From page 88... ...
A mismatch exists between the scales on which many organizations operate and the scales on which resilience-enhancing actions need to be taken, sometimes making it difficult to sustain collaboration like that described in this report. Some businesses and nongovernment organizations collaborate with DHS at the national level but do not participate in local collaborative efforts in the communities where they have a physical presence.
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From page 89... ...
Although some agencies in DHS (such as the Coast Guard, Customs and Border Patrol, and the Transportation Security Agency) do have a local presence in some parts of the country and some sectors, their ties to local-level private entities are generally mission-specific rather than focused more broadly on enhancing community resilience to all hazards.
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From page 90... ...
In summary, PS-Prep has had the mixed result of defining widely accepted standards and metrics but through a process that became a deterrent to local collaborative efforts. The lesson learned from PS-Prep is scalable to the community level: it is essential for communities establishing private–public collaboration to be sensitive to and identify collaborators' sometimes competing self-interests.
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From page 91... ...
Once empowered, private–public collaboration may challenge existing assumptions that are themselves embedded in politics, such as assumptions about the need for unfettered community growth even in areas vulnerable to floods or other locally known threats and even if such growth may lead to larger disaster losses. To the extent that community-based coalitions become involved in debates over land use and codes, government priorities, taxes, government accountability, provision of assistance to groups to enable them to become more resilient, and participation in federal programs, their activities will be framed as political and responded to accordingly.
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From page 92... ...
Coast Guard supports local private– public harbor-safety committees and regional area-security committees that bring together government, private, and nonprofit users of ports and waterways to collaborate on safety and security issues. The Coast Guard and the National Research Council's Transportation Research Board co-sponsor an annual conference for those committees.6 INFORMATION SHARING Incomplete and ineffective sharing of information concerning threats and vulnerabilities constitutes a challenge to private–public collaboration.
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From page 93... ...
of information as strategies are developed, activities are coordinated, and responses are implemented. SPANNING BOUNDARIES Organizations often do not seek, develop, or reward the organizational and individual competences needed to support collaborative efforts.
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From page 94... ...
For example, because of its mission in criticalinfrastructure protection and because the vast bulk of that infrastructure is in private hands, DHS has the opportunity to interact with utility service providers, the banking and financial sector, as well as the other federally designated critical infrastructure sectors. FEMA administers the National Flood Insurance Program,7 which requires the agency to have relationships with private insurers and reinsurers.
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From page 95... ...
It is equally important that none of those or the many other boundary organizations are explicitly concerned with working with diverse constituencies on broad-based resilience activities. To create productive private–public collaboration, more time and effort will need to be devoted to facilitating multisector collaboration for enhanced disaster resilience.
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From page 96... ...
Authorized by the U.S. Congress, the Institute provides an authoritative source and a unique opportunity for free and candid discussion among private and public sectors within the built environment.a The Multihazard Mitigation Council (MMC)
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From page 97... ...
Like the other organizations discussed here, the NHC serves as a boundary organization for several segments of the disaster loss-reduction community. Supported by the National Science Foundation and a small group of agencies whose missions center on reducing disaster losses, the NHC engages in a variety of outreach and educational activities that include a newsletter, The Natural Hazards Obserer; a Web site, hosted chats, and a blog; support for quick-response research; an annual workshop specifically designed to generate interaction among different constituencies in universities, government, international loss-reduction agencies and organizations, and the private sector; a library and information service; dissertation fellowships; and various monographs and special publications.
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From page 98... ...
The Department of Health and Human Services National Healthcare Facilities Partnership provides funding to improve the surge capacity and disaster preparedness of hospitals and their communities in specific geographic areas through, in part, the strengthening of relationships among the private and public sectors prior to emergencies.19 The Centers for Disease Control and Prevention are involved in preparedness for all hazards through their Clinician Outreach and Communication Activity (COCA) program that provides up-to-date information to clinicians and two-way communication regarding emerging threats to health.20 Many other agencies and offices in DHS, including those charged with infrastructure protection, also aim to achieve resilience goals.
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From page 99... ...
Federal funding, often the source of local resilience-focused initiatives, is channeled in narrowly defined programmatic stovepipes. Local area governments try to achieve integrated community goals by using uncoordinated funding streams, such as UASI funds, Public Health Emergency Preparedness funds from the Centers for Disease Control and Prevention,25 housing funds from the Department of Housing and Urban Development,26 Coastal Resilience Network funds from the National Oceanic and Atmospheric Administration,27 and FEMA postdisaster mitigation funds.28 In such a fragmented and uncoordinated climate, it is understandable that community-level resilience is difficult to generate.
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From page 100... ...
2008. A Place Based Model for Understanding Community Resilience to Natural Disasters.
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From page 101... ...
2009. Applications of Social Network Analysis for Building Community Disaster Resilience: Workshop Summary.
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