Private-sector organizations play a significant role in disaster management. Small businesses and larger corporations employ a sizable population in our communities, provide essential goods and services, and are often an integral component of community development. Within the disaster management arena, private-sector organizations in coordination with government agencies provide valuable services in the aftermath of disasters. They make valuable contributions to relief and response through donations and volunteering. They also aid the recovery process through continued employment that provides economic stability to the surrounding community and provision of essential services like food, rebuilding and reconstruction services, and housing for displaced populations. Certain businesses may also significantly contribute to long-term disaster management functions like community disaster risk reduction. While small businesses often actively participate in community resilience planning and implementation, larger corporations also contribute toward sustainable development through corporate social responsibility policies. However, to be effective partners in disaster management, businesses need to be first prepared to maintain continuity of operations in the aftermath of disasters. Having a continuity of operations plan and taking financial preparedness measures have been found to be effective for survival of businesses. Businesses may face other challenges when participating in disaster management actions—specifically, lack of resources and knowledge, as well as collective action risks associated with public–private partnerships. Additionally, not all private-sector agencies may be motivated to contribute toward disaster risk reduction practices. In fact, disasters can often create short-term positive economic impacts due to flow of external aid and increased demand for certain services like construction and housing—thus motivating businesses to choose short-term economic profits over long-term investments in disaster risk reduction. In summary, while the role of the private sector in disaster management is crucial, their involvement is complex and faces numerous challenges. The connection between businesses and community resilience is also less studied. It is therefore of value to examine the role of businesses as significant stakeholders in community disaster management, identify factors that motivate or hinder their participation, and discuss ways in which businesses can improve their own preparedness so as to minimize disruption in the aftermath of disasters.
Disasters and the Private Sector: Impact of Extreme Events, Preparedness, and Contribution to Disaster Risk Reduction
Simon A. Andrew, Vaswati Chatterjee, and Gary Webb
Economic and Business Recovery
Joanne R. Stevenson, Ilan Noy, Garry McDonald, Erica Seville, and John Vargo
The economics of disasters is a relatively new and emerging branch of economics. Advances made in analysis, including modeling the spatial economic impacts of disasters, is increasing our ability to project disaster outcomes and explore how to reduce their negative impacts. This work is supported by a growing body of case studies on the organizational and economic impacts of disasters, such as Chang’s in-depth analysis of the Port of Kobe’s decline following the 1995 Great Hanshin earthquake, and the evolving studies of the workforce trends during the ongoing recovery of Christchurch, New Zealand, following a series of earthquakes in 2010 and 2011. The typical view of post-disaster economies depicts a pattern of destruction, renewal, and improvement. Evidence shows, however, that this pattern does not occur in all cases. The degree of economic disruption and the time it takes for different economies to recover varies significantly depending on characteristics such as literacy rates, institutional competency, per capita income, and government spending. If the impacts are large relative to the national economy, a disaster can negatively affect the country or sub-national region’s fiscal position. Similarly, disasters may have significant implications for the national trade balance. If, for example, productive capacity is reduced by disaster damage, exports decrease, the trade balance may weaken, and localized inflation may increase. Studies of individual, household, industry, and business responses to disasters (i.e., microeconomic analyses) cover a broad range of topics relevant to the choices actors make and their interactions with markets. Both household consumption and labor markets face expansion and contraction in areas affected by disasters, with increased consumption and employment often happening in reconstruction related industries. Additionally, the ability of businesses to absorb, respond, and recover in the face of disasters varies widely. Characteristics such as size, number of locations, and pre-disaster financial health are positively correlated with successful business recovery. Businesses can minimize productivity disruptions and recapture lost productivity by conserving scarce inputs, utilizing inventories, and rescheduling production. Assessing the progress of economic recovery and predicting future outcomes are important and complex challenges. Researchers use various methodologies to evaluate the effects of natural disasters at different scales of the economy. Surveys, microeconomic models, econometric models, input-output models, and computable general equilibrium models each offer different insights into the effect of disasters on economies. The study of disaster economics still faces issues with consistency, comprehensiveness, and comparability. Yet, as the science continues to advance there is a growing cross-disciplinary accumulation of knowledge with real implications for policy and the private sector.
Public–Private Partnerships and Natural Hazards Governance
Dane S. Egli
The level of interest in public–private partnerships (P3s) is growing—along with supporting literature—and applications are expanding to include new areas where industry supplements public investments in return for measurable rewards. In what follows are timely observations to support P3 operating principles for natural hazards governance—working as an integrated team, sharing innovations, solving technical and operational problems, and engaging in voluntary associations to creatively solve problems. P3s involve voluntary collaboration to achieve common goals and financial benefit. In a globalized economy with highly interconnected systems, this spirit of innovation, sense of personal responsibility, and vision for collective partnerships can be seen throughout the world in the application of P3s. The impact and efficacy of P3s is not just realized in the pursuit of economic, security, safety, social, and environmental goals, but also in establishing integrated governance policies to contend with the persistent vulnerabilities of natural hazards. The emerging world of P3s and natural hazards governance can be illustrated by three real-world examples: (1) a catastrophic regional natural disaster; (2) an urban research-study focused on the measurement of critical infrastructure resilience; and (3) a summary of transportation systems in the unique environment of maritime ports. From these case studies, and a diverse selection of references, it highlights key findings that will benefit future research, critical analysis, and policy application, including academic value, integrated participation, evidence-based metrics, smart resilience, and future innovation.