Building Community Disaster Resilience Through Private-Public Collaboration (2011) / Chapter Skim
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2 A Conceptual Framework for Resilience-Focused Private–Public Collaborative Networks
2 A Conceptual Framework for Resilience-Focused Private–Public Collaborative Networks
Pages 35-56
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From page 35... ...
The committee describes the assumptions on which its theoretical framework is based, discusses the role of collaboration in comprehensive emergency management and capacity building, and explains what disaster resilience means for a community. The second theme is the theoretical basis for successful collaboration.
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As multiple workshop participants noted, community resilience involves more than disaster response (NRC, 2010)
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economy. Critical infrastructure providers include those that provide lifeline services such as power, water, and natural gas, as well as those that provide banking and financial services, information technology and telecommunication services, transportation, food and agricultural services, and health care services.
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Under the principles of comprehensive emergency management, collaboration may focus on building community-level resilience to all types of disruptive events, from those most likely to occur to the rare, worst-case scenarios. The committee recognizes that particular types of hazards -- such as pandemic influenza, bioterrorism, and chemical hazards -- may require specialized capabilities and the development of specialized collaborative networks within networks.
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When a community needs specific resources, collaborative networks may expand to incorporate regional stakeholders to fill the gaps. Disasters ignore jurisdictional and geographic boundaries, so communities will benefit by looking beyond such boundaries when building community disaster resilience.
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To optimize community disaster resilience, however, it is essential for community stakeholders to form a common understanding of what community disaster resilience comprises. In this section of the report, the committee describes the relationship between community disaster resilience and community resilience, and how this relationship may be leveraged through private–public collaboration.
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Carlee, Arlington County, Presentation to the Workshop on Private–Public Sector Collaboration to Enhance Community Disaster Resilience, Sept.
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As outlined in the National Response Framework (FEMA, 2008) , local communities are ultimately responsible for managing hazards and disasters, and that responsibility requires the engagement of all community stakeholders in the private and public sectors, and faith-based organizations and NGOs (FEMA, 2008)
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PRINCIPLES FOR SUCCESSFUL RESILIENCE-FOCUSED COLLABORATION Previous sections of this chapter discussed the theoretical necessity of resilience-focused collaboration. This section begins the work of describing the theoretical basis for successful collaboration itself.
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It is therefore impossible to design one model for collaboration that will be successful in all communities. Collaboration will most likely be successful if community resilience goals acknowledge the importance of identifying in advance the needs that will rise during each phase of the disaster cycle.
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Incorporating flexibility into collaborative efforts will also allow communities to deal with unexpected disasters because networks and resources will already be in place. Although flexibility is a vital component of successful collaboration -- and for resilience in general -- collaborative relationships are more effective and sustainable if not created "on the fly" when a disaster occurs.
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Much of the literature reviewed by the committee described how organizations worked or had the potential to work together during disaster response, for example in response to Hurricane Katrina. Those examples strongly suggest that decentralized decision making within a structure is effective in disaster response.
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They are also consistent with the intent of the National Response Framework, which envisions a decentralized approach to disaster management and acknowledges local communities as the first line of defense when disasters strike. To consider decentralized decision making in collaborative arrangements and networks as a means of achieving resilience goals is therefore logical.
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Higher-level relationship such as these will not work unless trust and productivity levels are high. Building community resilience involves sustained effort at all levels of collaboration.
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A conceptual model that accommodates the evolving and complex nature of comprehensive emergency-management systems is essential for developing resilience-focused collaboration, and the model has elements that can be applied to any collaborative network at any stage of development. Whereas disasters are common occurrences around the world, disasters in a given community can be high-consequence but low-probability events.
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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 2.1 Conceptual model for private–public sector collaboration for building community resilience.
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These are the external factors that constitute the input to plan ning during all stages of collaboration, such as jurisdictional challenges, the po litical climate, public policies, communication and trust between different levels of government or between agencies, and liability concerns. Other similar issues are geography, access to resources, current levels of community disaster readiness, trust of organized networks by the community, and understanding of terminology and jargon (Magsino, 2009)
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From page 52... ...
These include the collaborative management structure, the various horizontal and vertical networking links within the structure, and a neutral convening or facilitating body to help organize collaborative activities and other day-to-day functions of collaboration, including recruiting and mobilizing members, securing funds, building capacity, selecting and implementing strategies,
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• Community change outcomes resulting in increased capacity and community disaster re silience. These are changes in the community that increase community disaster resilience, such as changes in community policies, practice, and environment that result from enhanced community capacity and participation.
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Chapter 3 of this report provides guidance on applying the concepts in the committee's conceptual model for private–public collaboration for enhancing community disaster resilience. REFERENCES Agranoff, R., and M
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2009. Applications of Social Network Analysis for Building Community Disaster Resilience: Workshop Summary .
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2006. Collaboration and leadership for effective emergency management.
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