private sector guide
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PRIVATE SECTOR
EMERGENCY PREPAREDNESS RESOURCE GUIDE
Prepared By:
Ventures Unlimited Inc.Nusura, Inc.
Illinois-Indiana-Wisconsin CSA
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TABLEOF CONTENTS
About the Regional Catastrophic Preparedness Planning Grant
Program..
3
About the Gear Up. Get Ready! Campaign..
3
Executive Summary..
4
Why is the Private Sector Important in Emergency PreparednessPlanning.....
4
Who Should Use this Guide and How?........
5
BusinessResilience...........................................................................................................
............
6
Public-PrivateCollaboration.
7
Public-Private Sector Collaborations That AreWorking
8
Economic & Industry Insights....
9
Best Practices for Engaging Private SectorPartners..
10
1. Use bottom up approaches when planning partnerships toencourage private sector engagement and resilientcommunities...
1
12. Make proactive decisions about how to effectively institutionalize
communication and exchange information with private sectorparticipant.
13
3. Let the private sector organizations decide what kind of partnershipare suitable for them .
.15
4. Integrate education and training components intopartnership.
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5. Consider whether a formal or informal private-public sectorpartnership arrangement is best.
..
2
0
6. Recommendations for including community groups and otherstakeholders in partnership initiatives...
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Preparedness in the Workplace...
25
Setting the Standard for Risk 2
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Assessments.. 6WorkplaceViolence..
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Workplace Violence Incident Management...
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Local Perspective: CSA Regional Catastrophic Incident Coordination Plan 2010..
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WorkplaceHazards....
33
To Stay or To Go?..
33
EvacuationElements.
34
When toEvacuate
34
Shelter inPlace..
35
Best Practices Business Disaster PlanningFactors.
36
Leveraging Policy Statements to Encourage Preparedness in theWorkplace...
37
Preparing for Emergencies: Important PolicyPoints.
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Sample Policy Statement and Continuity Management Policy Statement
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Preparedness Essentials for Private SectorPartners.
40
Digital TrainingIntegration...
42
Resources for Business Resiliency Partnerships CMAP2040...
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Links to other Information and Resources to Engage Private Sector
Partners..
4
6
About the Regional Catastrophic PreparednessPlanning Grant Program
The Regional Catastrophic Preparedness Grant Program (RCPGP) was initiated in
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2008 and focused on increasing catastrophic preparedness planning in high risk,
high consequence areas. The central objectives of the grant program are to build
regional planning processes within emergency management communities, fix
shortcomings in existing plans and link operational needs to resource allocations.
The latter enables the grant to promote citizen preparedness through messaging,
community engagement, education and outreach. The RCPGP conducts outreach tocitizens in the Illinois-Indiana-Wisconsin Combined Statistical Area (CSA) with the
goal of driving action toward emergency preparedness.
About the Gear Up. Get Ready. It can happen!Campaign
Gear up. Get Ready. It can happen! (GUGR) is a community preparedness
campaign established to increase awareness and drive action by preparing
community members for all-hazard emergencies and catastrophic events.
Additionally, it reinforces and supports the existing preparedness outreach efforts of
regional Emergency Managers, government agencies, private sector, non-profit and
community/faith-based organizations. The campaign is a product of the RCPT
Citizens Preparedness Subcommittee and covers 16 counties across IL-IN-WI (CSA).
GUGR began December 2011 with research and planning and concluded with the
launch of its community outreach engagements in June 2012.
Based upon best practices research, the campaign engaged communities to assess
levels of preparedness, interject new preparedness scenarios and strengthen, as well
as build, partner relationships. Through use of a 16GUGR vehicle loaded with
preparedness activities, the campaign brought an exciting and educational
emergency preparedness experience to communities, where citizens work, live, play
and worship.
The campaign toured six counties: Will (IL), Cook (IL), Lake (IL), DuPage (IL), Porter
(IN), and Lake (IN). Other county partners include DeKalb (IL), Grundy (IL), Kane (IL),
Kankakee (IL), Kendall (IL), McHenry (IL), Jasper (IN), Newton (IN), Porter (IN), and
Kenosha (WI).
To learn more about the campaign, go to www.gearupgetready.com
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EXECUTIVE SUMMARY
When studying the field of emergency management and how it has evolved over
the years, it is virtually impossible to analyze it without looking at the role of the
private sector. Organizations such as the Red Cross and Salvation Army have a long
history in disaster relief, often working hand-in-hand with the government to
provide disaster management and recovery services. Most people are aware of the
active role non-profit and government organizations play in disaster relief however,
private sector entities may not be as obvious, but they play just as vital role.
There are a variety of grant programs and training opportunities funded by the
Department of Homeland Security and other federal agencies that encourage
businesses to become more active in preparedness in their communities.
Voluntary Private Sector Preparedness Accreditation and Certification Program (PS-
Prep) is a partnership between DHS and the private sector that enables private
entitiesincluding businesses, non-profit organizations and universitiesto receive
emergency preparedness certification from a DHS accreditation system created in
coordination with the private sector.
"Preparedness is a shared responsibility and everyoneincluding businesses,universities and non-profit organizationshas a role to play," this is a comment
from US Department of Homeland Security (DHS) Secretary Janet Napolitano during
a 2009 press conference outlining three new standards under PS-Prep to enhance
operational resilience, business continuity management, and disaster and
emergency management among participating private sector partners. Napolitano
further expresses that "Ensuring our private sector partners have the information
and training they need to respond to disasters will strengthen our efforts to build a
culture of preparedness nationwide."
For more information on PS-Prep and DHS: http://www.dhs.gov/xlibrary/assets/ps-
prep-shawyer-t.pdf
Why the private sector is important?
Historically, business continuity planning has been conducted separate from
mainstream emergency management planning efforts; being addressed in terms of IT
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failures, public utilities, and in some instances
providing separate annexes or attachments to emergency operations plans.
However, because private sector businesses are such an integral part of response
and recovery, according to FEMA, private sector collaboration and planning should
be integrated into all general preparedness efforts.
There are many reasons why engaging private sector partners in emergency
preparedness campaigns are critically important. Linking the government and the
private sectortrade associations, corporations, academia and non-governmental
organizationsas partners in emergency preparedness and disaster assistance is
essential to fuel community resilience.
A private sector committed to disaster risk reduction can steer public demand
towards materials, systems and technological solutions to build and run resilient
communities. The private sector can also support making communities safer by; 1)
setting standards and quality assurance criteria for safer structures in urban areas;
2) investing in programs or individual county and community risk reduction efforts;
3) providing expertise to help with administration, internal business processes, and
external disaster risk assessments and; 4) acting as a wellspring for socially
responsible volunteers and funding.
This guide will provide insight from emergency managers, community leaders,
advocates and preparedness experts around how strengthening public-private
partnerships and collaborations to support whole communities to being prepared
and resilient is a non-negotiable.
Additionally the guide can help private sector partners in their effort to plan,prepare, and integrate their activities into the emergency response framework and
establish key relationships with the public sector and other private sector partners
prior to a disaster event.
Who Should Use This Guide and How?
This guide is for private sector management, emergency managers and public
officials that want to increase the effectiveness of emergency preparedness
campaigns in reaching and engaging the private sector. The goal is to equip them
with information and resources needed to facilitate private sector organizations withtheir policy-making process. It is also intended to be a resource for private sector
businesses and their employees, to help them become well equipped emergency
preparedness partners by giving them the information they need to start their own
campaign and/or build their own emergency preparedness policy.
In this guide, a wide variety of organizations are included that would be affected by
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disasters and that also have unique expertise that can be helpful to consider in the
course of developing emergency plans. This may include non-governmental
organizations, universities, faith-based organizations and even individuals. It is
important to consider including these organizations and individuals in the
development of partnership plans and as partners for emergency preparedness
campaigns.
This guide contains several examples of internal and external private sector
engagement approaches and best practices, supported with emergency
preparedness policies and evacuation/shelter plans for reference. There are also
excellent materials available from FEMA at www.Ready.gov, the Red Cross at
http://www.redcross.org/ and campaigns like the Illinois-Indiana-Wisconsin
Combined Statistical Area Community Preparedness Campaign.
Emergency preparedness campaigns, operations and communication plans arent
simple. Developing a good plan or campaign that ensures all parties benefit and
that gives clear insight into tools and resources needed takes time and careful
consideration. As with all successful emergency preparedness campaigns and
policies to have the most impact and interest messages should be tailored to local
risks, likely disaster scenarios and anniversaries of local incidents.
BUSINESS RESILIENCE
In the past, business resiliency was lightly regarded in the response and recovery
process, and little planning was accomplished around preparing businesses for
disasters. Never before has the private sector been more important in business
resiliency. Dwindling response budgets and closer scrutiny of disaster expenditures
have forced federal, state, and local governments to seek new ways to expedite,
and pay for short and long term recovery. The important role of the business
community cannot be understated. According to the Gulf Coast Back to Business
Act (2007), Congress finds that 43 percent of businesses that close following a
natural disaster never reopen, and an additional 29 percent of businesses close
down permanently within two years (Library of Congress 2009). This impact has far
reaching consequences for the entire community. Lost jobs, tax revenues, and
fewer resources have a profound effect on local communities and the nations
economy.
Businesses, are primarily not direct recipients of federal disaster aid, but were left
to clean up and rebuild in an atmosphere that was not user-friendly. Traditionally,
governments viewed businesses as a resource for donations, ignoring the
overarching purpose of getting companies up and running to help fuel community
recovery. Recently, however, a more business-based approach has been adopted
to address the needs of all businesses that may require assistance during an
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emergency. This new approach includes information sharing through Business
Emergency Operations Centers (BEOCs) at the state, regional and national levels,
and identifying and engaging small and large companies in the disaster process.
Preparedness is an integral component, as many initiatives are well underway to
help business prepare its employees, facilities, and infrastructure to foster quicker
and more focused recovery.
In a September 25, 2012 press release, Illinois Emergency Management Agency
(IEMA) in conjunction with the Central United
States Earthquake Consortium (CUSEC) earned
national recognition from the Ash Center for
Democratic Governance and Innovation at the
John F. Kennedy School of Government, Harvard
University for their private sector integration
initiative. The initiative is to streamline
information sharing between the public andprivate sectors during a multi-state disaster. IEMA
Director Johnathon Monken states, Weve made significant strides in Illinois toward
building partnerships with the private sector. This initiative will expand that
concept to the regional level and enable more effective response to a multi-state
disaster, such as a New Madrid earthquake. Last fall, IEMA created a Business
Emergency Operations Center (BEOC) at the State Emergency Operations Center
(SEOC) in Springfield to integrate the private sector into the states emergency
response and resource deployment.
The workplace provides unique access to community members to help them
improve their personal emergency preparedness as well as to improve the business
disaster resilience. Businesses have established corporate communication channels
(email distribution systems, Intranet sites and employee information boards, for
example) that can be leveraged to help cultivate a culture of emergency
preparedness. Companies have a stake in their employees emergency
preparedness efforts. Recent disasters have shown that employees with a family
emergency plans and an understanding of local hazards and threats are more likely
to remain calm during and show up for work during a crisis.
According to the FEMA Private Sector Division, opportunities for the public and
private sector working together are virtually unlimited, but there are practical
considerations. Through public-private collaboration and government the private
sector can:
Enhance situational awareness
Improve decision-making
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Vision: The public and private
sectors share data and data
feeds in both directions to
enable timely lifesaving and
property-protecting decision-
making.
FEMA, Private SectorBuilding Progress Report, 2011
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Access more resources and capabilities
Expand reach and access for disaster preparedness and relief
communications
Improve coordination
Increase the effectiveness of emergency management efforts
Maintain strong relationships, built on mutual understanding
Public-Private Collaborations
In 2009 The National Research Council (NRC) at the
request of the Department of Homeland Security formed
an ad hoc committee of approximately 60 participants
representing different regions of the country, from
private and public sectors and from the research
community. The goal of the committee was to assess
the current state and practices of private-public sector
collaborations dedicated to strengthening community
disaster resilience. The vast majority of the committee
sited that there is growing recognition in the corporate
sector and within communities in general that private-
public collaboration is not only important, but also
imperative. Arif Alikhan, Assistant Secretary for Policy Development at the
Department of Homeland Security (DHS) and committee member, stated
partnerships that include both the private and public sectors in planning and
decision making allow for creative problem solving that may not occur when the
public sector acts alone
From the corporate perspective, private-public sector partnerships are a logical
extension of their business continuity planning. It is in the best interest of the
private sector to invest in the continuity of their communities to protect their
customers and employees. Ensuring that critical services and public safety and
health are provided makes it more likely that businesses can stay open. This, in
turn, ensures that citizens return to or remain in the community, providingcustomers for the businesses.
For several years, a growing effort to involve the private sector in intelligence
sharing and resource coordination has been under way in Illinois. The initiative,
known as the Private Sector Alliance project (PSAp), is helping both sectors prevent,
prepare for and respond to terrorist attacks, floods and other disasters. The project
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When asked during the
workshop about the most
significant benefit ofapplying the collaborative
approach to building
resilience, Jason McNamara,
Chief of Staff at FEMA,
stated, if we dont do it, we
fail.
--NRC Workshop - 2009
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began in 2004 with an initiative called the Infrastructure Security Awareness (ISA)
program, which was aimed at facilitating intelligence sharing among public- and
private sector entities. Since then, Illinois efforts to collaborate with the private
sector have evolved to include the Mutual Aid Response and Resource Network
(MAR2N), geared toward coordinating resources necessary for disaster recovery,
and the newly created Business Emergency Operations Center (BEOC), which willhelp tie all components and players together into a cohesive common operating
picture.
The ISA program came about because Illinois officials realized that the private
sector could benefit from law enforcement data coming into the states fusion
center, the Statewide Terrorism and Intelligence Center (ST&IC), said Jonathon
Monken, Director of the Illinois Emergency Management Agency. Public agencies
also stand to gain from the knowledge held by private companies. The program was
originally geared toward terrorism-related intelligence; it now encompasses
information sharing for all hazards.
Eighty-five to 90 percent of all critical infrastructure in the country is owned by the
private sector its not only government, Monken said. So being able to
understand where the critical infrastructure is, assessing it for vulnerabilities and
coming up with security plans to address those vulnerabilities is really what the ISA
program is all about.
Public-Private Sector Collaborations That Are Working
#1 - AT&T Wireless and the Department of Health Services have formed a
partnership whereby the wireless carrier is the first company to be certified by DHS
as part of the agency's voluntary Private Sector Preparedness Program (PS-Prep) to
assess and validate organizations' business continuity and preparedness
capabilities.
To read more: http://www.pcmag.com/article2/0,2817,2401591,00.asp
#2 - In an article on Fox News Fox Online Business Center from September 11,2012, the National Safety Council and office supply chain Staples are teaming up to
help raise disaster planning awareness among small businesses. A new Safety
Research Center on Staples.com has been designed to provide small businesses
with guides to help prepare for common safety issues and emergencies, as well as
access to an assortment of health and safety-related products.
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To read more:http://smallbusiness.foxbusiness.com/entrepreneurs/2012/09/11/staples-launches-disaster-preparedness-program-for-business/#ixzz27ylrlhMC
ECONOMIC & INDUSTRY INSIGHTS
Below outlines economic and industry highlights representative of the 16-county CSA. The information is to provide insight when considering
private-public sector partnerships.
Southern Kendall County is largely agricultural. Kendall County Soil and Water
Conservation District Education Program ensures that students from K-12th
grade throughout Kendall County have basic agricultural literacy. Rural
economies are usually self-sufficient, which speaks to the countys high
homeownership rate and low poverty rate.
DuPage and Lake Counties of Illinois have transformed from a primarily
agricultural economy to one rich in many different types of commerce and isnow the primary location of the Illinois Technology and Research Corridor, with a
significant number of pharmaceutical, biotechnology and life science companies.
The rich variation of commerce and companies to work for in the area speaks to
the high employment rate, as well as the high home ownership rate.
DuPage and Lake are home to large corporations including: the McDonalds
Corporation, Arthur J. Gallagher & Co., the Dover Corporation, Navistar
International, OfficeMax and the Sara Lee Corporation. The industry clusters
employ approximately 35,000 workers in Lake County alone. This speaks to the
large number of individuals with bachelor degrees or higher. Much of McHenry County has strengths in advanced materials, biotech and
biomed, and business and financial services. Important growth has been seen in
chemicals and printing and publishing. Data indicates growth in the strengths of
current companies and specializations. This explains why it has one of the
highest advanced education rates among all the counties in the CSA.
According to the 2010 census, Gary is the largest city in the Lake County of
Indiana and the seventh largest city in the state. Its economy depends on the
steel industry, and with the fall of U.S. steel employment level, Gary, and thus
Lake County, Indiana, face high unemployment and low literacy and educational
attainment levels.
Cook County, Illinois has recently experienced rapid rates of both
suburbanization and urbanization. Chicagos low homeownership rate is clearly
tied to its high multi-unit housing structures, which could be a result of
urbanization.
With 22% or more of Kenoshas population having a secondary degree or more,
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it lends to the growing industrial community development as they look for an
eligible workforce. High population growth rates for younger working age
persons (ages 25 to 44) suggest new residents are attracted to the area,
growing the workforce, adding to the innovative base and launching new
businesses.
Grundy County provides agricultural land with a waterway for shipping on the
Illinois River, two railroads and two interstate highways for coast-to-coast
transportation. This explains why it is one of the largest rural areas in the CSA.
Newton County is the largest rural community within the CSA. In many rural
areas, similar to Kendall County, youth are educated on basic agricultural
literacy and stay on the farm to help. This lends to the counties low number of
citizens with secondary degrees and high home/land ownership
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BEST PRACTICES FOR ENGAGING PRIVATE SECTOR
PARTNERS
Over the past decade, the U.S. Chamber of Commerce Business Civic Leadership
Center (BCLC) has issued a series of reports on the role of businesses in disasterresponse. They primarily focus on the philanthropic and social contributions that
businesses make throughout the various stages of the disaster response process.
This report looks at a different issuewhat are businesses doing as innovators and
developers of products and services to make communities more disaster resilient?
Retailers often get short sided for their roles in disaster resilience, but many
emergency management officials will tell you that a community will begin to return
to normalcy once the convenience stores and gas stations reopen. Once people are
confident that food and gas is easily accessible, it enables them to shift their mindsto other things (as Maslows hierarchy of needs suggests).
Craig Fugate, director of Federal Emergency Management Agency (FEMA), has
talked about this incredible restorative function of businesses. In fact, he frequently
cites a story about how FEMA was spending a lot of money to ship in ice to a
community, only to learn that the local grocery store was already up and running
and had ice on hand. As he reasoned, the more business could take care of
everyday needs, the more FEMA could devote its resources to more critical
situations. In short, ordinary functioning of business was an extraordinary help to
the disaster response process. This report describes ways that companies are
thinking creatively about a host of social, environmental, community, and
infrastructure challenges; and shows that businesses have a key role to play in
disaster resilience, response, and recovery.
Based on a U.S. Government Accountability Office study, the following factors are
considered essential to establishing effective relationships and addressing
partnership challenges:
Fostering trust and respect.
Establishing effective, timely, and appropriately secure communication.
Generating clearly identifiable membership benefits.
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The following are strategies, approaches and best practices for engaging in
mutually beneficial private-public sector partnerships. They are drawn from national
research and interviews conducted as part of the Illinois-Indiana-Wisconsin
Combined Statistical Area Community Preparedness Project.
1. USE BOTTOM UP APPROACHES WHEN PLANNING
PARTNERSHIPS TO ENCOURAGE PRIVATE SECTOR ENGAGEMENT
AND RESILIENT COMMUNITIES
Public/private emergency preparedness partnerships that develop from the bottom
up are more likely to be successful than those that are structured based on top
down criteria. Meaningful and effective collaborations are likely to occur when
input is actively sought and considered from multiple community partners including
private, public and civic.
This approach is explained by the Governing Board of the National Research
Councils Committee on PrivatePublic Sector Collaboration to Enhance Community
Disaster Resilience:
Local government and local business and
civic organizations have unique knowledge
of, access to, and communication with
individual citizens throughout the
community. Well-prepared individuals
contribute to household and workplace
resilience. Well-prepared households and
businesses contribute to neighborhood,
social, commercial, economic, and
community resilience. Well-prepared
communities place fewer demands on state
and federal resources because they are
better able to cope when disasters or other
disruptions occur. A nation is resilient when
it is made up of resilient communities.
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The single greatest strength that we
possess is the indomitable spirit and
capability of the American people. So
building a resilient nation doesnt come
from a top-down, government-only,
command-and-control approach; it comes
from a bottom-up approach; it comes from
Americans connecting, collaborating; it
comes from asking questions and finding
new solutions. And it comes from all of us
as a shared responsibility.
Janet Napolitano, Secretary ofHomeland Securit to American Red
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Committee on PrivatePublic Sector Collaboration to Enhance Community Disaster
Resilience, Geographical Sciences Committee, Board on Earth Sciences and
Resources ,Division on Earth and Life Studies. Building Community Disaster
Resilience through Private-Public Collaboration (2011), Pg. 57-59
http://www.nap.edu/openbook.php?record_id=13028&page=58
Another example of a bottom up approach is from Leslie Luke, Program Manager,
San Diego County Office of Emergency Services who has had success in developing
lines of communication between the Countys emergency management office and
private sector representatives who participate in the Countys outreach efforts. His
office works to solicit private sector input into the Countys emergency
management programs and partnership is based on the unique needs of the
County.
FEMAs A Whole Community Approach to Emergency Management: Principles,
Themes, and Pathways for Action report, reinforces the importance of considering
the needs of communities in building private sector partnerships:
A communitys needs should be defined on the basis of what the community
requires without being limited to what traditional emergency management
capabilities can address. By engaging in open discussions, emergency management
practitioners can begin to identify the actual needs of the community and the
collective capabilities (private, public, and civic) that exist to address them, as the
role of government and private and nonprofit sector organizations may vary foreach community. The community should also be encouraged to define what it
believes its needs and capabilities are in order to fully participate in planning and
actions.
Businesses play a key role in building resilient communities. As businesses consider
what they need to do to survive a disaster or emergency, as outlined in their
business continuity plans, it is equally important that they also consider what their
customers will need in order to survive. Without customers and employees,
businesses will fail. The ongoing involvement of businesses in preparedness
activities paves the way to economic and social resiliency within their communities.
FEMAs A Whole Community Approach to Emergency Management: Principles,
Themes, and Pathways for Action, Pg. 16, FDOC 104-008-1 / December 2011
To learn more about this approach also consult the following resources:
Building Resilient Communities: A Preliminary Framework for Assessment,
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Longstaff, Patricia H.; Armstrong, Nicholas J.; Perrin, Keli; Parker, Whitney May;
Hidek, Matthew A., http://www.hsaj.org/?fullarticle=6.3.6
Community Resilience System Initiative Steering Committee Final Report a
Roadmap to Increased Community Resilience, August 2011,
http://www.resilientus.org/library/CRSI_Final_Report-1_1314792521.pdf
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2. MAKE PROACTIVE DECISIONS ABOUT HOW TO EFFECTIVELY
INSTITUTIONALIZE COMMUNICATION AND EXCHANGE
INFORMATION WITH PRIVATE SECTOR PARTICIPANTS
Multi-directional information network exchange is vital to the successful facilitationof private-public partnerships and ultimately in the implementation of emergency
preparedness initiatives. In the report, Regional Partnerships: Enabling Regional
Critical Infrastructure Resilience,ideally this network should work to provide
regional stakeholders with current, accurate, actionable, and region-specific
information and intelligence regarding a wide-range of all-hazards threats and
incidents. Determining tactics that work to establish trust and expectations for
information sharing can help to positively build mutually beneficial private-public
sector partnerships.
The challenge of mistrust between private-public sector entities regarding sharing
information must be addressed in partnership development. Concern around how
sensitive and sometimes proprietary private sector resource information could be
misused or not appropriately protected limits participation.
Building trust through hosting local seminars, workshops and get to know
meetings are steps that help to bridge the gap. The sessions can also be used as
an opportunity to discuss needs, battle misconceptions and clarify
communication/information sharing expectations around the process.
Ira Tannenbaum, Director, Public/Private Initiatives, NYC Office of Emergency
Management, provided more insight into building private sector trust at a July FEMA
Private Sector Think Tank. Tannenbaum stresses that to build trust correctly, it
requires time, dedicated effort and an open door for private sector partners to see
how their operations work.
Bryan Strawser, Target Corporation, Senior-Level Global Executive - Enterprise
Business Continuity, Crisis Management, & Risk, provides an example of the
benefits of proactive and regular outreach and communications between local
private-public sector partners. When Alabama was hit last year by a series of major
tornados 16 stores and a large regional distribution center that supports over 150
stores and a little over 10,000 employees were shut down. By reaching out to the
Alabama Emergency Management there was a two-way dialog throughout the entire
situation. This enabled them to reopen all 16 stores within 24 hours of the tornado
impact. They were the only grocery business fully operating in Alabama for about
ten days. Strawer fully credits the relationship that was built in advance and the
emergency information sharing capabilities from FEMA for successfully overcoming
the emergency.
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FEMA Think Tank Conference Call, Public Private Partnerships-Building Relationships
for the Future, July 24, 2012
http://www.fema.gov/medialibrary/media_records/9328/transcripts/8629
The information sharing process can be furthered by supporting private sector
participation at emergency operation centers (EOCs) and the creative of Business
Operations Centers (BOCs)
Peter Ohtaki, the Executive Director of the California Resiliency Alliance, stresses
the importance of good communications, and especially recommended that
government Emergency Operation Centers consider routinely incorporating private
sector representation into their activities.
To learn more about this approach consult the following resources:
Regional Partnerships: Enabling Regional Critical Infrastructure Resilience,
Sponsored by the
Regional Consortium Coordinating Council (RCCC), Version #1, March 2011
http://tinyurl.com/6nhh59k
New Jersey Business Force. Topoff 4 Looking Glass Exercise After-Action
Report, Nov. 21, 2007, http://www.chumer.com/Topoff/NJBF%20LG%0Nov
%202007.pdf
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3. LET THE PRIVATE SECTOR ORGANIZATIONS DECIDE WHAT KIND
OF PARTNERSHIP IS SUITABLE FOR THEM
In most instances private sector partnerships that have been successful were
developed based on addressing the unique circumstances of the partnerships area
of interest and letting the private sector suggest the most appropriate and effective
ways to execute tasks (e.g. share information, coordinate the distribution of
campaign materials and gauge success). Ira Tannenbaum, Director of Public/Private
Initiatives for New York City Office of Emergency Management, emphasized that his
office seeks to encourage private sector initiatives and avoid dictating to private
sector partners.
Explore and establish partnership rolesIf the private sector organizations see participation as being complicated, they will
be less likely to join partnerships. Governor of Texas, Rick Perry, leveraged partner
distribution systems at Wal-Mart, HEB, Home Depot and others to provide ice,
water, prescription medicine, food, clothing and emergency materials
(http://governor.state.tx.us/initiatives/disasters/) . In an interview with Chris
Canoles, Senior Director of Asset Protection for Home Depot, he noted that
clarifying the roles and understandings with coastal states was helpful.
How do you articulate needs that guide selection of partnership model?
Its important for all parties involved to begin asking questions for transparency
around distinct variables, such as objectives, project time horizon, budget, and the
characteristics of the local community Corporate Engagement.
Some of the upfront questions can include the following:
Will implementation of this partnership support the objectives of all parties
involved?
How will participatory decision making and governance be fostered?
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What resources are needed to support the chosen structure to ensure
efficient project delivery?
What can each partner bring to the table to supply said resources?
After answering those questions, partners can move forward to create a partnership
structure that benefits all parties involved. Examples of potential structures can
include, but are not limited to: building a community disaster plan; mutual aid
agreements, in-kind aid donation, free waiver or skills based volunteering. For
details regarding selection of specific agreements and structures, please see best
practice Let the private sector organizations decide what kind of partnership is
suitable for them
For additional information review Natural Disaster Response
(http://reliefweb.int/sites/reliefweb.int/files/resources/120117_White_CorporateEnga
gement_Web.pf.
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Consider implimenting private sector partnership engagement in phases
There is often a tendency to start big and include too broad a focus or too many
participants in partnerships. However, organizations are more likely to be successful
if they use particular inducements, grow incrementally and deliberately to facilitate
participation of private sector representatives in emergency preparedness
campaigns. Identifying and implementing specific steps within the private sector
partners means, ensures that the project is successful and that the private sector
partner isnt heavily burdened.
With the recent national interest in revamping the private-public partnership
engagement, development of a plan to provide a high level of coordination and
cooperation is necessary to focus regional disaster resilience efforts. The seven
step action plan process below for creating regional partnerships is outlined in the
Infrastructure Security Partnership (TISP)s Regional Disaster Resilience: A Guide
for Developing an Action Plan:
Step 1 Create a formal or informal regional cooperative initiative or
partnership composed of key stakeholders, ideally including the leadership of
senior local/state and private sector organizations.
Step 2 Develop and conduct an interactive, educational workshop to provide
necessary information to key stakeholders on regional infrastructure
interdependencies and disaster preparedness and security challenges.
Step 3 Develop and conduct a regional infrastructure interdependencies
exercise that includes a scenario designed by members of the core stakeholdergroup and other interested organizations to reflect their interests and concerns
regarding a major disaster.
Step 4 Produce a report based on the lessons learned from the exercise that
includes findings and recommendations that have been coordinated
with/validated by the key stakeholders.
Step 5 Develop and conduct an action-planning workshop with the exercise
participants to prioritize and build upon the recommended activities in the
exercise report and identify specific projects
Steps 6 Produce an action plan composed of these prioritized projects, using
the framework provided in [Regional Disaster Resilience: A Guide for Developing
an Action Plan], and coordinates it with the key stakeholders.
Step 7 Create working groups within the regional partnershipincluding lead
government agencies and private-sector organizationsto undertake short-,
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medium-, and long-term activities in the action plan, which require a cross-
sector cooperative approach.
To learn more about this approach please consult the following resource:
Building Resilient Communities: A Preliminary Framework for Assessment,
Longstaff, Patricia A.; Armstrong, Nicholas J.; Perrin, Keli; Parker, Whitney May;
Hidek, Matthew A., http://www.hsaj.org/?fullarticle=6.3.6
TISPs Regional Disaster Resilience: A Guide for Developing an Action Plan
http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdf
FEMAs Emergency Management Guide for Business and Industry, FEMA-141,
August 2010. http://www.fema.gov/business/guide/index.shtm
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4. INTEGRATE EDUCATION AND TRAINING COMPONENTS INTO
PARTNERSHIP
When engaging private sector partners, it is important for emergency managers
and other government officials to incorporate training as much as possible. This
practice supports movement away from a bottom down approach and toward the
bottom up model, which encourages private sector engagement in emergency
preparedness planning and campaigns.
According to DHSs Regional Partnerships: Enabling Critical Infrastructure
Protection, formal training and education opportunities provide a level of
awareness and sustain stakeholder engagement, while empowering them to take
ownership over their role as an integral part of the regional critical infrastructure
network.
Without having been trained to administer duties before, during and following
disasters, employers and their employees will not effectively carry out their
responsibilities. Therefore, it is essential in the course of creating public/private
partnerships to institutionalize plans for training and exercises. In doing so,
participants from both sectors will be better prepared to respond to disasters and
work effectively.
Trainings that can be administered to private sector partners include, but are not
limited to, the following:
Know the risks. What kind of natural disasters happen in your geographic
area? What businesses or buildings in your area (your workplace included)
may be terrorist targets, such as government buildings, military bases,
transportation centers, or large utility companies?
Know workplace procedures. Learn the emergency plan and your role in it,
including location of first-aid and emergency supplies kits, fire alarm pulls
and extinguishers, essential shut-down procedures, when to leave and when
to shelter in place, exit routes, and other items particular to your workplace.
Know how to communicate. Learn where and to whom to report when you
exit your workplace. Know where to get emergency information from your
workplace and/or public safety announcements regarding when it's safe to
return to work or to leave your building.
There are potential challenges to this approach because it can be seen as time
consuming, burdensome, and unnecessary. Refer to best practices and reference
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information throughout this guide to help combat some of these challenges.
While training is not a firm rule when it comes to public-private partnership
strategies, there are many excellent emergency preparedness-related materials. To
learn more about this approach please consult the following resources:
TISPs Regional Disaster Resilience: A Guide for Developing an Action Plan
http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdf
DHSs Regional Partnerships: Enabling Critical Infrastructure Protection.
http://tinyurl.com/7npzw9f
FEMAs Emergency Management Guide for Business and Industry. FEMA-141.
August 2010. http://www.fema.gov/business/guide/index.shtm
The primary responsibility of the Illinois Emergency Management Agency (IEMA)
is to better prepare the State of Illinois for natural, manmade or technological
disasters, hazards, or acts of terrorism. IEMA training and
workshops. http://www.state.il.us/iema/training/training.asp
The Indiana Department of Homeland Security Exercise Program provides first
responders, volunteers, elected officials, emergency managers, private industry
and others a chance to implement skills necessary to protect lives and property
during a simulated catastrophic event. For more information:
http://www.in.gov/dhs/2426.htm
The Department ofEmergency Management for Dane County in 2007 created
the Public Private Partnership of Dane County whose mission is to build
and support networks between the public, non-profit and private sectors that will
cultivate and strengthen an understanding of emergency preparedness,
mitigation, response and recovery practices.
http://www.countyofdane.com/emergency/public_private.aspx
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5. CONSIDER WHETHER A FORMAL OR INFORMAL PRIVATE-PUBLIC
SECTOR
PARTNERSHIP ARRANGEMENT IS CONDUCIVE TO YOUR NEEDS
Some partnerships function informally, while others have found it helpful to create
more structured collaborations. The establishment of formal or informal partnership
arrangements consists of activities targeting the development of disaster plans and
other agreements. In Disaster Preparedness: Concepts, Guidance, and Research
(http://www.fritzinstitute.org/pdfs/whitepaper/disasterpreparedness-concepts.pdf,
its stated that preparedness activities for organizations, multi-organizational
response networks, and communities, center on the development and adoption of
formal disaster plans, memoranda of understanding, mutual aid agreements, and
other agreements that facilitate coordinated response activities.
Informal agreements
Informal are beneficial to both parties, as they are able to barter resources without
being legally bound. Informal agreements provide both parties with clear
expectations about goods and services to be exchanged, without legally obligating
either party. Their at-will nature usually does not entail exchange of funds;
however, they spell out means for recovery and reconstituting of assets provided,
and specific timeframes for demobilization.
The need for Memoranda of Understandings (MOU) is more imperative in informal
agreements. In an interview with Chris Canoles, Senior Director of Asset Protection
for Home Depot, he notes that Home Depot has Memoranda of Understanding
(MOU) with many coastal states. Furthermore, those MOUs have been helpful in
clarifying the roles and understandings of the parties involved.
Formal agreementsIn emergency services, mutual aid is a formal agreement among emergency
responders to lend assistance across jurisdictional boundaries when required
(http://www.dem.azdema.gov/logistics/spcprog/mutaid.html). A good example of
this is the State of Michigan, which received a free supply of KI from the Nuclear
Regulatory Commission (NRC). The State is making it available at no cost to peopleliving or working near Michigans nuclear power plants in case there is a nuclear
emergency. They will not have to see a pharmacist and can simply purchase
needed pharmaceutical. They are also provided fact sheets to guide dosage and
other important information.
(http://www.michigan.gov/documents/mdch/2011_web_fact_sheet_and_voucher_Pali
sades_365761_7.pdfready).
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http://www.fritzinstitute.org/pdfs/whitepaper/disasterpreparedness-concepts.pdfhttp://www.dem.azdema.gov/logistics/spcprog/mutaid.htmlhttp://www.michigan.gov/documents/mdch/2011_web_fact_sheet_and_voucher_Palisades_365761_7.pdfreadyhttp://www.michigan.gov/documents/mdch/2011_web_fact_sheet_and_voucher_Palisades_365761_7.pdfreadyhttp://www.fritzinstitute.org/pdfs/whitepaper/disasterpreparedness-concepts.pdfhttp://www.dem.azdema.gov/logistics/spcprog/mutaid.htmlhttp://www.michigan.gov/documents/mdch/2011_web_fact_sheet_and_voucher_Palisades_365761_7.pdfreadyhttp://www.michigan.gov/documents/mdch/2011_web_fact_sheet_and_voucher_Palisades_365761_7.pdfready -
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Additional examples of formal agreements are listed in the Recommendations for
Including Community Groups and Other Stakeholders in Partnership Initiatives
best practice. It provides partnership references when non-profits and
community-based organizations link through third-party networks to support
(volunteer) disaster preparedness and response efforts. According to Thomas
Lyons Car III in STATUTORY AUTHORITY: Crisis and Emergency Management
and the Volunteer, the issues for crisis and emergency management are
understanding what the statutory authority permits for utilizing volunteers and
what protections are in place for them as well as public - private agencies or
governmental entities. Additionally, private sector partners may be
apprehensive about entering into MOUs, for fear of committing to a legally
binding agreement.
Closing thoughts
In The Collaborative Public Manager, its stated:
Though few would suggest the elimination of formal contracts between
government and its vendors, the transactional and relational camps recommend
differing levels of contractual specificity and detail. In essence, a complete
contract signals less trust because of the high degree of specificity and formality
in the contract document. An incomplete contract, or a relational contract,
suggests more trust as signaled by less contractual specificity and presumably
greater flexibility and discretion afforded by government to the vendor. The
contract management issue then, and specifically in relational contracting, isviewed as whether to trust or distrust" the vendor's potential actions,
controlling for them through different contract design and governance
mechanisms. Embedded deep within these discrete choices are a range of
values about, among others, trust and collaboration.
As government agencies look to move towards a more collaborative effort with
private sector partners, it is suggested that agreements maintain legalities but
include flexible aspects of informal agreements.
To learn more about this approach please consult the following resources:
TISPs Regional Disaster Resilience: A Guide for Developing an Action
Plan http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdf
DHSs Regional Partnerships: Enabling Critical Infrastructure Resilience .
March 2011. http://tinyurl.com/7npzw9f
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The Regional Disaster Plan for Public and Private Organizations in King
County, Washington, is based on a mutual aid agreement that has been
formally adopted by over 140 governmental and private sector
organizations; http://tinyurl.com/77k5bxf
http://www.fritzinstitute.org/pdfs/whitepaper/disasterpreparedness-concepts.pdf
6. RECOMMENDATIONS FOR INCLUDING COMMUNITY GROUPS AND
OTHER
STAKEHOLDERS IN PARTNERSHIP INITIATIVES
FEMA advocates the Whole Community Approach in which the agency is only one
part of our nations emergency management team; where we must leverage all
resources of our collective team in preparing for, protecting against, responding to,recovering from and mitigating against all hazards; and that collectively we must
meet the needs of the entire community in each of these areas. This larger
collective emergency management team includes, not only FEMA and its partners at
the federal level, but also local, tribal, state and territorial partners; non-
governmental organizations like faith-based and non-profit groups and private
sector industry; to individuals, families and communities, who continue to be the
nations most important assets as first responders during a disaster.
FEMAs Whole Community Approach is a strategy that should be considered when
developing plans within the public/private partnership dynamic. Many public/privatepartnerships include representatives of government emergency management
offices and private sector businesses; however, there are other types of
organizations that would be affected by disasters. Often times, these other
organizations also have unique expertise that can be helpful to consider in the
course of developing resiliency plans and spreading emergency preparedness
messages. Partnering with these groups is an important component of effective
emergency preparedness efforts.
Leveraging relationships for private sector plan development
The American Red Cross, a non-governmental organization has two programs,Ready Rating and Ready When the Time Comes (RWTC) with resources to leverage
in the plan development phase. Created in 2008 with the financial support of
Anheuser Busch, Ready Rating helps businesses; organizations and schools improve
their levels of preparedness (http://www.readyrating.org/. Its is a free, self-guided
program designed to help businesses, organizations and schools become better
prepared for emergencies. Members complete a 123-point self-assessment of their
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level of preparedness and have access to tools, tips and best practices to help
improve their level of preparedness. The 123 Assessment has been aligned with the
federal government's Private Sector Preparedness Program standards (PS-Prep). On
average, Ready Rating increases members Ready Rating assessment scores of
14% the first year, and a dramatic 50% in the second year.
The Department of Homeland Security Voluntary Private Sector Preparedness
Program (PS-Prep) is a voluntary program, primarily serving as a resource for
private and non-profit entities interested in instituting a comprehensive business
continuity management system. Incorporating three industry standards, PS-Prep
offers organizations the opportunity to develop and maintain certification to
nationally recognized and respected approaches to resilience and preparedness.
AT&T is the first private sector company in the nation to receive disaster
preparedness certification under the Voluntary Private Sector Preparedness
Program (http://www.dhs.gov/news/2012/03/14/dhs-announces-att-ps-prep-
certification).
Also, Ready When the Time Comes (RWTC), also an American Red Cross program, is
geared towards volunteer involvement. Corporations and organizations establish a
partnership with the American Red Cross in the National Capital Region, which
allows their employees to receive free disaster relief training. Another Red Cross
Program, Ready When the Time Comes (RWTC), is designed to tap into corporate
Americas expertise and desire to help communities in need. The American Red
Cross trains employees from partnering corporations and mobilizes them as a
community-based volunteer force when disaster strikes. W.W. Grainger, Inc. serves
as the national founding sponsor of the Ready When the Time Comes program. This
partnership was the recipient of the 2011 U.S. Chamber of Commerce Business
Civic Leadership Center (BCLC) Best Partnership Award.
HTTP://WWW.REDCROSS.ORG/SUPPORTERS/CORPORATE-
FOUNDATIONS/READY-WHEN-THE-TIME-COMES
Leveraging relationships to facilitate and market the emergency
preparedness message within the community
In addition to establishing partnerships to assist with internal planning and training,
consideration must be given to partners that have routine, direct ties to local
communities. About 25 percent of all businesses do not reopen after a majordisaster, according to the Insurance Institute for Business & Home Safety. The same
studies show that the number rises sharply to 43 percent when a business does not
have a formal emergency plan in place. Big box companies can forge partnerships
with small businesses and entities, like local shops, not-for-profit organizations and
mom & pop businesses. These partnerships not only help the local economy,but
can also help build goodwill within the community.
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For example, consider the University of Louisianas and the U.S. Council of the
International Association of Emergency Managers (IAEM) Big Business - Small
Business Emergency Management Mentorship Program
(http://www.disasterb2bmentor.org/BBSB/Home.aspx). Designed to help aid disaster
resiliency; more specifically improve the odds of small businesses surviving, itmatches small businesses with big business mentors who can help them prepare for
and withstand a disaster.
Julie Kachgal, IAEM-USA Public-Private Partnership Caucus Chair, states, Big
businesses are well versed in emergency management; mentoring small businesses
that do not have an emergency specialist on staff, is simply the right thing to do.
Connecting small businesses with big businesses willing to offer guidance is a
simple and genius concept that has the power to make a difference in each
community.
To learn more about this approach please consult the following examples and
resources:
TISPs Regional Disaster Resilience: A Guide for Developing an Action Plan
http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdf
DHSs Regional Partnerships: Enabling Critical Infrastructure Resilience. March
2011. http://tinyurl.com/7npzw9f
The Southeast Wisconsin Homeland Security Partnerships program fosterscollaboration between the private and public sectors to enhance homeland
security. http://www.swhsp.org/
The University of Oregons Partnership for Disaster Resilience (PDR) a service
learning model to provide natural hazard planning assistance to communities
throughout Oregonhttp://csc.uoregon.edu/opdr/
Bay Area Center for Regional Disaster Resilience develops a collaborative,
sustainable process through which stakeholders in the Bay Area can
progressively build resilience through collaborative planning for recovery.http://quake.abag.ca.gov/resilience/
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PREPAREDNESS IN THE WORKPLACE
The Business Resilience section of this guide sites a statistic from the Gulf Coast
Back to Business Act and the Library of Congress, that 43 percent of businesses that
close following a natural disaster never reopen, and an additional 29 percent of
businesses close down permanently within two years. This statistic, as well as other
information and data provide valid reasoning that it is important for businesses to
create an emergency preparedness plan that includes a disaster risk assessment
process.
According to Ready.gov, a risk assessment is a process to identify potential hazardsand analyze of what could happen if a hazard occurs. As an element of the risk
assessment, a business impact analysis (BIA) should be included to determine the
potential impacts resulting from the interruption of time sensitive or critical
business processes from a disaster. The impact from hazards can be reduced by
creating mitigation strategies, if there is potential for significant risk.
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There are many assets that should be considered in developing a business risk
assessment. First and foremost, is the disaster scenario that could cause significant
injury to people. Other assets at risk could include buildings, information
technology, utility systems, machinery, raw materials and finished goods.
Additional Risk Assessment Resources can be found at: http://www.ready.gov/risk-assessment
Not only are big businesses focusing on emergency preparedness, small and
medium sized businesses are also getting on board and looking for new ways to use
technology and other resources to build effective emergency and disaster plans.
According to a May 16, 2012 article on Fox News Fox Online Business Report,
more than one-third of SMBs (Small and Medium Businesses) are now taking
advantage of mobile devices for business use, according to a worldwide survey of
more than 2,000 organizations with between five and 250 employees sponsored by
Symantec, the IT security company.
Read more: http://smallbusiness.foxbusiness.com/legal-hr/2012/05/16/small-businesses-embrace-disaster-preparedness/?intcmp=related#ixzz27ymZgcqG
Setting the Standard for Risk Assessments
The National Commission on Terrorist Attacks Upon the United States (the 9/11
Commission) recognized the NFPA 1600 (National Fire Protection Association) as the
National Preparedness Standard. Widely used by public, not-for-profit,
nongovernmental, and private entities on a local, regional, national, international
and global basis, NFPA 1600 has been adopted by the U.S. Department of Homeland
Security as a voluntary consensus standard for emergency preparedness. It is
designed to be a description of the basic criteria for the development,
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implementation, assessment, and maintenance of programs for prevention,
mitigation, preparedness, response, continuity, and recovery. NFPA 1600 should be
an important influence when developing emergency preparedness programs.
NFPA 1600 is considered by many to be an excellent benchmark for continuity and
emergency planners in both the public and private sectors. The standard addresses
methodologies for defining and identifying risks and vulnerabilities and provides
planning guidelines which address:
Stabilizing the restoration of the physical infrastructure
Protecting the health and safety of personnel
Crisis communications procedures
Management structures for short-term recovery and ongoing long-term
continuity of operations
The NFPA 1600 development process closely paralleled the development of the
Federal Emergency Management Agencys (FEMA) Capabilities Assessment for
Readiness (CAR) document.
The NFPA 1600 Standards Committee developed a standard that now serves as a
benchmark for disaster management, emergency management, and business
continuity programs in both the private and public sectors. The standard provides
program elements, techniques, and processes that now apply to all CEM programs.
It appears that the business continuity and disaster recovery professions are largely
unaware of the implications that NFPA 1600 has for their activities. While theoriginal intentions may have been directed toward public safety officials, the current
organization and its standard clearly impact the private sector.
For more information on NFPA and Disaster/Emergency Management and Business
Continuity Programs: http://www.nfpa.org/assets/files/PDF/NFPA16002010.pdf
According to NFPA the following steps support the development of abusiness risk assessment:
Stakeholders Risk Assessment Focus
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Identify and monitor hazards
Assess the likelihood of their occurrence
Determine vulnerability of people, property, the environment, and the business
to those hazards
Hazards to Be Evaluated Natural hazards (geological, meteorological, and biological)
Human-caused events (accidental and intentional)
Technological-caused events
Hazard Types Tsunami
Tornado
Mudslide/Landslide
Technological
Terrorism
Industry Hardship
Hurricane/Tropical Storm
Chemical/Biological
Extreme Temperatures
Nuclear/Radiological
Flooding
Virus Threat
Drought
Dam/Levee Break
Wildfire
Earthquake
Severe Storm
Coastal Storm
Typhoon
Winter Storm
Fire
Volcano
Workplace Violence
There are a variety of workplace hazards that can take place, including acts of
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violence. It is important to be familiar with and include acts of violence in your
overall workplace emergency preparedness policies and plans.
Management Directed - violence against workplace authority: supervisor,
manager, director, etc.
Staff Directed violence against staff, stemming from customer, familymember, or other non-affiliated person(s)
Domestic Directed - partner engages in violence against the object of his or
her affections
Institutional Directed - an employee participates in events against the
Institution that can include theft of money or property and may also involve
violence
Community Directed involvement in a potentially violent situation exists due
to event in neighboring area or adjacent facility
Workplace Violence Incident Management
See It The level of emergency response preparedness required will depend on the
type of incident and how much risk it puts customers, employees, and others.Strong consideration for overall safety must always be given.
o The first step is to consider the range of potential emergencysituations that may occur.
Assess It When assessing the risk, look at how likely it is that someone will get hurt, how
badly they will get hurt and how many people may get hurt.
o If you feel that a violent incident may potentially occur, please seekguidance form your Admin Director or s Institutional ComplianceOfficer.
Fix It The Safety Committee, along with Risk Management may, when required,
develop an action plan to minimize risk.
Evaluate ItoOnce the appropriate fix has been implemented, it is important to evaluate
whether it has been successful in controlling the incident, or potential threat tothe safety and security of others.
For more information and emergency preparedness workplace violence scenarios:http://www.acpoc.com/events/documents/ACPOCWPVTraining090810v3.pdf
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Assess Potential Detrimental Impacts of Hazards Health and safety of persons in the affected area at the time of the incident
(injury and death)
Health and safety of personnel responding to the incident
Continuity of operations
Property, facilities, and infrastructure
Delivery of services
The environment
Economic and financial condition
Regulatory and contractual obligations
Reputation of or confidence in the entity
Regional, national, and international considerations
Incident Prevention Develop a strategy to prevent an incident that threatens people, property, and
the environment.
The prevention strategy should be based on information from Section 5.3 of
NFPA 1600 and should be kept current using the techniques of information
collection and intelligence Create a system to monitor the identified hazards and adjust the level of
preventative measures to be commensurate with the risk
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Local Perspective: CSA Regional Catastrophic Incident Coordination
Plan - 2010
Every community is vulnerable to natural and human-caused disasters such as
severe storms (thunderstorms, lightning, hail), tornadoes, floods, earthquakes,
winter storms, extreme heat, hazardous materials incidents (transportation or fixed
facility), or terrorist attacks. Severe storms and tornadoes pose the most significantthreat to the CSA region, followed by severe winter storms, flooding, and extreme
temperatures. While each state faces similar risks, some counties face unique risks
due to their proximity to specific hazards. For example, Cook, Lake (Illinois), Lake
(Indiana), LaPorte, Porter, and Kenosha Counties are vulnerable to varying degrees
of coastal erosion due to their location on Lake Michigan. Additionally, the City of
Chicagowhich anchors many of the nations economic banking, commerce, and
industry entitiesis home to major landmarks (for example, Willis Tower, Navy Pier,
and Millennium Park), also making it a possible terrorist target.
During an emergency, material and physical resources are stretched thin and,
often, the needs of those who most need help, namely the vulnerable populations,
are left unmet. Age, class, race, poverty, language, and a host of other social,
cultural, economic, and psychological factors may be relevant depending on the
nature of the emergency.
Most jurisdictions within the IL-IN-WI CSA have hazard mitigation plans, which were
reviewed in the development of the RCICP.
Based on our research, in the CSA little work has been published regarding risk
assessment data for disaster scenarios that are specific to the private sector.
Based on our research around the importance of the private sector in emergencypreparedness,private sector businesses are such an integral part of
response and recovery, according to FEMA, private sector collaboration
and planning should be integrated into all general preparedness efforts.
Therefore, target disasters identified for the CSA would be the same disasters
targeted for the private sector
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Table 1-4 below lists several potential hazards, as defined in the jurisdictional
hazard mitigation plans. Each hazard is ranked high, medium, or low based on the
most recent information contained in each jurisdictional hazard mitigation plan:
For additional information and support go to:
http://www.cityofchicago.org/dam/city/depts/oemc/general/PDF/1_RCICP_BP_FINAL.p
df
Additionally, Matthew Doughtie and Jody Chattin, Co-Chairs of the RCPT Hazard
Analysis & Risk Identification Subcommittee identified Severe Storms/Tornado,
Hazardous Materials Release, Extreme Temperatures, Winter Weather and Floods as
the primary hazards and threats in the Illinois-Indiana-Wisconsin area.
No matter which scenario, emphasis on personal preparedness is critical when
engaging businesses. Knowing company needs such as transportation, work from
home, or critical business functions is essential to recovery efforts and economic
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resilience.
WORKPLACE HAZARDS
Putting together a comprehensive emergency action plan that deals with issues
specific to your worksite is critical in your overall workplace emergency
preparedness plan. It involves taking what was learned from your risk assessment
and describe how employees will respond to different types of emergencies, taking
into account your specific worksite layout, structural features, and emergency
systems. Most businesses and organizations find it beneficial to include a diverse
group of representatives (management and employees) in this planning process
and to meet frequently to review progress and allocate development tasks. The
commitment and support of all employees is critical to the plan's success in theevent of an emergency.
To Stay or To Go?
Depending on your circumstances and the type of emergency, the first important
decision is whether you stay put or get away. You should understand and plan for
both possibilities. Use common sense and available information to determine ifthere is immediate danger. In any emergency, local authorities may or may not
immediately be able to provide information on what is happening and what you
should do. If you see large amounts of debris in the air, or if local authorities say the
air is badly contaminated, you may want to "shelter-in-place." However, you should
watch TV, listen to the radio, or check the Internet often for information or official
instructions as it becomes available.
If you intend to include a shelter-in-place option in your emergency plan, be sure to
keep the following in mind:
Implement a means of alertingemployees to shelter-in-place that iseasily distinguishable from that usedto signal an evacuation. Alarmmethods may vary depending on the
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type of emergency.
Train employees for shelter-in-place procedures and outline their roles toimplement them just the same as you would for evacuation procedures.
Evacuation Elements
A disorganized evacuation can result in confusion, injury, and property damage.
When developing your emergency action plan, it is important to determine the
following:
Conditions under which an evacuation would be necessary;
Conditions under which it may be better to shelter-in-place;
A clear chain of command and designation of the person in your business
authorized to order an evacuation or shutdown;
Specific evacuation procedures, including routes and exits;
Specific evacuation procedures for high-rise buildings;
For Employers
For Employees
Procedures for assisting visitors and employees to evacuate, particularlythose with disabilities or who do not speak English;
Designation of what, if any, employees will remain after the evacuation alarm
to shut down critical operations or perform other duties before evacuating;
A means of accounting for employees after an evacuation;
Special equipment for employees; and
Appropriate respirators.
When To Evacuate
A wide variety of emergencies both man-made and natural may require a workplaceto be evacuated. These emergencies include but are not limited to - fires,
explosions, floods, earthquakes, hurricanes, tornadoes, toxic material releases,
radiological and biological accidents, civil disturbances and workplace violence.
You will want to respond differently to each threat. For example, you may want to
have employees assemble in one area inside the workplace if threatened by a
tornado or perhaps a chemical spill on an adjacent highway, but evacuate to an
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exterior location during a fire. Your plan must identify when and how employees are
to respond to different types of emergencies. Ask yourself questions and brainstorm
worst-case scenarios.
The type of building you work in may be a factor in your decision whether to
evacuate. Most buildings are vulnerable to the effects of disasters such astornadoes, earthquakes, floods, or explosions. The extent of the damage depends
on the type of emergency and the buildings construction. In a disaster such as a
major earthquake or explosion, however, nearly every type of structure will be
affected. Some buildings will collapse and others will be left with weakened floors
and walls, so evacuation is key.
Shelter in Place
There will be situations and circumstances that require a business to have
employees take shelter on site. Chemical, biological, or radiological contaminants
may be released into the environment in such quantity and/or proximity to a place
of business that it is safer to remain indoors rather than to evacuate. Such releases
may be either accidental or intentional. Examples of situations that might result in a
decision by an employer to institute "shelter-in-place" include an explosion in an
ammonia refrigeration facility across the street, or a derailed and leaking tank car
of chlorine on the rail line behind your place of business.
"Shelter-in-place" means selecting an interior room or rooms within your facility, or
ones with no or few windows, and taking refuge there. In many cases, local
authorities will issue advice to shelter-in-place via TV or radio.
The United States Department of Labor Occupational Safety & Health
Administration (OSHA) provides support to guide businesses on how to plan forworkplace evacuations and shelter in place plans.
http://www.osha.gov/Publications/osha3088.pdf
http://www.setonresourcecenter.com/EEFS/osha/www.osha.gov/SLTC/etools/evacuation/eap.html
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Best Practices Business Disaster Planning Factors
The chart below suggests the integration of preparedness in the business
emergency planning structure. Preparedness plans may reside in any of the three
components, but should include employee preparedness. Applications depend on
the needs of the individual business.
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LEVERAGING POLICY STATEMENTS TO ENCOURAGE
PREPAREDNESS IN THE WORKPLACE
Preparing for Emergencies: Important Policy Points
Natural disasters and other emergencies require quick action to save lives, protect
property, and keep a dangerous situation from escalating. Well-thought-out
emergency policies help ensure that employees are trained and equipped to
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respond immediately and correctly in an emergency, and that your company
complies with federal and some state laws.
An emergency management policy outlines a company's aim, and policy for
emergency situations. It should mention possible emergency situations such as
fire and/or explosion, dangerous chemical release, medical emergency, bomb
threats and violence or robbery.
The policy can be used as a stand-alone document or incorporated into an existing
Occupational Health & Safety (OHS) management system. Either way it should be
an organizational top priority.
Executives are responsible for the management of risks within their areas and for
the development of emergency response and business continuity plans to ensure aneffective response and service continuity. Emergency preparedness and continuity
management is based on the following eight principles:
Principle 1: Executive and management commitment to emergencypreparedness and continuity management. The executive and management team is committed to the active management
of risks in a systematic way in order to enhance the provision of a
comprehensive, prepared organization.
The arrangements for emergency preparedness and continuity management will
ensure an effective response to any event or identified risk to core services.
Principle 2: Culture of emergency preparedness and service continuity
All employees must be aware of, comply with, and participate in strategies for
emergency preparedness, response and recovery to ensure service continuity.
Principle 3: Understandin