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<br />Building Community Partnerships
<br />When it comes to emergency management, commu-
<br />nity partnerships, also known as public - private partner-
<br />ships, are vital. Every community is made up of a number
<br />of potential partners: government, businesses, nonprofit
<br />organizations, the general public, and more. No one
<br />group is equipped to protect a community from disaster.
<br />Although government has the primary responsibility for
<br />protecting its citizens, there is competition for funds, and
<br />reducing disaster risks is one of many issues fighting for
<br />survival. While money can most certainly help a commu-
<br />nity minimize its risk, efforts can be enhanced by bringing
<br />other resources to bear to devise local solutions. This is
<br />where partnerships come into play. By working together,
<br />partners can better address community -wide safety needs.
<br />Background
<br />Over the last four years, much of our government has
<br />been focused on terrorism, and communities have started
<br />to fall behind in addressing their natural hazards. An un-
<br />derstandable national shift of attention and funds after
<br />September 11, 2001, unfortunately swung the pendulum
<br />from all- hazards planning to a single hazard focus. Prior
<br />to that fateful day, emergency management leaders were
<br />well on the way to increasing America's disaster resil-
<br />ience. But that momentum changed and local governments
<br />saw themselves directing staff and resources toward the
<br />new trends and the promise of money.
<br />Following the multiple hurricanes in Florida and the
<br />Gulf states, attention seems to be shifting back to natural
<br />disaster risks. The problem is that decisions about pro-
<br />grams and funding for natural events are probably a long
<br />way off. In the wake of Hurricane Katrina, there is much
<br />to be discussed and considered at the federal level, yet
<br />urgency exists to make improvements, and those of us on
<br />the front lines of local emergency management can't wait.
<br />In fact, any delay makes us more vulnerable to the possi-
<br />bility of a disaster, whether it is the result of a hurricane,
<br />earthquake, flooding, tornadoes, landslides, or some other
<br />hazard. We should act now by building on the current
<br />interest in participation from organizations and individuals
<br />in our own cities and towns.
<br />Where Does a Community Start?
<br />A community partnership may be initiated by either
<br />the public or private sector. Either way, the emergency
<br />management office is a good place to start as it is typically
<br />Natural Hazards Observer November 2005 20
<br />• in contact with organizations in the community, both pub-
<br />lic and private, and is already responsible for coordinating
<br />disaster mitigation, preparation, response, and recovery in
<br />their jurisdiction.
<br />There are many organizations interested in collaborat-
<br />ing with local emergency management, especially in the
<br />wake of Katrina. Nevertheless, the window of opportunity
<br />and interest may only be open for a short time, so we
<br />must act quickly. It is best to begin with those organiza-
<br />tions that have expressed interest and build from there.
<br />Misconceptions Must Be Overcome
<br />A public - private partnership can be a tremendous as-
<br />set in addressing local and even regional risks. When
<br />building these relationships, it must be understood that
<br />there are some misconceptions held about each side of the
<br />partnership that could hinder progress. If these get ad-
<br />dressed in the beginning stages and are stressed with new
<br />partners, the early development of the partnership will be
<br />much easier.
<br />Government's Take on the Private Sector
<br />Myth: The private sector will be a "cash cow," funding
<br />large and long -term projects.
<br />Reality: Businesses fund a variety of projects each year,
<br />but their contributions are small and one -time
<br />only.
<br />Myth: Money is the most important contribution.
<br />Reality: While money is important, the most valuable
<br />resources the private sector can provide are ex-
<br />pertise, services, and contacts, both internally
<br />and externally. Their time is the key.
<br />Myth: Businesses have a clear understanding of govern-
<br />ment's roles, as well as their own, in a disaster.
<br />Reality: The general public and many businesses don't
<br />really understand the role of government and its
<br />limitations. Additionally, businesses don't see the
<br />important role they can play in the response and
<br />recovery of their community. This reality has
<br />changed following Hurricane Katrina as more
<br />people and businesses are becoming aware of the
<br />interrelatedness of the multitude of players in
<br />their communities.
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