Randy Rapp

Stakeholder management in disaster restoration projects

Purpose – This paper aims to identify stakeholder issues on disaster restoration projects from a contractor perspective. Disaster occurrences normally warrant substantial restoration and reconstruction efforts. These projects involve the mitigation and repair of disaster-affected buildings and structures. Design/methodology/approach – This study is essentially exploratory in nature. It reviews relevant literature and then presents empirical research findings garnered from disaster restoration practitioners. A survey using the Likert rating scale method was used. The data were collected via an online questionnaire survey. Findings – The results confirm that disaster restoration projects contain significant stakeholder issues and challenges. Furthermore, these can differ from conventional construction and the work of “first responders” to disaster situations. Hence, disaster restoration projects are seen as having their own unique identity. Research limitations/implications – This paper has only set out to ...

Disaster restoration project management: leadership education and methods

Purpose Disaster restoration concerns the mitigation and repair of buildings and property resulting from natural and man-made disasters. This paper aims to investigate current attitudes with respect to disaster restoration project management leadership and its associated education. Design/methodology/approach Relevant literature is presented to provide some background with respect to disaster restoration projects, project management and leadership education. This is followed by a questionnaire survey that seeks opinion from appropriately qualified industry practitioners on a series of important issues with respect to the topic. Findings The results provide some insight into disaster restoration leadership education and methods. It was found that varied degrees of support existed on issues involving knowledge, teaching approaches and delivery modes. Research limitations/implications This research focuses on leadership and education as it pertains to the restoration of buildings post disaster. It does not delve into leadership education with respect to disaster management in general. Practical implications Appropriate education and training of industry participants needs to take place to ensure that qualified people undertake restoration projects. This study informs disaster restoration educators and industry with respect to leadership education and methods. Originality/value There have been many studies on leadership and education. However, this study has a specific focus on how disaster restoration practitioners view leadership and its associated education within their field.

First Responder/Private Industry Collaboration to Advance Disaster Response

In most developed countries, well-established communities of first responder organizations have formed to provide a quick and coordinated reaction to disasters. In most cases these response organizations are controlled, organized, and funded by related governmental agencies. Because their disaster response contributes to the good of the public, the existence of government funded and coordinated first responder organizations are considered by many to be the most effective approach to provide disaster response. Unfortunately, these organizations do not always have ready access to all of the skills and resources required to efficiently respond to many of the physical challenges that result from wide-ranging disasters. This paper provides a description of some of the resources and skills possessed by private demolition and disaster response companies that could be made available for widespread disaster response. If properly coordinated prior to a major disaster, these private organizations could be called upon to collaborate with first responders. Coordination challenges that commonly prevent first responder/private industry collaboration after widespread disasters are presented along with several examples of successful partnerships.