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 .

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4. Integrate education and training components intopartnership.

18

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...

22

Preparedness in the Workplace...

25

Setting the Standard for Risk 2

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Assessments.. 6WorkplaceViolence..

29

Workplace Violence Incident Management...

29

Local Perspective: CSA Regional Catastrophic Incident Coordination Plan 2010..

31

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.

37

Sample Policy Statement and Continuity Management Policy Statement

39

Preparedness Essentials for Private SectorPartners.

40

Digital TrainingIntegration...

42

Resources for Business Resiliency Partnerships CMAP2040...

45

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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http://www.fema.gov/medialibrary/media_records/9328/transcripts/8629http://tinyurl.com/6nhh59khttp://www.chumer.com/Topoff/NJBF%20LG%250Nov%202007.pdfhttp://www.chumer.com/Topoff/NJBF%20LG%250Nov%202007.pdfhttp://www.fema.gov/medialibrary/media_records/9328/transcripts/8629http://tinyurl.com/6nhh59khttp://www.chumer.com/Topoff/NJBF%20LG%250Nov%202007.pdfhttp://www.chumer.com/Topoff/NJBF%20LG%250Nov%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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http://reliefweb.int/sites/reliefweb.int/files/resources/120117_White_CorporateEngagement_Web.pfhttp://reliefweb.int/sites/reliefweb.int/files/resources/120117_White_CorporateEngagement_Web.pfhttp://reliefweb.int/sites/reliefweb.int/files/resources/120117_White_CorporateEngagement_Web.pfhttp://reliefweb.int/sites/reliefweb.int/files/resources/120117_White_CorporateEngagement_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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http://www.hsaj.org/?fullarticle=6.3.6http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdfhttp://www.fema.gov/business/guide/index.shtmhttp://www.hsaj.org/?fullarticle=6.3.6http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdfhttp://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:



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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http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdfhttp://tinyurl.com/7npzw9fhttp://www.fema.gov/business/guide/index.shtmhttp://www.state.il.us/iema/training/training.asphttp://www.in.gov/dhs/2426.htmhttp://www.countyofdane.com/emergency/public_private.aspxhttp://tisp.org/tisp/file/rdr_guide%5B1%5D.pdfhttp://tinyurl.com/7npzw9fhttp://www.fema.gov/business/guide/index.shtmhttp://www.state.il.us/iema/training/training.asphttp://www.in.gov/dhs/2426.htmhttp://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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http://www.dhs.gov/news/2012/03/14/dhs-announces-att-ps-prep-certificationhttp://www.dhs.gov/news/2012/03/14/dhs-announces-att-ps-prep-certificationhttp://www.redcross.org/supporters/corporate-foundations/ready-when-the-time-comeshttp://www.redcross.org/supporters/corporate-foundations/ready-when-the-time-comeshttp://www.dhs.gov/news/2012/03/14/dhs-announces-att-ps-prep-certificationhttp://www.dhs.gov/news/2012/03/14/dhs-announces-att-ps-prep-certificationhttp://www.redcross.org/supporters/corporate-foundations/ready-when-the-time-comeshttp://www.redcross.org/supporters/corporate-foundations/ready-when-the-time-comes


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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:



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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http://www.disasterb2bmentor.org/BBSB/Home.aspxhttp://tisp.org/tisp/file/rdr_guide%5B1%5D.pdfhttp://tinyurl.com/7npzw9fhttp://www.swhsp.org/http://csc.uoregon.edu/opdr/http://quake.abag.ca.gov/resilience/http://www.disasterb2bmentor.org/BBSB/Home.aspxhttp://tisp.org/tisp/file/rdr_guide%5B1%5D.pdfhttp://tinyurl.com/7npzw9fhttp://www.swhsp.org/http://csc.uoregon.edu/opdr/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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http://www.cityofchicago.org/dam/city/depts/oemc/general/PDF/1_RCICP_BP_FINAL.pdfhttp://www.cityofchicago.org/dam/city/depts/oemc/general/PDF/1_RCICP_BP_FINAL.pdfhttp://www.cityofchicago.org/dam/city/depts/oemc/general/PDF/1_RCICP_BP_FINAL.pdfhttp://www.cityofchicago.org/dam/city/depts/oemc/general/PDF/1_RCICP_BP_FINAL.pdf


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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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http://www.osha.gov/Publications/osha3088.pdfhttp://www.setonresourcecenter.com/EEFS/osha/www.osha.gov/SLTC/etools/evacuation/eap.htmlhttp://www.setonresourcecenter.com/EEFS/osha/www.osha.gov/SLTC/etools/evacuation/eap.htmlhttp://www.osha.gov/Publications/osha3088.pdfhttp://www.setonresourcecenter.com/EEFS/osha/www.osha.gov/SLTC/etools/evacuation/eap.htmlhttp://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

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