Strengthening Regional Resilience through National, Regional, and Sector Partnerships: Draft Report and Recommendations, National Infrastructure Advisory Council, 2013

“In April 2012, the National Infrastructure Advisory Council (NIAC) launched a study to examine how regions can become more resilient in the face of increasing risks and infrastructure interdependencies. The Council formed a Regional Resilience Working Group to examine the challenges that regions face in improving resilience and to recommend steps the federal government should take to help regions become more resilient.” This report captures findings and key insights from the study.

Achieving Resilience in Disaster Management: The Role of Public-Private Partnerships, Journal of Strategic Security, Nathan E. Busch and Austen D. Givens, 2013

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“This article examines the current status of public-private partnerships in disaster management, as well as the emerging opportunities and challenges that need to be addressed for these partnerships to achieve their full potential. The article begins with a systematic overview of the strategic, operational, and tactical effects of public-private partnerships in disaster management today and describes how these effects can increase societal resilience. Next, the article discusses several of the emerging opportunities and challenges that these partnerships will have to work through in the coming years. The article concludes with a set of policy recommendations to enhance the efficiency and effectiveness of public-private partnerships in disaster management.”

Improving Preparedness and Resilience through Public-Private Partnerships, U.S. Federal Emergency Management Agency, 2013

“This course describes how to establish and sustain public-private partnerships, as well as how to communicate and share resources in a partnership.” The course is intended for “emergency management and community planners, senior-level personnel from response agencies (i.e., law enforcement, fire, emergency medical services, public works, etc.), senior-level personnel from Federal, state, local, and tribal government agencies that may participate in continuity planning efforts, [and] representatives from private-sector organizations involved in continuity planning and response actions.”

Public-Private Partnerships for the Development of Disaster Resilient Communities, Journal of Contingencies and Crisis Management, Justine Chen et al., 2013

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“The overarching questions that this paper investigates are how to form and sustain (1) effective collaborative arrangements involving governments, businesses, non-governmental organizations, and communities to ensure development of disaster resilient communities, and (2) governance institutions that can effectively mobilize geographically dispersed disaster response resources with fragmented ownership. We have reviewed case studies of alternative inter-sectoral collaborative arrangements that were formed to (1) promote the development of resilient communities and critical physical and social systems; (2) mitigate or respond to emerging crises; or (3) facilitate post-disaster recovery and learning. We have developed grounded propositions articulating the antecedents of performance of inter-sectoral collaborative arrangements.”

National Infrastructure Protection Plan (NIPP) 2013: Partnering for Critical Infrastructure Security and Resilience, U.S. Department of Homeland Security, 2013

“Our nation’s well-being relies upon secure and resilient critical infrastructure — the assets, systems, and networks that underpin American society. The National Infrastructure Protection Plan (NIPP) — NIPP 2013: Partnering for Critical Infrastructure Security and Resilience — outlines how government and private sector participants in the critical infrastructure community work together to manage risks and achieve security and resilience outcomes.”

Promoting Resilience and Cross-Sector Collaboration for a Sustainable Future, U.S. Chamber of Commerce Foundation, 2017

This webcast records a recent event from the U.S. Chamber of Commerce Foundation. “Promoting Resilience and Cross-Sector Collaboration for a Sustainable Future [takes] a comprehensive look at the different social drivers that impact a community’s ability to prepare and respond. Starting with a holistic approach to community development, experts [discuss] best practices to creating resiliency plans. Then, breaking down the pieces — from financing to infrastructure to materials reuse — industry leaders [analyze] where the private sector can engage at different levels to support the adaptability of the community.”

Building Community Disaster Resilience Through Private-Public Collaboration, Committee on Private-Public Sector Collaboration to Enhance Community Disaster Resilience, Geographical Sciences Committee, and Board on Earth Sciences and Resources, 2011

“Responsibility for building community resilience cannot rest with the public sector alone. … All sectors must collaborate to build community-level disaster resilience. … [This report] surveys what we know about effective private-public collaboration and how it may enhance community disaster resilience. It delineates areas where resilience-focused collaboration could benefit with more knowledge, and it lays out a comprehensive research agenda.”

Building Community Disaster Resilience: Perspectives From a Large Urban County Department of Public Health, American Journal of Public Health, Alonzo Plough et. al., 2013

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“We examine why building community resilience has become a key component of national policy across multiple federal agencies and discuss the core principles embodied in community resilience theory — specifically, the focus on incorporating equity and social justice considerations in preparedness planning and response. We also examine the challenges of integrating community resilience with traditional public health practices and the importance of developing metrics for evaluation and strategic planning purposes. Using the example of the Los Angeles County Community Disaster Resilience Project, we discuss our experience and perspective from a large urban county to better understand how to implement a community resilience framework in public health practice.”

Public Private Partnership Models, U.S. Federal Emergency Management Agency, 2015

This collection of examples of public-private partnerships is organized by jurisdiction (e.g., national, state, city) and is intended to help users “learn more about emergency management public private partnerships.” This resource includes examples of public-private partnerships for emergency management at the international, national, regional, state, county, tribal, and city levels.

Building Collaborative Capacity for Disaster Resiliency, chapter in Disaster Resiliency: Interdisciplinary Perspectives, Beth Gazley, 2013

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“In the wake of unprecedented recent disasters, it has become evident to policy makers that a wide range of private non-profit agencies play unanticipated but valued roles in disaster response and recovery. … Local planning groups organized as Community Organizations Active in Disaster (COADs) offer a key mechanism by which local government officials and community organizations can accomplish these goals of coordinate planning and response. … This chapter begins by describing the role of COADs within the public policy framework, then moves to defining their role at the local level.”