Article writing homework help

Article writing homework help. Public-Private Partnerships and
Emergency Management
PICT213 S8
Dr Layla Branicki – Layla.Branicki@mq.edu.au
In this session we will examine:
• Critical goods & services supplied by
business
• How public-private partnerships
contribute to safe & resilient
communities
• Role of the private sector in disaster
response & recovery
• Responsibilities that businesses have in
responding to natural disasters
Public, Private or Non-Governmental?
Sometimes the boundaries can be blurry
Why does business matter to emergency management?
1. Emergency management is often complex, drawn-out and involves many organizations
from the public and private sector
2. Businesses provide the facilities, systems, sites and networks necessary for the functioning
of the country and the delivery of the essential services which we rely on in every aspect of
our daily life
3. Examples of essential services commonly provided by the private sector include energy,
food, water, transport, telecommunications, health care, housing and finance
4. Critical National Infrastructure is often privately owned
5. Failure of business services can produce severe economic or social damage and/or large
scale loss of life
6. Businesses have different resources and capabilities than governmental organizations
High consequence risks facing the United Kingdom (source National Risk
Register, UK)
Non-conventional Attacks
Coastal Flooding
Pandemic Influenza
Inland Flooding
Attacks on Transport
Attacks on Crowded Places
Extreme Weather
Electronic Attacks
Major Transport Accidents
Attacks on Critical Infrastructure
Major Industrial Accidents
Animal Disease
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http://news.bbc.co.uk/1/hi/uk/7548990.stm
The Case of the 2007 UK Floods
• As a result of exceptionally heavy rainfall in July 2007 floods
in Gloucestershire and Worcestershire led to the closure of
the Mythe water treatment plant on 22 July and about
340,000 people had to endure more than a week without
running water.
• Severn Trent’s managing director, Tony Wray, said: “This
was a completely unprecedented event that has rewritten
the records of flooding in the UK. It was on a scale 10 times
bigger than anything the industry has dealt with in the
past.”
• Heavily criticised for their lack of preparedness
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More information: http://www.youtube.com/watch?v=eN2OJjd_fXw
Findings of The Pitt Review 2008
• UK 2007 floods largest emergency since World War II
• Decision making was hampered by insufficient preparation and lack of information
• There must be greater involvement of private sector companies
• We need partnerships between the public and private sector, which enable coordination between
multiple sectors, organizations and localities
But it was recognized that this would not be easy…
• Impossible to anticipate all hazards
• Not practical on economic or any other grounds to completely protect all organizations
• Businesses need to be competitive this drives out spare capacity and redundancy
• CNI is a complex system of interlinked networks, if one part fails it is likely to impact another
How do you coordinate across these interfaces?
What is the role of law in regulating these risks?
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“There are many risks that can affect an
organisation’s ability to continue its day to
day business and these can affect
organisations of all sizes, across all sectors,
both directly and indirectly.”
Bruce Mann, Director of Civil Contingencies Secretariat, Cabinet Office
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Systems, Ripples & Interdependencies
Extreme events give organizations a stake in each others preparedness,
as a neighbour or suppliers fallibility may have a direct impact upon
other businesses or communities
Organizations need to consider the vulnerabilities of the system they
are part of, and the risks they create for others
For example,
‘It’s not their problem when the water’s coming in through your
theatre. They might be to blame, but it’s not their immediate problem…
… Their priorities will be different to ours, so therefore I can’t rely on
them …. …What happens if its multiple events and we come down the
pecking order?’ (Director, Postcard Target)
An emergency plan that doesn’t consider interdependence is unlikely
to be effective in practice
Examples organizational inter-dependence
1. UK fuel crisis which almost became a
crisis for farmers, as supply was
stopped, jeopardizing livestock and
ultimately food security
2. A flood which threatened electricity
power supplies, drinking water and
sanitation impacting upon both
business and residential properties and
ultimately the economic productivity of
the region
If interdependence is important then partnerships
matter
The FEMA Approach
FEMA believes that every community benefits from public-private collaboration in
emergency management
“There’s no way government can solve the challenges of a disaster with a government
centric approach. It takes the whole team.” (FEMA Administrator Fugate)
Through public-private partnerships both government and the private sector can:
• Enhance situational awareness
• Improve decision making
• Access more resources
• Expand reach and access for communication efforts
• Improve coordination with other efforts by segments of the private sector
• Increase the effectiveness of emergency management efforts
• Maintain strong relationships, built on mutual understanding
• Create more resilient communities
Source: https://www.fema.gov/public-private-partnerships
Public-private partnerships are collaborations built on:
1. Needs: Each member of a partnership has resources or
support it needs from the partnership
2. Capabilities: Each member of the partnership brings its own
unique set of capabilities that can be leveraged
3. Two-way communication: Partners should communicate their
needs as well as their capabilities to all members of the
partnership
Source: https://emilms.fema.gov/IS660/indexMenu.htm
Bajracharya, B., & Hastings,
P. (2015). Public-private
partnership in emergency
and disaster management:
Examples from the
Queensland floods 2010-
2011. Australian Journal of
Emergency Management,
30(4), 30-36.
Sharing Capabilities
“What’s interesting about this for me is the opportunity to
engage with other sectors on the issue, whereas traditionally in
an integrated approach to managing issues of this nature, it’s
usually within one sector, and if it’s going to be done properly we
need to take full advantage of the resources and skills that exist
elsewhere” (Senior Manager, Manufacturing).
As argued by Cole in a 2010 Royal United Services Institute Report:
“… organizations will be forced to consider whether capabilities can be
shared or held centrally, as there may not be sufficient budget for each
organization or regional force to hold every resource it needs.”
The Value Chain
Support
Activities
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Firm infrastructure
Human resource mgmt
Technology development
Procurement
Inbound
logistics Operations Outbound
logistics
Marketing
and
sales
Service
(Porter, 1985)
Barriers to Successful Partnerships
• Lack of clarity about purpose
• “No single locus of control” (Power, 2007:5)
• Clashes between professional cultures (Webb and
Vulliamy, 2001: 315)
• “Joined-up crisis preparations do not necessarily
lead to joined-up responses” (Drennan &
McConnell, 2007:33)
• Expectations misaligned, accountability unclear,
legislation unsupportive
• No culture of sharing information
• Who is in charge can arouse great passion and
politics (Boin, t’Hart, Stern, and Sundelius, 2005)
There’s also confusion about partnership…
• Terminology (Huxham, 2000: 338)
• Partnership purpose
• Allocation of costs and rewards
• Rhetoric versus reality
• Private sector production of
public sector goods
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“The crucial point is that managers
of public companies do not own the
businesses they run. They are
employed by the firms’ owners to
maximise the long-term value of the
owners’ assets. Putting those assets
to any other use is cheating the
owners, and that is unethical.”
The Economist – The ethics of business, Good corporate
citizens, and wise governments, should be wary of CSR,
Jan. 20th 2005
(Senior Manager, multinational financial services).
“Well, that’s part of the problem
isn’t it? There’s a wider debate
about, you know, this is a private
sector organisation with
shareholders and other
stakeholders around the place,
and it’s got conflicts of interest’”
Businesses Might Not Be Invested
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Q1: Why was Wal-Mart able to
effectively respond to Katrina?
Q2: What is the responsibility of
companies in responding to natural
disasters? Where does this
responsibility end?
Tutorial Activity – Wal Mart & Katrina
Part 1 (25 minutes):
In your allocated group discuss and answer
the questions below.
Part 2 (25 minutes):
Be ready to share your answers with the rest
of the group, and to discuss the issues raised
by this activity.

Article writing homework help