Community Development Academy: Empowering Community Leadership

Presented by:

By Vernon Turner

And

Mary Lou Peter

for

Community Development Academy

Emergency Management through Public/Private

Partnerships

Emergency Management and Public/Private

Partnership

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

Public/private partnership is a group of diverse governmental, business and nonprofit decision-makers collaborating together on joint emergency management

What Do We Want To Do?

Create a stronger partnershipstronger partnership between the public sector, business sector, non-profit organizations and the community

IdentifyIdentify new community resourcesnew community resources and ensure ensure existing resourcesexisting resources are being utilized to manage emergency situations

Develop ways of reducing the impact of reducing the impact of disastersdisasters on the community and organizations

Use joint training, exercising and planningjoint training, exercising and planning to to enhance enhance emergency preparedness, mitigation, response and recovery

Why Partnership is Important to the Public Sector

Establishes communication and decision-making prior to an event

May lead to sharing of resources, expertise, and information

Loss of business can impact community in numerous ways

Creates understanding of private sector risks, needs, resources, and expertise

Leads to joint strategic planning on community growth

Enhancing business preparedness creates a stronger, well-prepared, robust community

Leads to other potential coalitions i.e., economic, health, education, etc.

Why Partnership is Important to the Private Sector

Provides private sector with a network of expertise on emergency preparedness

Creates understanding of the limitations and resources of the public sector

Educates the public sector on the importance of the bottom line mission of the business community

Educates the public sector on the importance and dynamics of business recovery

Creates understanding of the public sector’s long term goals which helps businesses in their strategic planning

Creates a forum for collaboration and communication Promotes involvement in the public sector’s establishment of

priorities May lead to sharing of resources, expertise, and information

PreparednessPlans are made

in anticipation of incidents

occurring. This is done through collaboration,

training, exercising and

securing resources.

MitigationAssessing threats

and vulnerabilities and

then taking the steps to eliminate

or reduce their potential risks and

impacts.

ResponseEnsuring

activities and actions are

formulated to safeguard

people, property,

information and reputation.

RecoveryThe process of

repairing vital life systems and the organizational

and community infrastructure, back to normal

levels.

Public Agencies Community

Businesses Non-Profits

Emergency Management

Prepared vs Unprepared

Average crisis-prepared business: 21 emergencies Less prepared ones faced with 33 crises

Average lifespan - prepared business was 83 years Less prepared was only 67 years

Average return on assets for proactive companies was 6% Less prepared was 3%

At best, 75% of companies not prepared to handle an “unfamiliar” crisis

Per Harvard Business Review Article – “Preparing for Evil” (Mitroff & Alpaslan) 04-2003

Managing a Crisis

Anticipating/being prepared for a wide variety of wide variety of crisescrises

Picking up/amplifying those early warning signalsearly warning signals that accompany all crises

Forming and training crisis management teamscrisis management teams

Instituting damage control mechanismsdamage control mechanisms in advance of the occurrence of crises to limit their spread

Auditing one’s corporate culturecorporate culture for values, which hinder effective crisis management

Including diverse stakeholdersdiverse stakeholders in one’s crisis plans and procedures

Per Harvard Business Review Article – “Preparing for Evil” (Mitroff & Alpaslan) 04-2003

Statistics on Preparedness - Business

From Las Vegas…survey of 461 companies... 74.4% of businesses had "never" 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.

http://www.lvbusinesspress.com/articles/2008/02/25/news/iq_19819486.txt

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.

http://www.unisdr.org/eng/about_isdr/isdr-publications/joint-pub/building-resilience-natural-disasters-wef.pdf

University of Texas states only 6% of companies suffering from a "catastrophic" data loss survive, while 43% never reopen and 51% close within two years.

http://iosafe.com/industry-stats

Datapro Research Company found that 43% of companies hit by "severe crises" never reopen and that another 29% fail within two years.

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.

http://www.highbeam.com/doc/1P3-649866891.html

Critical Incident Protocol (CIP) –

Community Facilitation Program

1998 – Research2000 – Publication2002 - ???? CIP Program - create

public/private partnerships for joint crisis management in cities, counties, and regions across the nation

2 to 4 workshops each community

Michigan State University

www.cip.msu.edu

Participating Communities in CIP Program

Alabama – HooverArizona – Casa GrandeCalifornia – Mountain ViewColorado – LittletonConnecticut – NorwalkFlorida – Western PanhandleIllinois – Lake-Cook Regional, Libertyville, NapervilleIndiana – EvansvilleKansas – Douglas CountyMaryland – Annapolis, Carroll County, RockvilleMichigan – Detroit, Dearborn, Marquette County, Monroe, Oakland CountyMissouri/Illinois – Gateway Citizen Corps Coalition, St. LouisMontana – Lewis & Clark CountyNevada – Clark County, Northern NevadaNorth Carolina – Buncombe County, GreensboroOhio – BrooklynPennsylvania – Allentown, Bethlehem, Northampton County, Perkiomen ValleySouth Carolina – Columbia, , Horry CountyTexas - DallasUtah – Layton, Sandy CityVirginia - Arlington County, RichmondWashington – RedmondWest Virginia – Beckley/Raleigh CountyWisconsin – Brown County, Dane County, Eau Claire County, Milwaukee, Outagamie County, Racine County, Superior, Winnebago County

24 States

47 Communities

4,178 Participants

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

Six Steps to Building a Partnership Organization

1. Identify publicpublic and private leadersprivate leaders (shared-leadership)

2.2. Ask leadersAsk leaders to bring others to the table

3.3. Identify commonIdentify common issues in emergency preparedness

4. Identify potential resourcespotential resources in the community

5. Determine the challengeschallenges that organizations encounter

6.6. Create sustainabilityCreate sustainability in the partnership through a needs assessment, setting goals, task performance, and collaboration

Effective Partnerships

Two overarching integrated concepts: Leadership Clear sense of purpose, mission, or vision

Building partnerships requires: Collaboration Cooperation Communication

Sustaining the partnership is built through: Identifying needs, defining goals and setting tasks Meetings, workshops, training, exercising, etc. Communication network

PlanningPublic Sector Plans

Continuity of Government Response actions of Public Sector agencies

Private Sector Plans Evacuation, accountability of occupants, tornado and

hurricane procedures Employee safety

Public - Private Planning Business continuity plans Continuity of operations planning Community evacuation Community pandemic flu planning

Public Sector Response procedures Multi-agency communications

Private Sector Critical Incident Management Evacuations, accountability of occupants, sheltering

Public - Private Training Incident Command System (ICS) CERT (Community Emergency Response Team) and other citizen

based emergency training

Training

ExercisingPublic SectorPublic Sector

Tabletop, functional and full scale exercises Tabletop, functional and full scale exercises Testing of various response agencies and Testing of various response agencies and proceduresprocedures

PPrivate Sector In-house tabletop exerciseIn-house tabletop exercise Testing business continuity plansTesting business continuity plans Evacuation and tornado shelter drillsEvacuation and tornado shelter drills

Public – Private ExercisingPublic – Private Exercising Use of business resources to supplement a public Use of business resources to supplement a public response to a crisisresponse to a crisis Liaison exchangeLiaison exchange Coordinated responseCoordinated response

Best Practices – Lessons Learned

Food Manufacturer Water to Residents 3 Days

Financial Institution Computers to Police Teaching Tabletop Exercising

to Businesses

Retail Corporation Video Cameras Fund Cold Case Squad

Police Radios for Shopping Centers

Sports Stadium CERT Training – Insurance $

College Shelters Students Survey Businesses

Shopping Center Base Stations Pagers

G.M. & Police Crime Lab Reduction in DNA Cases

E.M. Coordinator Hurricanes in FL

Two Corporations Sharing ERP & CMP

Business & Fire Response Data Center

In summary…

Crucial Components to a SuccessfulSuccessful

Public-Private Partnership

Leadership Shared Guidance (Public and Private), Commitment

Clear Purpose Identify Needs, Set Objectives, and Develop Tasks

Public Sector Involvement Police, Fire, EMS, Emergency Management, Public Works, Public Health,

Administrators, Elected Officials, Public Affairs, Facilities, Transit, Economic Development, Parks/Recreation, etc.

Private Sector Involvement Management, Security, Fleet Services, Safety, Facilities, EHS, Risk

Management, Business Continuity, Human Resources, Financial, Marketing/Media, etc.

Red Cross, Faith-Based, Chambers of Commerce, Airports/Railroads, Citizen Corps (CERT, etc.), Colleges/Schools, Security Groups, Downtown Business Groups, etc.

Communicating with Stakeholders Community, Media, Internal, Networks, etc.

Creating Sustainability……………

CIP Partnership GroupPartnership Group

Private or Public SectorPrivate or Public Sector P&P CollaborationP&P Collaboration CommunityCommunity

Critical IncidentsCritical Incidents Planning Planning

Preparedness/MitigationPreparedness/Mitigation Risk Assessments Risk Assessments

Response/RecoveryResponse/Recovery Shared Resources Shared Resources

Michigan State University, School of Criminal Justice

Brit Weber at (517) 355-2227 … … or email of weberbr@msu.edu

(517) 206-1640 … … or email of brit.weber@gmail.com

www.cip.msu.edu

Sustainable Sustainable PartnershipPartnership