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The Resilient Community Partnership: Building Disaster Resilient Communities.

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Presented at the Partners in Emergency Preparedness Conference 2011 held in Tacoma, WA on April 25-27, 2011.

Presented at the Partners in Emergency Preparedness Conference 2011 held in Tacoma, WA on April 25-27, 2011.

Published in Business , Education
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  • A disaster is… Another way of looking at a disaster is that when you pick up the phone and diall 911 you either hear: 911, What’s Your Emergency? (this is an emergency) Or “Busy Signal”, Dead Air, Static. (this is as disaster). Disasters by definition overwhelm and marginalize the first response infrastructure to the point where it becomes ineffective and often times useless.
  • Resilience is the ability to “Bounce Back” and resume “normal” activity with minimal interruption. Resilience IS NOT Resistance. Discuss in more detail later on. Ant colonies are masters of resilience.
  • Resilience requires a shift in perception and acceptance of a new “normal”. Here I am watching the football game on the couch, feet up, cold drink in hand and BOOM, Earthquake hits.
  • Resilience requires a shift in perception and acceptance of a new “normal”. Here I am watching the football game on the couch, feet up, cold drink in hand and BOOM, Earthquake hits.
  • Emergency Management is more than the traditional response activities of law enforcement and fire/ems. It encompasses hazard identification, mitigation activities, preparedness at multiple levels and across many disciplines, response at the neighborhood, local government, county, state, and federal levels, and recovery activities both public and private.
  • Emergency Management is more than the traditional response activities of law enforcement and fire/ems. It encompasses hazard identification, mitigation activities, preparedness at multiple levels and across many disciplines, response at the neighborhood, local government, county, state, and federal levels, and recovery activities both public and private.
  • Emergency Management is more than the traditional response activities of law enforcement and fire/ems. It encompasses hazard identification, mitigation activities, preparedness at multiple levels and across many disciplines, response at the neighborhood, local government, county, state, and federal levels, and recovery activities both public and private.
  • Approximately 80% of American Businesses are unincorporated “Nonemployer” ventures made up of Self Employed Persons.
  • During a disaster response there aren’t enough First Responders. Post Disaster, Government can’t pick up the pieces for everyone.
  • Cooperative activities in each phase of the emergency management cycle help us to build Disaster Resilience through Community Partnerships and define the overall community resilient partnership.
  • Traditionally government has been the primary player when it comes to emergency management. Government includes traditional emergency management functions such as law enforcement and fire/ems services. Government also includes at the local and regional level special districts, schools, public works, government owned utilities, parks and recreation.
  • Businesses are the lifeblood of government, and help define the quality of social fabric in a community. High paying jobs attract skilled and educated workers, who in turn demand certain levels of housing, retail, and community services. Their higher pay allows for higher taxation rates and tax receipts with which to fund government. Low paying jobs tend to attract less educated workers, and as such government funding is dependent upon the ability to attract a mix of high and low skilled
  • Ordinary citizens are people that live and work in the community but are not affiliated with government, or own a business. They may be volunteers, retired, or work in specialty fields that can be leveraged prior to, during, and post disaster. They define the social and economic fabric of a community.
  • Every partner brings something to the table. The idea is to utilize the expertise of each partner to create an overlapping foundation of skills and knowledge to support activities in the emergency management cycle that create community resilience.
  • Establish the Partnership
  • Establish the Partnership
  • Mitigation: Typically done through regulation. Building Codes, ordinances, voluntary mitigation activities identified through cooperative hazard assessment. Examples: Defensible Space, seismic retrofits, smart landscaping Preparedness: CERT, cooperative EOP planning, Business Roundtable, Hazards Vulnerability Index and Analysis Response: CERT Recovery: Cooperative Long Term Recovery Planning prior to the incident. A written long term recovery plan
  • Mitigation: Building Codes, ordinances, voluntary mitigation activities identified through cooperative hazard assessment. Examples: Defensible Space, seismic retrofits, smart landscaping Preparedness: CERT, cooperative EOP planning, Business Roundtable, Hazards Vulnerability Index and Analysis Response: CERT Recovery: Cooperative Long Term Recovery Planning prior to the incident. A written long term recovery plan
  • Mitigation: Building Codes, ordinances, voluntary mitigation activities identified through cooperative hazard assessment. Examples: Defensible Space, seismic retrofits, smart landscaping Preparedness: CERT, cooperative EOP planning, Business Roundtable, Hazards Vulnerability Index and Analysis Response: CERT Recovery: Cooperative Long Term Recovery Planning prior to the incident. A written long term recovery plan
  • Mitigation: Building Codes, ordinances, voluntary mitigation activities identified through cooperative hazard assessment. Examples: Defensible Space, seismic retrofits, smart landscaping Preparedness: CERT, cooperative EOP planning, Business Roundtable, Hazards Vulnerability Index and Analysis Response: CERT Recovery: Cooperative Long Term Recovery Planning prior to the incident. A written long term recovery plan

Transcript

  • 1. Presented by Herbert Cole
  • 2. Herbert Cole Emergency Management Consultant [email_address] http://herbertcole.wordpress.com/ http://twitter.com/herbertcole
  • 3.
    • Why we need Resilient Community Partnerships
    • Define the Resilient Community Partnership
    • Identify the Partners
    • Establish the Partnership
    • Roles and Responsibilities of the Partners
    • Maintaining the Partnership
    • Working together in a Disaster Environment
  • 4.
    • a sudden calamitous event bringing great damage, loss, or destruction; broadly : a sudden or great misfortune or failure
    • Merriam-Webster Dictionary
  • 5.
    • an ability to recover from or adjust easily to misfortune or change
    • Merriam-Webster Dictionary
  • 6.
    • is NOT Resistance.
    • Disaster Resistance is a function of Mitigation and a component of Resilience
    • Disaster Resilience is a function of the Emergency Management Cycle as a Whole.
  • 7.
    • Requires a Shift in Perception
    • The new normal.
      • This is how I live pre incident
      • This is how I live post incident
      • Nothing will ever be the same as it was pre incident and to try and hold on to “what was” is a waste of time and resources. Embrace the new normal and build from there.
  • 8.
    • a unified body of individuals: as b : the people with common interests living in a particular area; broadly : the area itself
    • Merriam-Webster Dictionary
  • 9.
    • a relationship resembling a legal partnership and usually involving close cooperation between parties having specified and joint rights and responsibilities
    • Merriam-Webster Dictionary
  • 10. Responsibility for what happens prior to, during, and after a disaster is no longer the solitary purview of government. They don’t have the budgets They don’t have the person power
  • 11. Government provides infrastructure, and services to the overall community that attract businesses and citizens.
  • 12. Businesses provide jobs that generate salaries, which in turn drive consumption and generate taxes that support governments‟ ability to function.
  • 13.
    • In the U.S. there are 30 Million Small Businesses
      • 80% of American Businesses are Small Businesses
    • Generate over $2 Trillion in Taxable Revenue
      • In the Seattle-Tacoma-Olympia, WA Combined Statistical Area
        • 264,711 “Non-employer” Small Businesses
        • $12 Billion in Taxable Revenue in 2008
    Data from: US Small Business Administration; US Census Bureau
  • 14.
    • When businesses fail or leave after a disaster:
      • Tax Revenue is lost through:
        • decrease in employment, consumption, and income taxes necessary for funding government
      • Employees lose their jobs
        • increased need for social services
        • population flight
        • change in the socioeconomic fabric of the community
  • 15.
    • Unprepared businesses and residents:
      • Put added strain on government services
      • Become part of the problem and not part of the solution.
      • Shift responsibility and accountability for their plight to government, which in turn impacts the whole community.
  • 16. “ A cooperative and integrated approach to implementing the Emergency Management Cycle within a community that promotes economic viability , continuity of government , and social stability following a disaster.”
  • 17. The Emergency Management Cycle provides the framework and foundation for building community resilience.
  • 18. Government COMMUNITY RESILIENCE Government has the legal and constitutional responsibility to insure that the public good is looked after during times of emergency, disaster, and war.
  • 19. Government Business COMMUNITY RESILIENCE Businesses provide jobs that generate salaries, which in turn drive consumption and generate taxes that support the governments ability to function and carry out it’s legal and constitutional responsibilities.
  • 20. Government Ordinary Citizens Business COMMUNITY RESILIENCE Ordinary Citizens are the reason government exists. They provide businesses with employees, and oftentimes have specialized training and skills that government cannot provide.
  • 21. Government Ordinary Citizens Business COMMUNITY RESILIENCE Bring government, business, and ordinary citizens together as partners in furtherance of Community Resilience . Leverage Strengths, supplant weaknesses, and build a solid foundation of cooperation and integration prior to, during, and after disaster.
  • 22.
    • Identify the players
    • Establish a Disaster Council made up of core players
    • Joint Planning
    • ICS Integration
  • 23.
      • Government
        • Public Safety
        • School Districts
        • Public Works
        • Transportation
        • Utilities
      • Business
        • Chamber of Commerce
        • Trade Groups & Associations
        • Individual Businesses
        • Transportation
        • Utilities
        • Banking
      • Citizens
        • Residential Homecare
        • Private Schools
        • Volunteers (Citizen Corps., Ham Radio, Social Media)
        • NGO’s (Red Cross, Salvation Army, etc…)
  • 24.
      • Core Members
        • Public Safety
        • School Districts
        • Public Works / Utilities
        • Chamber of Commerce
        • Volunteer Groups and NGO’s
      • Joint and Cooperative Planning
          • Hazard Mitigation Plan (Mitigation Phase)
          • Emergency Operations Plan (Preparedness and Response Phase)
          • Post Disaster Recovery Plan (Recovery Phase)
  • 25.
    • Regulation by Government is the most prevalent form of community mitigation.
      • Building Codes
      • Fire Codes
      • Seismic Safety Codes
    • Business can mitigate against interruption by:
      • entering into leases that require the property be usable for business
      • establish alternate suppliers and service delivery methods and locations
      • business insurance and loss of income
    • Citizens can mitigate against disaster by:
      • securing doors, cabinets, and heavy objects
      • retrofit older homes to meet current codes
      • homeowners or renters insurance
  • 26.
    • Government
      • Community Planning
        • Hazard Mitigation Plan
        • Emergency Operations Plan
        • Post Disaster Recovery Plan
    • Business
      • All Threats Mitigation Plan
      • Emergency Operations Plan
      • Business Continuity Plan
      • CERT Training
    • Citizens
      • CERT Training
      • Family Hazard Mitigation Plan
      • Family Emergency Operations Plan
      • Family Post Disaster Recovery Plan
    Everyone Builds a 7-10 Day Disaster Cache
  • 27.
    • Government
      • Incident Command System
      • Public Safety Response
      • Information
    • Business
      • Specialized skills and equipment
      • ICS Liaison
      • CERT
    • Citizens
      • NGO Support
      • CERT, Ham Radio, Neighborhood FRS Nets
      • Social Media
  • 28.
    • Government
      • Fast Track Permitting and Inspection process
      • Joint Recovery Office
      • Joint Post Disaster Recovery Plan
    • Business
      • Proper and adequate insurance
      • Joint Recovery Office
      • Joint Post Disaster Recovery Plan
    • Citizens
      • Proper and adequate insurance
      • Joint Post Disaster Recovery Plan
  • 29.
    • Regular Disaster Council Meetings
    • Regular and Joint updates of:
      • Hazard Mitigation Plan
      • Emergency Operations Plan
      • Post Disaster Recovery Plan
    • Regular and Joint Training (ICS Integration)
      • Quarterly Table Tops
      • Semi Annual Drills
      • Annual Exercise
  • 30. The Incident Command System provides the perfect tool for integrating community partners into Response and Recovery Phase Activities as outlined in the Emergency Operations Plan and Post Disaster Recovery Plan.
  • 31. A Business Group Liaison can interact with business groups and individual businesses that can provide specialized equipment, materials, and skill sets. By giving business a role in the ICS, they are more likely to implement the emergency management cycle into their business continuity planning. Businesses can be included in the Emergency Support Function Annexes and EOP Appendices.
  • 32. A Volunteer Branch such as CERT frees up first responders. CERT’s are a force multiplier in the field and easily integrated into the ICS.
  • 33. Amateur Radio can provide real time intelligence from the field in areas where first responders are not currently working. EmComm can also take advantage of GMRS Neighborhood Nets that feed into Amateur Radio Nets expanding the intelligence gathering capability in the field
  • 34. Social Media
  • 35.  
  • 36. Builds Partnerships using the Emergency Management Cycle as a Framework. Integrates Government, Business, and Ordinary Citizens into a joint cooperative for the purposes of planning and execution. Focuses on the future, not the past.