PRIVATE SECTOR

EMERGENCY PREPAREDNESS RESOURCE GUIDE

Prepared By:

Ventures Unlimited Inc. Nusura, Inc.

Illinois-Indiana-Wisconsin CSA

TABLE OF CONTENTS
About the Regional Catastrophic Preparedness Planning Grant Program.. About the Gear Up. Get Ready! Campaign. . Executive Summary. . Why is the Private Sector Important in Emergency Preparedness Planning..... Who Should Use this Guide and How?....... . Business Resilience........................................................................................................... ............ Public-Private Collaboration. Public-Private Sector Collaborations That Are Working Economic & Industry Insights.. .. Best Practices for Engaging Private Sector Partners.. 1. Use bottom up approaches when planning partnerships to encourage private sector engagement and resilient communities... 2. Make proactive decisions about how to effectively institutionalize communication and exchange information with private sector participant . 3. Let the private sector organizations decide what kind of partnership are suitable for them . . 4. Integrate education and training components into partnership. 5. Consider whether a formal or informal private-public sector partnership arrangement is best. .. 6. Recommendations for including community groups and other stakeholders in partnership initiatives.. . Preparedness in the Workplace. .. Setting the Standard for Risk 3 3 4 4 5 6 7 8 9 1 0 1 1 1 3 1 5 1 8 2 0 2 2 2 5 2 2

Assessments.. Workplace Violence .. Workplace Violence Incident Management. .. Local Perspective: CSA Regional Catastrophic Incident Coordination Plan 2010.. Workplace Hazards .... To Stay or To Go? .. Evacuation Elements . When to Evacuate Shelter in Place .. Best Practices Business Disaster Planning Factors. Leveraging Policy Statements to Encourage Preparedness in the Workplace... Preparing for Emergencies: Important Policy Points. Sample Policy Statement and Continuity Management Policy Statement Preparedness Essentials for Private Sector Partners. Digital Training Integration ... Resources for Business Resiliency Partnerships CMAP2040... Links to other Information and Resources to Engage Private Sector Partners..

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About the Regional Catastrophic Preparedness Planning Grant Program

The Regional Catastrophic Preparedness Grant Program (RCPGP) was initiated in 3

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 to citizens 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

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 (PSPrep) 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/psprep-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 5

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 with their 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 6

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 7

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 Vision: The public and private States Earthquake Consortium (CUSEC) earned sectors share data and data national recognition from the Ash Center for feeds in both directions to Democratic Governance and Innovation at the enable timely lifesaving and John F. Kennedy School of Government, Harvard property-protecting decisionUniversity for their private sector integration making. initiative. The initiative is to streamline FEMA, Private Sector information sharing between the public and Building Progress Report, 2011 private 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 8

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 When asked during the request of the Department of Homeland Security formed workshop about the most an ad hoc committee of approximately 60 participants significant benefit of representing different regions of the country, from applying the collaborative private and public sectors and from the research approach to building community. The goal of the committee was to assess resilience, Jason McNamara, the current state and practices of private-public sector Chief of Staff at FEMA, collaborations dedicated to strengthening community stated, if we dont do it, we disaster resilience. The vast majority of the committee fail. sited that there is growing recognition in the corporate sector and within communities in general that private--NRC Workshop - 2009 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, providing customers 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 9

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 will help 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-launchesdisaster-preparedness-program-for-business/#ixzz27ylrlhMC

ECONOMIC & INDUSTRY INSIGHTS

Below outlines economic and industry highlights representative of the 16county 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 is now 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, 11

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 disaster response. 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 minds to 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. 13

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. 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 of Homeland Security, 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 for each 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, 15

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 facilitation of 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. 17

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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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 roles If 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? 19

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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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 stakeholder group 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-, 21

medium-, and long-term activities in the action plan, which require a crosssector 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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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 23

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: 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 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 of Emergency 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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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 agreements In 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 people living 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). 25

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, is viewed 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 26

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/disasterpreparednessconcepts.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; nongovernmental 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/private partnerships 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 27

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-prepcertification). 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/CORPORATEFOUNDATIONS/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 major disaster, 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. 28

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, it matches 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: 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 The Southeast Wisconsin Homeland Security Partnerships program fosters collaboration 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 Oregon http://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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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 hazards and 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/riskassessment

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/smallbusinesses-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, 31

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 the original 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 a business risk assessment: Stakeholders Risk Assessment Focus 32

 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 33

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, family member, 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 emergency situations 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 seek guidance form your Admin Director or s Institutional Compliance Officer. Fix It The Safety Committee, along with Risk Management may, when required, develop an action plan to minimize risk. Evaluate It o Once the appropriate fix has been implemented, it is important to evaluate whether it has been successful in controlling the incident, or potential threat to the 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 significant threat 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 emergency preparedness, 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 37

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 the event 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 if there 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 alerting employees to shelter-in-place that is easily distinguishable from that used to signal an evacuation. Alarm methods may vary depending on the 38

type of emergency. Train employees for shelter-in-place procedures and outline their roles to implement 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, particularly those 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 workplace to 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 39

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 as tornadoes, 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 for workplace evacuations and shelter in place plans. http://www.osha.gov/Publications/osha3088.pdf http://www.setonresourcecenter.com/EEFS/osha/www.osha.gov/SLTC/etools/evacuat ion/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 42

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 an effective response and service continuity. Emergency preparedness and continuity management is based on the following eight principles: Principle 1: Executive and management commitment to emergency preparedness 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: Understanding the environment Emergency Preparedness and Continuity Management Plans will be constructed with an understanding of the environments within which the company operates, and the existence of constraints and threats to its operations, which could result in a significant disruption of business. Principle 4: Plan for success Identifying critical business functions for the short and long term success of emergency preparedness and service continuity arrangements. Principle 5: Contingency operations until things can get back to normal Quantifying the disruptive impact of any threat on critical business functions and processes, and identifying the infrastructure and resources required will enable 43

the companys critical areas to continue to operate at a minimum acceptable level. Principle 6: Plan development All key resources, infrastructure, tasks and responsibilities, required to support the critical business functions if an event occurs will be documented. These are based on the development and implementation of key risk treatment plans for: Information Security and Disaster Recovery Internal Emergency Response and General Security External Emergency Response Business Continuity Principle 7: Implementation of plans All employees, clients and stakeholders are to be aware of the emergency preparedness and continuity management arrangements, where appropriate (through training, awareness and testing of the plans). Principle 8: Monitor and review Processes will be established to ensure that the information within the plans remains current and relevant to the changing risks and business environments (through maintenance protocols and the ongoing risk management processes) Other Considerations: Define Emergency Specify what is considered an emergency situation for the purposes of your policy statement and identify each type if you are trying to cover more than one. Management should be able to locate the information they need without searching. Provide Emergency Contact Numbers. Include any automatic emergency notification systems through e-mail, texts, or other electronic devices, as well as useful outside phone numbers for the police and fire departments, etc., as well as internal extensions for those who must be notified, such as the safety manager, HR department, company nurse, etc. Identify Who is Authorized to Take Action. Identify who has the authority to make decisions during a particular type of emergency, such as ordering an evacuation of the building or deciding when to close the facility. Conduct Drills and Exercises. State whether, when, and how often you will conduct drills. If you havent revised your old fire drill procedures recently, it is a good time to review and update them. There are many reasons to evacuate facilities in addition to fires, and also 44

many reasons that employees be moved to a safe area within a facility to shelter in place. Conduct drills for all shifts so that employees know what to do and where to go in either situation.

Sample Policy Statement and Continuity Management Policy Statement

It is the intent of [organization name] is to provide a safe environment for employees, and volunteers. It is also our intent to properly manage any incidents that occur so as to minimize injury and other forms of loss. A well-managed workplace safety program can benefit our organization and its people in countless ways. In order for [organization name] to achieve our goals, we have developed a workplace safety program outlining the policies and procedures regarding employee and volunteer health and safety. Each and every individual must become familiar with the program, follow and enforce the procedures, and become an active participant in this workplace safety program. While management [the workplace safety officer and workplace safety committee] will be responsible for developing and organizing this program, its success will depend on the involvement of each employee and volunteer. We look forward to your cooperation and participation.

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PREPAREDNESS ESSENTIALS FOR PRIVATE SECTOR PARTNERS

Commit to preparedness This step reflects a commitment to increasing an organizations level of emergency preparedness. Key actions for this step include: Asking private sector partners to make preparedness a priority by having senior leadership involved Commit to incorporating preparedness messages in all major employee communications Requesting companies appoint a Ready Rating liaison dedicated to completing the ARC 123 Assessment, which is available at www.readyrating.org

Conduct a Hazard Vulnerability Assessment This step involves working with private sector partners in gathering information about possible emergencies that could impact their business and their facilitys capabilities to respond to and recover from a disaster or other emergency. Key actions for this step include: Educating businesses on the types of disasters most likely to impact their business Consider providing a Hazard Vulnerability Assessment Educating businesses on which hazards their facility is most likely to experience, based on proximity and past events Encouraging businesses to assess their physical capacity, supplies, equipment and human resources of their facility to resist damage during a disaster

Develop an emergency response plan An emergency response plan describes the steps businesses or organizations will take to protect their business and employees before, during and after an 46

emergency. Key actions for this step include: Identifying an emergency planning committee that is responsible for developing and implementing an emergency response plan Developing a written plan describing how the business or organization will respond during a disaster or medical emergency Creating a Continuity of Operations Plan (COOP)

Implement the emergency response plan This step involves the planning committee implementing the emergency response plan with employees. The key to implementing the plan is to make preparedness a part of the corporate culture. Key actions for this step include: Training employees on a regular basis about what to do during a disaster or emergency Acquiring and maintaining needed safety equipment and emergency preparedness supplies Showing employees how to be prepared at work and at home so they are better equipped to help the business respond to and recover from an emergency Conducting and assessing regular drills and exercises to determine the readiness of your employees and facilities

Help your community get prepared When a private sector partner has completed the basic steps to be prepared, ask them to make at least one additional commitment to ensure that the overall community is prepared for a disaster or other emergency. Key actions for this step include: Hosting blood drives Contributing supplies and/or services to emergency response efforts Adopting a local school or school district and support their disaster and emergency preparedness programs Encouraging employees to volunteer with the ARC, through United Way, 47

faith-based organizations or community groups

DIGITAL TRAINING INTEGRATION

Utilization of ICS training courses offered online by FEMA to provide training and enhancement tools for private sector partners. Recommended courses include: IS-100.HCb Introduction to the Incident Command System (ICS 100) for Healthcare/Hospitals IS-100.HEIntroduction to the Incident Command System for Higher Education (3/18/2009) (When combined w/ IS-200.b) IS-100.LEb Introduction to the Incident Command System (ICS 100) for Law Enforcement IS-100.SCa Introduction to the Incident Command System for Schools IS-101.b Deployment Basics IS-102.b Deployment Basics for FEMA Response Partners IS-910 IS-912 IS-920 IS-921 Emergency Management Preparedness Fundamentals Retail Security Awareness: Understanding the Hidden Hazards FEMA Performance Management Program Implementing Critical Infrastructure Protection Programs

IS-922 Applications of GIS for Emergency Management Engagement in FEMAs Virtual BEOC to obtain and share information during the response

For more information regarding online training courses visit:: http://training.fema.gov/is/crslist.asp?page=all 48

Geographic Information Systems (GIS) Many organizations offer courses in the US and abroad that focus on other types of digital and technological resources to support emergency preparedness planning. As an example, a course is being offered in Nairobi and has been facilitated in Thailand (Bangkok) entitled, GIS, Remote Sensing, and Emerging Technologies which is designed to enhance the capabilities of executive managers and technical staff involved in disaster risk management by providing them with understanding on the use of spatial information in disaster risk management. There are numerous classes, certificates and degreed programs available, but few professional and business level training resources. Below are examples of resources available both international and in the United States: In-depth Research Services - http://www.indepthresearch.org/ George Mason University - http://www.ocpe.gmu.edu/programs/gis/gis.html

University of Alabama http://geography.ua.edu/undergraduate_program/GIS_certification/index.php Mid American GIS Consortium - MAGIC - http://www.magicgis.org/

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IDENTIFYING POTENTIAL PREPAREDNESS PARTNERS

Identifying and understanding the various segmented audiences within your community is fundamental to building successful emergency preparedness campaigns, operations or communications plans. The better you understand your target audiences; in this case the Public/Private partners - their desires, needs, and motivations, the more successful you will be at producing effective preparedness partnerships. FEMA offer course IS-921, Implementing Critical Infrastructure Protection Programs which introduces those with critical infrastructure duties and responsibilities at the State, local, tribal, and territorial levels to information they need and resources available to them in the execution of the mission to protect and improve resilience. The course will enable participants to: Summarize critical infrastructure responsibilities. Identify the range of critical infrastructure protection government and private sector partners at the State, local, tribal, territorial, regional, and Federal levels. Describe processes for effective information sharing with critical infrastructure partners. Identify various methods for assessing and validating information.

Additional information and to take the course: http://emilms.fema.gov/IS921/index.htm The checklist below from the course provides recommended critical infrastructure protection partnership activities for State, local, tribal, and territorial (SLTT) governments.

Identify potential critical infrastructure protection partners by leveraging existing public-private partnerships that are designed to enhance emergency management, protection, and recovery functions. Examples include: Business alliances and partnerships. Citizen Corps. State and regional partnerships. As appropriate, participate in critical infrastructure sector partnership councils and other forums, including: Sector-specific Groups and Councils. The State, Local, Tribal, and Territorial Government Coordinating Council 50

Other critical infrastructure governance and planning efforts relevant to the given jurisdiction.

Identify other potential partners and partnership entities: Critical infrastructure owners and operators. Government partners: o DHS and other Federal departments, agencies, and offices. o State, local, tribal, and territorial governments. Critical infrastructure sector partnership councils and other forums (see below). Professional associations. Advisory councils. Academia and research centers. Nongovernmental organizations including Faith-based groups. Others. Invite potential partners to participate. Present the value proposition as necessary. Resolve partnership challenges as necessary. Identify how and when partners will meet and/or exchange information. Establish ground rules for information exchange. For example, identify what information can be shared outside the partnership and what cannot be shared. Establish critical infrastructure partnership goals. Identify specific protection goals that are not currently met under existing hazard mitigation, emergency management, or other programs. As necessary, coordinate protective activities, preparedness programs, and resource support among local jurisdictions, regional organizations, and privatesector partners.

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RESOURCES FOR BUSINESS RESILIENCY PARTNERSHIPS CMAP2040

CMAP is the official regional planning organization for the northeastern Illinois counties of Cook, DuPage, Kane, Kendall, Lake, McHenry, and Will. CMAP developed and now guides the implementation of GO TO 2040. Part of GO TO 2040's regional vision is to make the region adequately prepared should an emergency occur, while at the same time educating citizens about how to plan and their individual responsibility in case of a disaster. Below is a chart outlining just some of the local, regional and national resources from CMAP2040 that can be used for public-private partnerships.
Group
American Red Cross of Greater Chicago RILA FEMA SAVER-2 BRPA CUSEC Central US Earthquake Consortium Regional Catastrophic Planning Team (RCPT) FEMA Public/Private Partnerships IEMA BEOC LCRCIP- Lake-Cook Regional Critical Incident Partnership Great Lakes Hazard Coalition

Purpose
Ready Rating Ready When the Time Comes Retail Industry Leaders Association Situational Awareness Tool Business Resumption Planners Association Earthquake preparedness planning Membership, Regional Hub and Private Sector Committees National Business Continuity issues Statewide Business Continuity Membership, committees, public private collaboration Public/Private Collaboration

Key Activities
School Business Preparedness benchmarks Corporate Volunteers Private/Private Networking and Benchmarking GIS mapping and sharing of private sector location data and status information Private/Private Networking, Excellent Presentations 8 states on Access and Information Sharing Policies and Platforms Catastrophic Planning Badging, Saver 2, Information sharing Training, exercises, business integration in statewide emergencies Private-public corporation networking, educational opportunities Meetings, webinars, table top exercises focused on homeland security, emergency management, or other hazards

Scope (County, State, National)

Regional Chicagoland National

National National 8 states, Central US 16 Counties, Northern IL, NW Indiana, Southern WI National Illinois Northern Cook, Lake Counties Regional, affiliated with FEMA Infrastructure Protection

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BOMA Building Owners and Managers Association Chicago FIRST:

Primary source on building management and operations Chicago FIRST is a nonprofit association of private-sector critical infrastructure firms A nationwide, nonpartisan organization, is a channel through which senior business executives can help enhance the Nation's security

Publish BOMAs Experience Exchange Report (EER), holds nationwide audio conferences, seminars, and workshops on emergency preparedness Promote the resilience of its members and the Chicago business community. Members use their business experience to help government leaders implement solutions to the most challenging national security problems.

Local, National and International

Illinois

Business Executives for National Security (BENS):

National

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LINKS TO OTHER INFORMATION AND RESOURCES TO ENGAGE PRIVATE SECTOR PARTNERS

American Red Cross Ready Rating Website Ready Rating is a program that helps businesses; schools and organizations become prepared for disasters and other emergencies. All in one place, Ready Rating members have access to one-of-a-kind tools, resources and information for evaluating and improving their ability to withstand disaster, maintain operations, and protect lives and property. Whether you are taking your first steps or have a fully functioning emergency management program, the Ready Rating program can help you achieve a higher level of preparedness. www.readyrating.org/lobby.aspx American Red Cross Emergency Preparedness Checklist for Small Businesses Developing an emergency preparedness plan is one of the most important strategic decisions a small business owner will make. Consider how a natural, human-caused or public health disaster could affect employees, customers and the workplace. The checklist is available at: http://www.osha.gov/dte/grant_materials/fy07/sh-1661807/sm_business_emergency_checklist.pdf American Red Cross Safe and Well Website After a disaster, letting your family and friends know that you are safe and well can bring your loved ones great peace of mind. This website is designed to help make that communication easier. The Safe and Well website can be accessed here: https://safeandwell.communityos.org/cms/index.php FEMA Public Private Partnership Models FEMAs website provides references to a number of different public/private emergency management partnerships. Some are national in scope; others are regional, intrastate, and county-specific or cover major metropolitan areas. Still others are event specific. The website provides readers with a good overview of public/private partnership initiatives throughout the United States. http://www.fema.gov/privatesector/ppp_models.shtm Ready.gov Website The Ready.gov website (www.ready.gov) includes a section for business that includes information on program management, planning, implementation, testing 54

and exercises, program improvement, and testimonials. http://www.ready.gov/business

Ready.gov Private Sector Emergency Response Plan Template http://www.ready.gov/sites/default/files/documents/files/EmergencyResponsePlan.p df Ready.gov Private Sector Business Continuity Plan Template http://www.ready.gov/sites/default/files/documents/files/BusinessContinuityPlan.pdf CMAP 2040 - Chicago Regional Planning Report CMAP Go To 2040 Project is a long-range planning effort by the Chicago Community Trust (The Trust) and the Chicago Metropolitan Agency for Planning (CMAP) covering key regional issues for: Economic development, Human and Community Development, Environment, Land use, Housing, Transportation http://www.cmap.illinois.gov/2040/main NBEOC Agreement - The National Business Emergency Operations Center (NBEOC) serves as the Federal Emergency Management Agencys clearinghouse for information sharing between public and private sector stakeholders regarding emergency management matters in support of Emergency Support Function (ESF) #15 of the National Response Framework (NRF). This agreement is an internal arrangement between FEMA and Entity and does not create or confer any right or benefit on any other person or party, private or public. http://www.fema.gov/library/viewRecord.do?id=6258 Homeland Security Private Sector Resources Catalog May 2012 http://www.dhs.gov/xlibrary/assets/pso-private-sector-resource-catalogMay-2012.pdf DHS Office of Infrastructure Protection Regional Partnerships: Enabling Critical Infrastructure Resilience This Department of Homeland Security handbook examines regional critical infrastructure partnerships in the United States and their role in promoting and enhancing regional resilience. The study can serve as a guide for the development of new partnerships, as well as the refinement and improvement of pre-existing 55

partnerships. It also includes a description of case studies involving different public/private partnerships throughout the United States. http://tinyurl.com/7td7xtc

Open for Business: A Disaster Protection and Recovery Planning Toolkit for the Small to Mid- Sized Business. Insurance Institute for Business and Home Safety. 2007. Updated version at http://ofb.ibhs.org/content/data/file/OpenForBusiness_new.pdf Lost and Turned Out: A Guide to Disaster Preparedness for Underserved Communities by Vincent B. Davis Book offers a true to life perspective about the state of disaster preparedness among the poor, elderly, people with functional needs, limited English speaking populations and others. http://www.lostandturnedout.com/#!about/cipy Checklists and Information Sheets

Critical Infrastructure Protection Activities Checklists Emergency Management Partnership Examples Information Sharing: Practices That Can Benefit Critical Infrastructure Protection Protected Critical Infrastructure Information (PCII) Frequently Asked Questions

Web Pages

Critical Infrastructure Protection Web site Critical Infrastructure Resource Center Office of Infrastructure Protection (DHS) Web site State, Local, Tribal, and Territorial Government Coordinating Council (SLTTGCC)

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