Public–Private Partnerships for the Development of Disaster Resilient Communities

Chen, Justine; Chen, Ted Hsuan Yun; Vertinsky, Ilan; Yumagulova, Lilia; Park, Chansoo

doi:10.1111/1468-5973.12021

Cited by 122 publications

(101 citation statements)

References 38 publications

(47 reference statements)

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“…These agencies can mainly benefit from their partners in two areas: back-office support for better disaster preparation and movement of key assets during a crisis (e.g., food donations, medication, shelters, or telecommunications equipment). Chen et al (2013) have further argued that countries around the world are adopting policies that emphasize the importance of partnerships for disaster resilience. The World Economic Forum (2015) has highlighted the role of partnerships for building resilience in Nepal.…”

Section: Resuming Tourismmentioning

confidence: 99%

The role of Big Data in explaining disaster resilience in supply chains for sustainability

Παπαδόπουλος

Gunasekaran

Dubey

et al. 2017

Journal of Cleaner Production

491

314

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The purpose of this paper is to propose and test a theoretical framework to explain resilience in supply chain networks for sustainability using unstructured Big Data, based upon 36,422 items gathered in the form of tweets, news, Facebook, WordPress, Instagram, Googleþ, and YouTube, and structured data, via responses from 205 managers involved in disaster relief activities in the aftermath of Nepal earthquake in 2015. The paper uses Big Data analysis, followed by a survey which was analyzed using content analysis and confirmatory factor analysis (CFA). The results of the analysis suggest that swift trust, information sharing and publiceprivate partnership are critical enablers of resilience in supply chain networks. The current study used cross-sectional data. However the hypotheses of the study can be tested using longitudinal data to attempt to establish causality. The article advances the literature on resilience in disaster supply chain networks for sustainability in that (i) it suggests the use of Big Data analysis to propose and test particular frameworks in the context of resilient supply chains that enable sustainability; (ii) it argues that swift trust, public private partnerships, and quality information sharing link to resilience in supply chain networks; and (iii) it uses the context of Nepal, at the moment of the disaster relief activities to provide contemporaneous perceptions of the phenomenon as it takes place.

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Section: Resuming Tourismmentioning

confidence: 99%

The role of Big Data in explaining disaster resilience in supply chains for sustainability

Παπαδόπουλος

Gunasekaran

Dubey

et al. 2017

Journal of Cleaner Production

491

314

View full text Add to dashboard Cite

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“…Leveraging government, community and industry needs to have a grip on vulnerabilities is essential for a PPP in disaster management (Abou-Bakr, 2012) (Miller & Rivera, 2010). An integrated approach involving government, civil society organisations and private sector can aid mobilization of human and non human resources to support prevention and response to disasters (Lassa, 2013) (Chen et al, 2013). The government must set targets and define standards for PPP (Johannessen et al, 2013).…”

Section: Social Investmentsmentioning

confidence: 99%

A Public-Private Partnership Model for Managing Disasters in India

Ganapathy¹

2017

IBMRD

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The frequency of natural disasters across the globe has increased and the intensity of each disaster has only exposed all nations to the vulnerabilities associated with the occurrence of disasters. Rapid urbanization, climate change, the growing gap between the haves and have-nots, inability of the state machinery to meet the needs of the socially marginalized communities and exponential growth in population are some of the reasons for the occurrence of natural disasters and the adverse effects associated with them. The financial burden of disasters is something that the government alone cannot handle. Therefore there is a greater need for private sector participation in disaster management more than ever before. Disaster planning is equally important as response and recovery and the private sector can play a crucial role in this area. Public private participation in disaster management is needed to encourage greater involvement of the private sector in disaster management efforts. The main challenge is to make such partnerships more productive so that disaster management can be effective. This study has reviewed the body of work in this area to highlight the challenges associated with public private participation in disaster management and the key research areas emerging from the same. Limited insurance and reinsurance capacity has led to the need to examine alternative risk transfer mechanisms to meet the financial obligations in the aftermath of a disaster. This effort addresses the public private participation in disaster management from both angles viz. the involvement of private sector in disaster planning, response and recovery as well as involvement in alternative risk transfer mechanisms. Based on experiences of private sector in disaster management in various regions of the world, this study has recommended actions that need to be taken by the state machinery to evolve a regulatory framework so that greater value can be derived from public private partnerships.Key words: Public-Private participation, disaster management, disaster, disaster recovery, reinsurance, alternative risk transfer, resilience. IntroductionIn an increasingly fragile world, climate change, urbanization, exponential growth in population in some regions and environmental degradation has resulted in increase in the frequency and intensity of disasters. It has therefore become important to get risk management right. A recent World Bank report concluded that the cost of disasters has quadrupled over the last 30 years -from an annual average of around a year in the 1980's to annual losses of some US$ 200 billion today. Unpredictable nature of environmental hazards are challenging for governments, communities and individual households as they lack the capacity to manage the covariant risk presented by droughts, floods and hurricanes (Kelman & West, 2009;Mycoo, 2011, Campbell & Beckford, 2009. Over 25 million people were affected by droughts in the Horn of Africa and the Sahel. Typhoon Haiyan in Philippines impacted over 16 millio...

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“…They also need to have a great focus on support to affected communities which includes those beyond the area of direct impact. Building resilient communities and systems require partnerships of community organisations and government, as well as, a strategy and long term commitment to safety (Comfort 2006;Chen et al 2013). The strategic level of emergency management at the state level may need to form and sustain effective collaborative arrangements involving government, businesses and non-governmental organisations to mobilise resources in a longer term for community disaster response efforts and future public preparedness.…”

Section: How Different Is Working Above the Imt From Working At The Imentioning

confidence: 99%

Incident Management Approaches above the Incident Management Team Level in Australia

Bhandari

Owen

Trist

2015

Journal of Homeland Security and Emergency Management

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This paper discusses incident management strategies widely used above the incident management team (IMT) level in the four Australian States namely, Victoria, New South Wales, Tasmania and Queensland. It begins with an overview of how incident management approaches above the IMT might differ from the local IMT level. By exploring this difference, this paper provides an insight into how emergency management personnel working above or beyond the local IMT level often deal with large scale multiple emergency events and require an understanding of broader problems that they might confront in the future. Then, it provides an outline of how strategic emergency management objectives are addressed in the state level arrangements in aforementioned jurisdictions. Specifically, this includes response orientations, state level emergency management facilities, long term thinking, the management of stakeholder relationships, leadership, and organisational adaptation and capacity building. Later, some of the challenges associated with incident management above the IMT level are discussed. Finally, the paper concludes by discussing the implications of this study to the emergency management sector.

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Public–Private Partnerships for the Development of Disaster Resilient Communities

Cited by 122 publications

References 38 publications

The role of Big Data in explaining disaster resilience in supply chains for sustainability

The role of Big Data in explaining disaster resilience in supply chains for sustainability

A Public-Private Partnership Model for Managing Disasters in India

Incident Management Approaches above the Incident Management Team Level in Australia

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