An integrated approach: managing resources for post‐disaster reconstruction

Abstract

Abstract:The availability of resources allows for the rapid and cost-effective delivery of a construction project. For rebuilding programs after a disaster, the need for better understanding of factors affecting resource availability and their potential impacts on resourcing outcomes can be of crucial importance to desirable reconstruction performance. This research attempts to empirically identify the critical factors affecting resource availability for post-disaster reconstruction projects. The results show that the top ten factors with significant influence on resource availability in post-disaster situations are: legislation and policy, project schedule, competency of resourcing manager, qualification of contractor, project resourcing plan, quantity of resources required, resource procurement lead time, general economic environment and resource transportation cost and method. This ranking hierarchy helps draw attention to areas in which policy makers and reconstruction practitioners should make efforts to ensure resource available for post-disaster rebuilding projects.

Construction contractors involvement in disaster management planning

“…Within the pre-disaster planning phase a construction contractor can be involved with upgrading skills and incorporating disaster prevention into construction work (Chang, et al, 2011). This stage should allow all stakeholders including construction contractors to be involved in emergency management planning (Bosher, et al, 2007 …”

“…Despite this focus, involving construction contractors into emergency management planning have been largely neglected (Bosher, et al, 2007). Thus many construction companies do not have plans or strategies for post disaster reconstruction (Chang, et al, 2011). Bosher, et al, (2007 reports there are two main barriers preventing the construction industry from being involved with disaster planning.…”

“…Compared to a standard project, rebuilding after a disaster is chaotic, complex, uncertain and changing (Chang, Wilkinson, Brunsdon, Seville, & Potangaroa, 2011;Le Masurier, Rotimi, & Wilkinson, 2006). Due to the nature of these projects they often lack strategy and fail to respond effectively to the needs of the affected community (Sadiqi "Wardak", Coffey, & Trigunarsyah, 2012).…”

“…Due to the nature of these projects they often lack strategy and fail to respond effectively to the needs of the affected community (Sadiqi "Wardak", Coffey, & Trigunarsyah, 2012). A Construction contractor can add considerable value and provide assistance to disaster management and recovery in a number of areas, such as sourcing resources, procurement, project management and logistical planning (Chang, et al, 2011). Despite these benefits of construction contractors' involvement with a reconstruction project, the industry as a whole has had little involvement with disaster reconstruction projects being unable and unprepared to assist should a disaster occur (Bosher, Carrillo, Dainty, Glass, & Price, 2007;Chang, et al, 2011).…”

“…Despite these benefits of construction contractors' involvement with a reconstruction project, the industry as a whole has had little involvement with disaster reconstruction projects being unable and unprepared to assist should a disaster occur (Bosher, Carrillo, Dainty, Glass, & Price, 2007;Chang, et al, 2011). Chang, et al (2011) goes on to say that the construction industry is not prepared for post-disaster construction and the involvement in post-disaster management is poor. In general 'the construction industry has not been sufficiently involved with emergency management to date' (Bosher, et al, 2007, p. 243).…”