Cda disaster presentation 2010


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  • Ask the audience, “why are PPP important to the private sector?” After the audiences answers, then pull up the slide to see if there are additional reasons for partnerships.
  • Exercise gives everyone a chance to see how your emergency plans will work in an actual incident. Various types of exercises tabletop functional full scale Include the other side -----public----private
  • Cda disaster presentation 2010

    1. 1. Community Development Academy: Empowering Community Leadership Presented by:
    2. 2. Emergency Management through Public/Private Partnerships By Vernon Turner And Mary Lou Peter for Community Development Academy
    3. 3. Emergency Management and Public/Private Partnership <ul><li>Disaster is any event or situation requiring swift, decisive action involving multiple components in response to a man-made or natural crisis, emergency, threat, or disaster </li></ul><ul><li>Public/private partnership is a group of diverse governmental, business and nonprofit decision-makers collaborating together on joint emergency management </li></ul>
    4. 4. What Do We Want To Do? <ul><li>Create a stronger partnership between the public sector, business sector, non-profit organizations and the community </li></ul><ul><li>Identify new community resources and ensure existing resources are being utilized to manage emergency situations </li></ul><ul><li>Develop ways of reducing the impact of disasters on the community and organizations </li></ul><ul><li>Use joint training, exercising and planning to enhance emergency preparedness, mitigation, response and recovery </li></ul>
    5. 5. Why Partnership is Important to the Public Sector <ul><li>Establishes communication and decision-making prior to an event </li></ul><ul><li>May lead to sharing of resources, expertise, and information </li></ul><ul><li>Loss of business can impact community in numerous ways </li></ul><ul><li>Creates understanding of private sector risks, needs, resources, and expertise </li></ul><ul><li>Leads to joint strategic planning on community growth </li></ul><ul><li>Enhancing business preparedness creates a stronger, well-prepared, robust community </li></ul><ul><li>Leads to other potential coalitions i.e., economic, health, education, etc. </li></ul>
    6. 6. Why Partnership is Important to the Private Sector <ul><li>Provides private sector with a network of expertise on emergency preparedness </li></ul><ul><li>Creates understanding of the limitations and resources of the public sector </li></ul><ul><li>Educates the public sector on the importance of the bottom line mission of the business community </li></ul><ul><li>Educates the public sector on the importance and dynamics of business recovery </li></ul><ul><li>Creates understanding of the public sector’s long term goals which helps businesses in their strategic planning </li></ul><ul><li>Creates a forum for collaboration and communication </li></ul><ul><li>Promotes involvement in the public sector’s establishment of priorities </li></ul><ul><li>May lead to sharing of resources, expertise, and information </li></ul>
    7. 7. Public Agencies Community Businesses Non-Profits Emergency Management Preparedness Plans are made in anticipation of incidents occurring. This is done through collaboration, training, exercising and securing resources. Mitigation Assessing threats and vulnerabilities and then taking the steps to eliminate or reduce their potential risks and impacts. Response Ensuring activities and actions are formulated to safeguard people, property, information and reputation. Recovery The process of repairing vital life systems and the organizational and community infrastructure, back to normal levels.
    8. 8. Prepared vs Unprepared <ul><li>Average crisis-prepared business : 21 emergencies </li></ul><ul><ul><li>Less prepared ones faced with 33 crises </li></ul></ul><ul><li>Average lifespan - prepared business was 83 years </li></ul><ul><ul><li>Less prepared was only 67 years </li></ul></ul><ul><li>Average return on assets for proactive companies was 6% </li></ul><ul><ul><li>Less prepared was 3% </li></ul></ul><ul><li>At best, 75% of companies not prepared to handle an “unfamiliar” crisis </li></ul>Per Harvard Business Review Article – “Preparing for Evil” (Mitroff & Alpaslan) 04-2003 36% 24% 100%
    9. 9. Managing a Crisis <ul><li>Anticipating/being prepared for a wide variety of crises </li></ul><ul><li>Picking up/amplifying those early warning signals that accompany all crises </li></ul><ul><li>Forming and training crisis management teams </li></ul><ul><li>Instituting damage control mechanisms in advance of the occurrence of crises to limit their spread </li></ul><ul><li>Auditing one’s corporate culture for values, which hinder effective crisis management </li></ul><ul><li>Including diverse stakeholders in one’s crisis plans and procedures </li></ul>Per Harvard Business Review Article – “Preparing for Evil” (Mitroff & Alpaslan) 04-2003
    10. 10. Statistics on Preparedness - Business <ul><li>From Las Vegas…survey of 461 companies... 74.4% of businesses had &quot;never&quot; attended a meeting on disaster preparedness. 64.2% of businesses had never received written information on disaster preparedness. 59% had never purchased business interruption insurance. 48.2% had never developed a business disaster-recovery plan. More than 40% of businesses would classify a 2-day to 7-day shutdown as devastating. </li></ul><ul><ul><li> </li></ul></ul><ul><li>For every dollar invested in prevention, four dollars can be saved in disaster response costs according to the U.S. National Institute of Building Services. </li></ul><ul><ul><li> </li></ul></ul><ul><li>University of Texas states only 6% of companies suffering from a &quot;catastrophic&quot; data loss survive , while 43% never reopen and 51% close within two years. </li></ul><ul><ul><li> </li></ul></ul><ul><li>Datapro Research Company found that 43% of companies hit by &quot;severe crises&quot; never reopen and that another 29% fail within two years. </li></ul><ul><li>FEMA states, of all the businesses damaged by Hurricane Andrew in 1992, 80% of those lacking a business continuity plan failed within two years of the storm. </li></ul><ul><ul><li> </li></ul></ul>
    11. 11. Critical Incident Protocol (CIP) – Community Facilitation Program <ul><li>1998 – Research </li></ul><ul><li>2000 – Publication </li></ul><ul><li>2002 - ???? </li></ul><ul><li>CIP Program - create public/private partnerships for joint crisis management in cities, counties, and regions across the nation </li></ul><ul><li>2 to 4 workshops each community </li></ul>Michigan State University
    12. 12. Participating Communities in CIP Program <ul><li>Alabama – Hoover </li></ul><ul><li>Arizona – Casa Grande </li></ul><ul><li>California – Mountain View </li></ul><ul><li>Colorado – Littleton </li></ul><ul><li>Connecticut – Norwalk </li></ul><ul><li>Florida – Western Panhandle </li></ul><ul><li>Illinois – Lake-Cook Regional, Libertyville, Naperville </li></ul><ul><li>Indiana – Evansville </li></ul><ul><li>Kansas – Douglas County </li></ul><ul><li>Maryland – Annapolis, Carroll County, Rockville </li></ul><ul><li>Michigan – Detroit, Dearborn, Marquette County, Monroe, Oakland County </li></ul><ul><li>Missouri/Illinois – Gateway Citizen Corps Coalition, St. Louis </li></ul><ul><li>Montana – Lewis & Clark County </li></ul><ul><li>Nevada – Clark County, Northern Nevada </li></ul><ul><li>North Carolina – Buncombe County, Greensboro </li></ul><ul><li>Ohio – Brooklyn </li></ul><ul><li>Pennsylvania – Allentown, Bethlehem, Northampton County, Perkiomen Valley </li></ul><ul><li>South Carolina – Columbia , Horry County </li></ul><ul><li>Texas - Dallas </li></ul><ul><li>Utah – Layton, Sandy City </li></ul><ul><li>Virginia - Arlington County, Richmond </li></ul><ul><li>Washington – Redmond </li></ul><ul><li>West Virginia – Beckley/Raleigh County </li></ul><ul><li>Wisconsin – Brown County, Dane County, Eau Claire County, Milwaukee, Outagamie County, </li></ul><ul><li>Racine County, Superior, Winnebago County </li></ul>24 States 47 Communities 4,178 Participants
    13. 13. Who Participates? Public Sector: Police, fire, EMS, emergency management, homeland security, health, and others including port security, public works, public facility management, water/wastewater, information technology, media, public transportation, economic development, libraries, parks/recreation, and others [federal, tribal, state, and local] Private Sector: Business & non-for-profits with disciplines in security, safety, EHS, health, disaster recovery, risk management, business continuity, information technology, marketing, human resources, fleet management, facility management, supply chain, finance, operations, and others Also: Citizen Corps (CERT, etc.), Chambers of Commerce, downtown business groups, economic development groups, Red Cross and similar organizations, faith-based disaster recovery groups, airports, railroads, utilities, universities/colleges, hospitals/healthcare, schools, security groups, business groups (BOMA, etc.), contingency planner groups, property managers, post offices, and others
    14. 14. Six Steps to Building a Partnership Organization <ul><li>Identify public and private leaders (shared-leadership) </li></ul><ul><li>Ask leaders to bring others to the table </li></ul><ul><li>Identify common issues in emergency preparedness </li></ul><ul><li>Identify potential resources in the community </li></ul><ul><li>Determine the challenges that organizations encounter </li></ul><ul><li>Create sustainability in the partnership through a needs assessment, setting goals, task performance, and collaboration </li></ul>
    15. 15. Effective Partnerships <ul><li>Two overarching integrated concepts: </li></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>Clear sense of purpose, mission, or vision </li></ul></ul><ul><li>Building partnerships requires: </li></ul><ul><ul><li>Collaboration </li></ul></ul><ul><ul><li>Cooperation </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><li>Sustaining the partnership is built through: </li></ul><ul><ul><li>Identifying needs , defining goals and setting tasks </li></ul></ul><ul><ul><li>Meetings, workshops, training, exercising, etc. </li></ul></ul><ul><ul><li>Communication network </li></ul></ul>
    16. 16. Planning <ul><li>Public Sector Plans </li></ul><ul><ul><li>Continuity of Government </li></ul></ul><ul><ul><li>Response actions of Public Sector agencies </li></ul></ul><ul><li>Private Sector Plans </li></ul><ul><ul><li>Evacuation, accountability of occupants, tornado and hurricane procedures </li></ul></ul><ul><ul><li>Employee safety </li></ul></ul><ul><li>Public - Private Planning </li></ul><ul><ul><li>Business continuity plans </li></ul></ul><ul><ul><li>Continuity of operations planning </li></ul></ul><ul><ul><li>Community evacuation </li></ul></ul><ul><ul><li>Community pandemic flu planning </li></ul></ul>
    17. 17. <ul><li>Public Sector </li></ul><ul><ul><li>Response procedures </li></ul></ul><ul><ul><li>Multi-agency communications </li></ul></ul><ul><li>Private Sector </li></ul><ul><ul><li>Critical Incident Management </li></ul></ul><ul><ul><li>Evacuations, accountability of occupants, sheltering </li></ul></ul><ul><li>Public - Private Training </li></ul><ul><ul><li>Incident Command System (ICS) </li></ul></ul><ul><ul><li>CERT ( Community Emergency Response Team ) and other citizen based emergency training </li></ul></ul>Training
    18. 18. Exercising <ul><li>Public Sector </li></ul><ul><ul><li>Tabletop, functional and full scale exercises </li></ul></ul><ul><ul><li>Testing of various response agencies and </li></ul></ul><ul><ul><li>procedures </li></ul></ul><ul><li>P rivate Sector </li></ul><ul><ul><li>In-house tabletop exercise </li></ul></ul><ul><ul><li>Testing business continuity plans </li></ul></ul><ul><ul><li>Evacuation and tornado shelter drills </li></ul></ul><ul><li>Public – Private Exercising </li></ul><ul><ul><li>Use of business resources to supplement a public </li></ul></ul><ul><ul><li>response to a crisis </li></ul></ul><ul><ul><li>Liaison exchange </li></ul></ul><ul><ul><li>Coordinated response </li></ul></ul>
    19. 19. Best Practices – Lessons Learned <ul><li>Food Manufacturer </li></ul><ul><ul><li>Water to Residents 3 Days </li></ul></ul><ul><li>Financial Institution </li></ul><ul><ul><li>Computers to Police </li></ul></ul><ul><ul><li>Teaching Tabletop Exercising to Businesses </li></ul></ul><ul><li>Retail Corporation </li></ul><ul><ul><li>Video Cameras </li></ul></ul><ul><ul><li>Fund Cold Case Squad </li></ul></ul><ul><li>Police </li></ul><ul><ul><li>Radios for Shopping Centers </li></ul></ul><ul><li>Sports Stadium </li></ul><ul><ul><li>CERT Training – Insurance $ </li></ul></ul><ul><li>College </li></ul><ul><ul><li>Shelters </li></ul></ul><ul><ul><li>Students Survey Businesses </li></ul></ul><ul><li>Shopping Center </li></ul><ul><ul><li>Base Stations </li></ul></ul><ul><ul><li>Pagers </li></ul></ul><ul><li>G.M. & Police Crime Lab </li></ul><ul><ul><li>Reduction in DNA Cases </li></ul></ul><ul><li>E.M. Coordinator </li></ul><ul><ul><li>Hurricanes in FL </li></ul></ul><ul><li>Two Corporations </li></ul><ul><ul><li>S haring ERP & CMP </li></ul></ul><ul><li>Business & Fire Response </li></ul><ul><ul><li>Data Center </li></ul></ul>
    20. 20. In summary… Crucial Components to a Successful Public-Private Partnership <ul><li>Leadership </li></ul><ul><ul><li>Shared Guidance (Public and Private), Commitment </li></ul></ul><ul><li>Clear Purpose </li></ul><ul><ul><li>Identify Needs, Set Objectives, and Develop Tasks </li></ul></ul><ul><li>Public Sector Involvement </li></ul><ul><ul><li>Police, Fire, EMS, Emergency Management, Public Works, Public Health, Administrators, Elected Officials, Public Affairs, Facilities, Transit, Economic Development, Parks/Recreation, etc. </li></ul></ul><ul><li>Private Sector Involvement </li></ul><ul><ul><li>Management, Security, Fleet Services, Safety, Facilities, EHS, Risk Management, Business Continuity, Human Resources, Financial, Marketing/Media, etc. </li></ul></ul><ul><ul><li>Red Cross, Faith-Based, Chambers of Commerce, Airports/Railroads, Citizen Corps (CERT, etc.), Colleges/Schools, Security Groups, Downtown Business Groups, etc. </li></ul></ul><ul><li>Communicating with Stakeholders </li></ul><ul><ul><li>Community, Media, Internal, Networks, etc. </li></ul></ul><ul><li>Creating Sustainability …………… </li></ul>
    21. 21. CIP Partnership Group Private or Public Sector P&P Collaboration Community Critical Incidents Planning Preparedness/Mitigation Risk Assessments Response/Recovery Shared Resources Michigan State University, School of Criminal Justice Brit Weber at (517) 355-2227 … … or email of [email_address] (517) 206-1640 … … or email of [email_address] Sustainable Partnership Thank You