Building Community Disaster Resilience Through Private-Public Collaboration (2011) / Chapter Skim
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To address these concerns, the Department of Homeland Security (DHS) Human Factors Behavioral Sciences Division asked the National Research Council to form a committee of experts to assess the current state of private–public sector collaboration dedicated to strengthening community resilience, to identify gaps in knowledge and practice, and to recommend research that could be targeted for investment (see Box S.1)
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The study will be organized around a public workshop that explores issues including the following through invited presentations and facilitated discussions among invited participants: • 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 purpose of strength ening the resilience of communities to natural and man-made hazards. workshop themes.
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Given projections related to climate change, combined with demographic and economic trends that suggest population growth in higher risk coastal areas, the nation could face a future of more disasters, resulting in greater loss of life, greater economic impacts, and greater social disruption. Even in a moderate climate, disasters and technologic disruptions can trigger serious and cascading effects; for example, the 2010 winter snowstorms on the mid-Atlantic coast closed the federal government for five days at an estimated cost of $100 million a day.
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The committee finds that private–public collaboration is crucial to the building of networks and trust vital to creating and sustaining healthy, resilient communities. In considering disaster resilience, a community cannot be defined solely by jurisdictional boundaries because disasters do not fall neatly within geographic limits.
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However, without the shared expectation within a community that resilience-focused private–public collaboration is beneficial for the entire community, community resilience will not be easily created or sustained. A FRAMEWORK FOR RESILIENCE-FOCUSED PRIVATE–PUBLIC SECTOR COLLABORATION The committee developed a conceptual model for private–public collaboration on the premise that 1)
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physical environments; public policies) consideration of full •Based on existing disaster cycle networks when possible •Improved risk assessment Implementation Principles and Strategies •Identify and create incentives •Assume disaster resilience is part of broader •Strategically direct interventions at multiple community resilience levels •Institutionalize collaboration for sustainability •Target capacity building, changes in community policy, practice, and environment FIGURE S.1 Conceptual Model for Private–Public Sector Collaboration for Building Community Resilience.
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Collaborative goals that effect real change in community policies, practice, and environment are vital, but it is essential that goals also include the sustainability and effectiveness of the collaborative mechanism itself. Sustainable private–public collaboration depends on trust, communication, strong bonds between the private and public sectors, and acceptable returns on investment for all involved.
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Successful collaboration is sensitive to the challenges associated with capacity building and access for vulnerable populations; public perception of risk and uncertainty; the difference in scales of organizational operation and scales of needed action; the diverging interests of community stakeholders; trust and information sharing; the need to span organizational boundaries; fragmentation and lack of coordination; and the lack of metrics to measure resilience, the strength of collaboration, and collaboration outcomes. Though this report addresses primarily community-level private–public collaboration for enhancing disaster resilience, the guidelines are applicable to collaboration -- or those wishing to support collaboration -- at any level.
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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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• Establish a national repository and clearinghouse, administered by a neutral entity, to archive and disseminate information on community resilience-focused private– public sector collaboration models, operational frameworks, community disaster resilience case studies, evidence-based best practices, and resilience-related data and research findings. Relevant stakeholders in all sectors and at all levels should convene to determine how to structure and fund this entity.
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