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LEE BEACHYRISK MANAGEMENT GROUPBANK OF NEW HAMPSHIRE
JUN E 10, 2015 N H EMERGENCY PR EPAR EDNESS CON FERENCE
“Local, state and federal Public-Private Partnerships are vital to filling gaps in Emergency Management that neither government nor the private sector can manage alone. These partnerships create a vehicle for cooperation that includes resources, volunteers, information and expertise.
“These fundamental needs cannot be met without the “Whole Community.” We will be able to enhance our service to our neighbors, citizens, first responders and those affected by disasters when public and private sector representatives work together on the same team.
“Under the National Response Framework, the private sector is identified as business and industry, trade organizations,voluntary, academia, nonprofit, faith-based, and othernon-governmental organizations.”
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•35 years in banking, software, consulting
•SVP; Risk Management @ Bank of New Hampshire• Information Security / Organizational Resiliency / Supply Chain Risks
• Designed the bank’s internal operational risk program
•Past mentor @ SCORE: small business counselling
•Decades of leadership work with non-profits
•Master’s in Organizational Leadership @ SNHU
•NEDRIX: NH Public/Private Partnership Team
•Photographer (40 years)
•Survivor of Hurricane Agnes (1972)4
Public
Private
80 to 85%
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• “The Greatest Boatlift in History”
•Where and When?
https://www.youtube.com/watch?v=18lsxFcDrjo
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•Language
•Focus
•Drivers
•Workforce
•Expertise
•Success Metrics
•Culture
•Priorities
•Perceptions
•‘End Users’
•Motivations
•‘Recovery’
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•Each perspective offers a unique contribution
•Neither side can take the time (or energy or money) to ‘recreate’ what it lacks
•Creative solutions come from atypical combinations
•Community results include many puzzle pieces
• If we are all the same, we never really get challenged
•When first we understand, then we can collaborate
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Comm-unity
Public Sector
Private Business
Assoc-iations
Educa-tion
Service Groups
Faith Comm.
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•About 135,000 in total
•96% of employers 51% of our workforce
•77% have no employees (except the owner)
•About 75% male and 25% female ownership
•Many NH businesses are non-infrastructure:• Tourism, Retail, Hospitality, Forestry, etc.
• This does not mean they are not valuable (e.g. Construction)
•They are ‘economic survivors’
•They are ‘voluntary participants’ in preparedness
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• ‘Paycheck to Payroll’
•Little margin or reserve (cash, time, energy)
•They wear every hat imaginable:• CEO (big decisions), CFO (the money), Sales (customers), Production
(get it done), CIO (tools / systems), CRO (insurance/safety), etc., etc.
•They juggle an intimidating set of conflicting priorities — with failure a distinct option (autopsy.io)
•Risk management, emergency preparation, business resilience, and partnerships have little mind share…
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•You tell me…!
•Past members of large, hierarchal organizations?• Military, law enforcement, other government agency…
• ‘Responders’ versus ‘Revenue generators’?
•Command methods versus compelling persuasion
•Defined protocols versus ‘figure it out on the fly’
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Business Continuity Continuity of Operations
Crisis Management Incident Management
Team Leaders ICS Section Heads
Enterprise Risk Mgmt ‘All-Hazards’ Preparedness
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Resources Volunteers
Information Expertise
Ready!
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“duties shall include but are not limited to the following:(1) Coordinating the recruitment of volunteer personnel and agencies to augment the
city personnel and facilities for emergency management.
(2) Developing and coordinating plans for the immediate use of all of the city facilities, equipment, manpower and other resources for the purpose of minimizing or preventing damage to persons and property; and protecting and restoring of usefulness governmental services and public utilities necessary for the public health, safety and welfare.
(3) Negotiating and concluding agreements with owners or persons in control of buildings or other property for the use of such buildings or other property for emergency management purposes and designating suitable buildings as public shelters.
(4) Through public informational programs, educating the civilian populations as to actions necessary and required for the protection of their persons and property in a disaster or enemy attack, as defined in this article, either impending or present.
(5) Conducting public practice alerts to ensure the efficient operation of the emergency management forces and to familiarize residents with emergency management regulations, procedures and operations.
(6) Coordinating the activity of all other public and private agencies engaged in any emergency management activity.
(7) Assuming such authority and conducting such activity as the city manager may direct to promote and execute the emergency management plan.”
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AssessExercise
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•Collect names from the obvious sources:• Town Offices: Clerk, Building Inspector, etc.
• Chamber of Commerce
• Regional Planning Agencies (valuable for flood risk data?)
•Other (less obvious) sources?• Service Groups: Lions, Rotary, Kiwanis
• Any Community Leader• “Who are the ten (or twenty) most influential leaders in this town / region?”• Compile the lists!
•Sort out the players…
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•Share valuable information with them• Let them know you will take their input and questions seriously
• Be a network facilitator for them (you know people they may need)
• Invite them to be part ofa real community solution
• Keep them engaged in your community preparedness conversation
• Highlight their role(s)in strengthening resiliency
• In other words, add valueto their business / organization
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•Give them tools to become better prepared• Mobile applications:
FEMA Red Cross Ping4Nixie
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•Create a community forum for preparedness• Preparedness benefits from a clear focus and leadership
•Periodic events:• National Night Out (natw.org/about)
• Periodic Training & Awareness Events (of community interest)
• Community Partnerships
•An online presence:• Social Media (Facebook, Twitter, etc.)
• Online membership group (Yahoo, Google, etc.)
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•Give them tools with which to become prepared• A basic community reference document
• A planning toolkit:IBHS ‘Open for Business”• Designed for a small business
• A 20 page ‘jump start’ tosmall business survival
• Understandable by folkswith no crisis training
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•Do you have a ‘go to’ repository of information?• Is there and existing system or application?
•Have you systematically polled your constituency?• What is your completion or confidence level — 60%? 85%?
•Do you know what you don’t know?
•Questions about your community still unanswered?
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•MS Excel
•Ver 2010+
•A simple roster
•250 entries
•Control lists
• Improve itas you wish!
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•Have we touched on…
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•www.fema.gov/public-private-partnership-models
•www.disastersafety.org/open-for-business/
•http://emilms.fema.gov/IS921/921_Toolkit/faq.htm
•http://www.fema.gov/media-library-data/20130726-1828-25045-0014/cpg_101_comprehensive_preparedness_guide_developing_and_maintaining_emergency_operations_plans_2010.pdf
• Sample Community Preparedness Excel file
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• 603.527.5260
• @_ljb_ [Lima, Juliet, Baker]
• www.linkedin.com/in/lelandbeachy30
