Resilient Community Partnerships
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The document outlines how to establish a resilient community partnership between government, businesses, and citizens. It recommends identifying key partners and defining their roles and responsibilities through a disaster council. The council would use the emergency management cycle framework for joint planning, with hazard mitigation, emergency response, and recovery plans. Regular training and updates would integrate these partners to leverage their strengths and improve community resilience before, during, and after disasters.
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Resilient Community Partnerships
- 1. Presented by Herbert Cole
- 2. Herbert Cole Emergency Management Consultant [email_address] http://herbertcole.wordpress.com/ http://twitter.com/herbertcole
- 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.
- 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.
- 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
- 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.
Editor's Notes
- 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