Our Discussion: The Conjoining of Public Sector and BC Planning: Improved Initiatives & Collaboration

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1 The Conjoining of Public Sector and BC Planning: Improved Initiatives & Collaboration Lori Adamo, Vice President & Public/Private Sector Chair Our Discussion: NEDRIX / Public Private Sector Initiative Today Public Private Sector Coordination Future Public Private Sector Coordination Whole Community Approach Business Continuity, Emergency Management & Partnerships Questions Northeast Disaster Recovery Information Exchange: Overview NEDRIX is a non-profit organization that provides continuity and crisis management professionals (2700+) access to industry best practices and an opportunity to meet and share ideas and experiences with peers through: Conferences Symposiums Simulation Exercises Public / Private Sector Coordination & Initiatives PPS MISSION STATEMENT The NEDRIX Public Private Sector Partnership serves as the connection between the two sectors where critical infrastructure partners are encouraged to support statewide all-hazards disaster planning through information sharing, sharing of resources and best practices, and exercising & training with the overall goal of strengthening community resiliency. The NEDRIX Public Private Sector initiative is an alliance of public, private, and professional organizations working together toward the mission of creating a disaster resilient and sustainable region.

2 Integration of the Private Sector CT Successes of Collaboration NEDRIX PPS Executive Steering PPS ME MA NH RI Rapid Response Team Access to resources that are needed to respond and recover more quickly. Access to external information that will speed response from both the public and private side in the face of crisis. Situational awareness for business allows them to connect with key customers, employees, suppliers vendors who must be notified if business is disrupted. VT Each PPS Team is a working group that partners with Emergency Management Authorities to provide members with accurate, real-time information Successes continued Encouraged joint planning efforts between the public and private sector to promote loss prevention, rapid recovery and economic well being for communities and businesses Created reliable communications between the private and public sector providing updates of crisis assessment and business impact to both arenas Established a communications program that would enable the private sector to tap into comprehensive emergency management resources The EF3 tornado that struck Springfield, Massachusetts Date of tornado outbreak: June 1, 2011 Damages: 140 Million Maximum rated tornado 2 : EF3 tornado In Springfield alone, Tornadoes caused: approximately 500 buildings were destroyed

3 Hurricane Irene Vermont 9/ The flooding washed out more than 200 roads and at least three historic covered bridges. Nearly 10% of the population lost power. Central Vermont Public Service (CVPS), the state's largest power company, predicted some areas would not have power for weeks. "In many places, we can't even get to the damage," CVPS Vice President Joe Kraus said. Hurricane Sandy October 2012 Insured loss payouts will likely reach $10-20 billion. Total cost is estimated at 75 billion. Nearly 5 million homes were without power. Thousand of homes & businesses were damage or destroyed, displacing upwards of 60,000 people. The most serious lingering disruption were caused by flooding, water leaks, and extended power outages (up to 5 days). Transportation issues. In Waterbury, residents who evacuated minutes before the Winooski overtook the town returned to find muddy wreckage. Blizzard of 2013 Massive snowstorm NEMO strikes Northeast; at least 4 dead. Thirty-six inches of snow pelted Boston, while more than two feet were reported in New Hampshire, Rhode Island and on Long Island. The blizzard left hundreds of thousands without power and contributed to the deaths of at least four people According to FEMA: The First 72 is Up to You. Realistically communities and citizens may need to take responsibility for themselves for the first three to four days after a disaster. Weather challenges can delay emergency crew deployment. Even when crews are deployed immediately, it can often take days for them to triage and address all of the issues in an area. Personal preparedness helps keep your people safe.

4 What Public Private Sector response looks like: 1. Stands Up 3. Begins Support STATE EMA s FEMA 2. Resources are depleted quickly LOCAL EMA s Integrated Planning Vision 4. Private Sector Supports NEDRIX PPS Notifications and Alerts to members Business Non-government Orgs. Non-Profits Community Services Resource Requests and Data Base CEAS Assist w/ Donations & Volunteers Resolution and problem solving Gov t Response Current Private Sector Response Gov t & Private Sector Response Efforts Future BEOC? Is this the answer? Whole Community: Whole Community is a philosophical approach in how to conduct the business of emergency management. It takes all aspects of a community (volunteer, faith and community-based organizations, the private sector, and the public, including survivors themselves) not just the government to effectively prepare for, protect against, respond to, recover from, and mitigate against any disaster. It is critical that we work together to enable communities to develop collective, mutually supporting local capabilities to withstand the potential initial impacts of these events, respond quickly, and recover in a way that sustains or improves the community s overall well-being.

5 Whole Community Partner: Businesses play a key role in building resilient communities. 1. Businesses should provide information to their employees who can then bring this message to their local community partners and leaders. The issue of social capital becomes an important part of encouraging communities to own and lead their own resilience activities. 2. Consider what your customers will need in order to survive. Without customers and employees, businesses will fail. 3. Business Continuity professionals must be involved in their own communities. Create a team of business leaders, community leaders, and residents whose shared purposes are to engage residents to determine their recovery vision and share that vision with the community; provide a systematic way to address recovery through a planning process; and bring all segments of the community together to share information and work as a team. Major contributors poor recovery for community Local communities not prepared Local EMA s are not prepared, underfunded, part-time staff Businesses treated as victims not resources Local resources not known or able to mobilize quickly Communities see this as a government problem Government system is slow and complicated If communities do not receive aid, then recovery will not occur: Another problem due to lack of PPS coordination: During Irene & Sandy, repair fleets were delayed Varying process/procedures between states No single repository of information & government contacts Sporadic PS knowledge about waivers and paperwork Tolls & weigh stations Use of marked (w/logo) and unmarked rental repair vehicles 2,000+ Out of town crews on the move at one time Delays are very expensive for utilities (and business) and bad PR for government Public Information needed to support Business Continuity Concerns include, but not limited to, fuel, food, housing, reopening, child care, etc. Major questions on when to shutdown operations. When schools would close, shelters open, etc.? Which public agency would have the information needed by the private sector? Recognition that Fed Government is not a first responder, for public or private sectors Recognition that the government disaster management process does not scale up well for major disasters

6 Private Sector Needs to Know: Up-to-date information concerning road closures, travel bans, and flooded areas. The ability of an organization to communicate to their targeted recipients in a timely and effective manner. Information from public sector that will aide in making critical decisions, i.e, keeping people home, closing company, access to services. Where to find accurate/real time information that will aid in quick and effective decisions. What if: Businesses communicated and shared information; Became resources for each other Promote and facilitate improved planning Build community disaster resiliency and accelerate recovery Have an official point of contact within county for private sector Connect with decision makers Manage rumors and speculation Bring recovery to local level mobilizing businesses, NGO s and government. Resources that your firm may provide Public Sector Needs If community support is available, i.e. shelters, churches, stores and gas opened, etc. If local emergency management agencies are supporting their community Ability to command, control and coordinate during the event Business Continuity will not work well if : We don t understand the intricate relationships that exist between government agencies, communities and the private sector and how each is dependent on the other; especially during disasters. We don t answer key questions before disaster strikes such as how will we communicate to the public sector or how will they communicate with us? We don t know how we bring in the information that will help us plan and work, especially if your whole region is affected.

7 Whole Community Business Continuity Use the power of social media applications (e.g., Facebook and Twitter) to disseminate messages, create two-way information exchanges, and understand and follow up on communication that is already happening within the community. Involve children and youth through educational programs and activities centered on individual, family, and community preparedness. Develop recovery plans with full participation and partnership within the full fabric of the community. Incorporate emergency planning discussions into the existing format of community meetings. Multi-purpose meetings help increase participation, especially in communities where residents must travel long distances to attend such meetings. Identify barriers to participation in emergency management meetings (e.g., lack of childcare or access to transportation, and time of the meeting) and provide solutions where feasible (e.g., provide childcare, arrange for the meeting to be held in a location accessible by public transportation, and schedule for after-work hours). If all businesses & organizations planned: Less strain on local and state to provide costly assistance. Less people in shelters, using public assistance Federal assistance would be defrayed or not be needed, saving thousands of dollars. Insurance claims down Economy / community recovers quicker Jobs may not be lost. Quality of life stays in tact. Public Private Sector Collaboration Support utility repair & aid: Recognition and acceptance for credentialing and access across states Road closure information Fuel Availability Enhance PS Resource Movement Develop sustainment strategy No single repository of information & government contacts Next Steps - Public Sector To establish a framework to promote the integration of public preparedness efforts with the private sector to better plan, respond and coordinate with each other. To collaborate with its private sector partners to provide real time updates, address requests and solve identified issues by working together.

8 What works. Understanding and meeting the actual needs of the whole community, engaging and empowering all parts of the community, and strengthening what works well in communities on a daily basis provide a foundation for pursuing a Whole Community approach to emergency management through which security and resiliency can be attained. What works Empowering local action requires allowing members of the communities to lead not follow in identifying priorities, organizing support, implementing programs, and evaluating outcomes. In this regard, the issue of social capital becomes an important part of encouraging communities to own and lead their own resilience activities. The Goal: Whole Community: Shared understanding of community needs and capabilities Greater empowerment and integration of resources from across the community Stronger social infrastructure Establishment of relationships that facilitate more effective prevention, protection, mitigation, response, and recovery activities Increased individual and collective preparedness Final Thoughts. As FEMA Administrator Craig Fugate stated at the first National Conference on Building Resilience Through Public-Private Partnerships, We cannot separate out and segment one sector in isolation; the interdependencies are too great. We want the private sector to be part of the team and we want to be in the situation where we work as a team and not compete with each other. Greater resiliency at both the community and national levels

9 Thank you! Lori C. Adamo, CBCP.