Controlled Collaboration in Disaster and Crisis Management in the Netherlands, History and Practice of an Overestimated and Underestimated Concept

Abstract

In the Netherlands disaster and crisis management is a local responsibility. The official point of view is that this asks for central controlled collaboration. Authority to enforce this is legally given to the mayor and a dedicated operational leader. Practice however shows that during the acute phase of a disaster or crisis that central controlled coordination cannot be achieved. In this article it is shown that control over the collaboration in the acute phase of a disaster or crisis can only be accomplished in an indirect way via controlled collaboration in the preparatory phase. Practice however shows that in the preparatory phase collaboration of organizations involved in disaster or crisis management is not enforced but based on voluntary actions of these organizations.''A lack of understanding of emergency management is likely one reason why officials have suggested that the nation's response to catastrophic disasters needs a stronger command-and-control system that might be best handled by the military'' (Waugh & Streib, 2006).

Crisis decision making through a shared integrative negotiation mental model

“…And the behavior that Rosenthal described in 1991 still fits the current practice of crisis management (Boin et al, 2005, pp 48-49); Scholten, 2008;Brainich von Brainich Felt, 2004). To illustrate this, we have presented in figure 1 a short empirical scan of Dutch Crisis Management experiences.…”

“…First of all, the changing nature of crises (i.e. de-regionalization and politization) demand a coordination approach of crisis management decision making (Boin et al, 2005p 147, Helsloot 2008, Scholten, 2008. Secondly, crisis management decision making during crises takes place in (multi-agency) teams (Devitt, 2008, Boin et al, 2005.…”

“…It appears that there is no real multidisciplinary coordination or cooperation, goals are diverse and often not shared, information is not accessible and information systems are not optimally used (Rosenthal, 1984, Rosenthal et al, 1991, Boin et al, 2005, Helsloot, 2008 Scholten, 2008). From the above, it can be concluded that there is a need to optimize the way crises are handled.…”

Collaboration Exercises—The Lack of Collaborative Benefits

“…This is especially true for larger events when resources are scarce, but also for smaller events when those who first arrive at the scene are not trained to handle the specific situation (Scholtens 2008). In most countries, the police, rescue services, and ambulance are the organizations that deal with a large number of emergency responses on a daily basis and practice collaboration regularly (Borodzicz and van Haperen 2002;Grote et al 2009;Kapucu et al 2010;Lateef 2010;Berlin and Carlström 2011;Van Wart and Kapucu 2011;Andersson et al 2014).…”

Global Response for Capacity Building of Disaster Preparedness: A TIEMS Initiative

“…Civil strife, stress on the environment, immense demand for energy, and rapid rise of economies in developing countries are the result of this convergence. It is not surprising, then, that the loss of life and damage to physical property has increased so significantly in developing countries (Scholtens, 2008;Bandyk, 2010). Although a disaster may cause physical effects in a single nation, it produces ripples that are felt in neighboring nations and can cause long-term impacts on productivity, growth, and the economies throughout the world.…”