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• W2594090903 abstract "A massive tornado tore a seventeen-mile path through Moore, Oklahoma on May 20, 2013, tragically killing twenty-four people and injuring over three hundred. 1 Response efforts began immediately, and partnerships between government entities and businesses played a significant role in those efforts. For example, the Ford Motor Company donated $400,000 to local charities, including the American Red Cross, which worked closely with first responders to help survivors.2 The Home Depot gathered three hundred employees in Dallas, Texas, including plumbers and general contractors, and then bussed them to Moore to assist in recovery operations.3 With numerous cell phone towers destroyed in the Moore area, the wireless phone company Sprint provided cell phones to local first responders and set up mobile cell phone towers on trucks to boost service coverage.4 These examples of publicprivate sector cooperation and collaboration after the Moore tornado are part of a broader trend in which businesses and government agencies work together before, during, and after disasters. Ami J. Abou-bakr’s Managing D i s a s t e r s t h r o u g h P u b l i c P r i v a t e P a r t n e r s h i p s i s e a s i l y t h e m o s t comprehensive scholarly work on this topic to date. Abou-bakr’s book contributes to an emerging literature on public-private partnerships in emergency management today, which she labels “disaster-oriented PPPs.” 5 In Managing Disasters, Abou-bakr argues persuasively that the current federallevel framework for disaster-oriented PPPs is not sustainable. The framework’s deficiencies may grow into bigger problems without a f u n d a m e n t a l r e t h i n k i n g o f t h e s e partnerships’ purposes. Better defining disaster-oriented PPPs, in her view, will provide a valuable first step toward making these partnerships more sustainable. Abou-bakr first traces the development of disaster-oriented PPPs from the late 1990s through 2005. Beginning with the Clinton administration, she systematically reviews the major milestones in the federal government’s evolving view of public-private partnerships in US national security. The first chapter of Managing Disasters covers the enormous number of post-9/11 changes in government, including the huge federal reorganization that led to the US Department of Homeland Security’s creation in 2002. Readers will find her detailed accounts of Verizon’s role in re-opening the New York S t o c k E x c h a n g e a n d W a l M a r t ’ s contributions to Hurricane Katrina relief refreshing and engaging. They add new insights from interviews with key Verizon and Wal-Mart officials, and her narrative style helpfully mixes these new insights with sharp, clear analyses. In Chapter 2 Abou-bakr establishes an analytical framework for disaster-oriented PPPs today. This framework, which she developed based upon more than two dozen interviews with senior public and private sector leaders in emergency management, consists of seven critical factors: crisis, leadership, organizational structure, information sharing, shared benefits, trust, and adaptability or sustainability. Her analytical framework takes its place alongside a number of other frameworks developed to assess public sector partnerships with nonpublic sector entities. 6 Through the balance of Chapter 2 she uses this framework to evaluate the current status of federal disaster-oriented PPPs, weaving in multiple case studies to illustrate the broad impact that disaster-oriented PPPs have on emergency management today. These cases make for fascinating reading, and include descriptions of FedEx’s role after the 9/11 terrorist attacks, the shipping company Maersk’s efforts to combat piracy off the" @default.
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• W2594090903 date "2013-01-01" @default.
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• W2594090903 title "Ami J. Abou-bakr, 'Managing Disasters through Public-Private Partnerships'" @default.
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