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 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……..………………….
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Preparing for Emergencies: Important Policy Points…………………………………………………….
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Sample Policy Statement and Continuity Management Policy Statement ……………………
Preparedness Essentials for Private Sector Partners……………………………………………………………….
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Digital Training Integration……………………………………………………………………………………………..……….
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Resources for Business Resiliency Partnerships – CMAP2040………………………………………………...
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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 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/faithbased 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 16’GUGR vehicle loaded with preparedness activities, the campaign brought an exciting and
educational emergency preparedness experience to communities, where citizens – work, live, play and
worship.
The campaign toured six counties: Will (IL), Cook (IL), Lake (IL), DuPage (IL), Porter (IN), and Lake (IN).
Other county partners include DeKalb (IL), Grundy (IL), Kane (IL), Kankakee (IL), Kendall (IL), McHenry
(IL), Jasper (IN), Newton (IN), Porter (IN), and Kenosha (WI).
To learn more about the campaign, go to www.gearupgetready.com
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EXECUTIVE SUMMARY
When studying the field of emergency management and how it has evolved over the years, it is virtually
impossible to analyze it without looking at the role of the private sector. Organizations such as the Red
Cross and Salvation Army have a long history in disaster relief, often working hand-in-hand with the
government to provide disaster management and recovery services. Most people are aware of the
active role non-profit and government organizations play in disaster relief however, private sector
entities may not be as obvious, but they play just as vital role.
There are a variety of grant programs and training opportunities funded by the Department of
Homeland Security and other federal agencies that encourage businesses to become more active in
preparedness in their communities.
Voluntary Private Sector Preparedness Accreditation and Certification Program (PS-Prep) is a
partnership between DHS and the private sector that enables private entities—including businesses,
non-profit organizations and universities—to receive emergency preparedness certification from a DHS
accreditation system created in coordination with the private sector.
"Preparedness is a shared responsibility and everyone—including businesses, universities and non-profit
organizations—has a role to play," this is a comment from US Department of Homeland Security (DHS)
Secretary Janet Napolitano during a 2009 press conference outlining three new standards under PS-Prep
to enhance operational resilience, business continuity management, and disaster and emergency
management among participating private sector partners. Napolitano further expresses that "Ensuring
our private sector partners have the information and training they need to respond to disasters will
strengthen our efforts to build a culture of preparedness nationwide."
For more information on PS-Prep and DHS: http://www.dhs.gov/xlibrary/assets/ps-prep-shawyer-t.pdf
Why the private sector is important?
Historically, “business continuity” planning has been conducted separate from mainstream emergency
management planning efforts; being addressed in terms of IT 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.
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There are many reasons why engaging private sector partners in emergency preparedness campaigns
are critically important. Linking the government and the private sector—trade associations,
corporations, academia and non-governmental organizations—as 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 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.
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Emergency preparedness campaigns, operations and communication plans aren’t 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 nation’s 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 emergency. This new
approach includes information sharing through Business Emergency Operations Centers (BEOCs) at the
state, regional and national levels, and identifying and engaging small and large companies in the
disaster process. Preparedness is an integral component, as many initiatives are well underway to help
business prepare its employees, facilities, and infrastructure to foster quicker and more focused
recovery.
In a September 25, 2012 press release, Illinois Emergency Management Agency (IEMA) in conjunction
with the Central United States Earthquake Consortium
“Vision: The public and private
(CUSEC) earned national recognition from the Ash Center for
sectors share data and data feeds
Democratic Governance and Innovation at the John F.
in both directions to enable timely
Kennedy School of Government, Harvard University for their
lifesaving and property-protecting
private sector integration initiative. The initiative is to
decision-making.”
streamline information sharing between the public and
private sectors during a multi-state disaster. IEMA Director
FEMA, Private Sector
Building
Progress
Report, 2011
Johnathon Monken states, “We’ve 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
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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 state’s 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:
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Enhance situational awareness
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Improve decision-making
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Access more resources and capabilities
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Expand reach and access for disaster preparedness and relief communications
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Improve coordination
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Increase the effectiveness of emergency management efforts
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Maintain strong relationships, built on mutual understanding
Public-Private Collaborations
In 2009 The National Research Council (NRC) at the request of the
Department of Homeland Security formed an ad hoc committee of
approximately 60 participants representing different regions of the
country, from private and public sectors and from the research
community. The goal of the committee was to assess the current
state and practices of private-public sector collaborations dedicated
to strengthening community disaster resilience. The vast majority of
the committee sited that there is growing recognition in the
corporate sector and within communities in general that privatepublic collaboration is not only important, but also imperative. Arif
Alikhan, Assistant Secretary for Policy Development at the
When asked during the
workshop about the most
significant benefit of applying
the collaborative approach to
building resilience, Jason
McNamara, Chief of Staff at
FEMA, stated, “if we don’t do it,
we fail.”
--NRC Workshop - 2009
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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 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 state’s 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 — it’s
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
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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.
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 16-county CSA. The
information is to provide insight when considering private-public sector partnerships.
 Southern Kendall County is largely agricultural. Kendall County Soil and Water Conservation District
Education Program ensures that students from K-12th grade throughout Kendall County have basic
agricultural literacy. Rural economies are usually self-sufficient, which speaks to the county’s 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 McDonald’s 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.
Chicago’s 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 Kenosha’s population having a secondary degree or more, 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
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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 issue—what 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 Maslow’s 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.
The following are strategies, approaches and best practices for engaging in mutually beneficial privatepublic sector partnerships. They are drawn from national research and interviews conducted as part of
the Illinois-Indiana-Wisconsin Combined Statistical Area Community Preparedness Project.
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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 Council’s Committee on
Private–Public 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
doesn’t come from a top-down, governmentonly, 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 Cross, July 29, 2009
Committee on Private–Public 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
County’s emergency management office and private sector representatives who participate in the
County’s outreach efforts. His office works to solicit private sector input into the County’s emergency
management programs and partnership is based on the unique needs of the County.
FEMA’s 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:
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A community’s 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.
FEMA’s 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, 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.
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
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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 partnership’s 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?
It’s 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?
•
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_CorporateEngagement_Web.pf.
16
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 partner’s means, ensures that the project is successful and that the private sector partner isn’t
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 partnership—including lead government
agencies and private-sector organizations—to undertake short-, medium-, and long-term activities
in the action plan, which require a cross-sector cooperative approach.
17
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
TISP’s “Regional Disaster Resilience: A Guide for Developing an Action Plan”
http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdf
FEMA’s Emergency Management Guide for Business and Industry, FEMA-141, August 2010.
http://www.fema.gov/business/guide/index.shtm
18
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 DHS’s “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 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:
19
TISP’s “Regional Disaster Resilience: A Guide for Developing an Action Plan”
http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdf
DHS’s “Regional Partnerships: Enabling Critical Infrastructure Protection.”
http://tinyurl.com/7npzw9f
FEMA’s 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
20
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/disasterpreparednessconcepts.pdf, it’s 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 Michigan’s 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_Palisades_365761_7
.pdfready).
21
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
MOU’s, for fear of committing to a legally binding agreement.
Closing thoughts
In “The Collaborative Public Manager”, it’s stated:
Though few would suggest the elimination of formal contracts between government and its vendors,
the transactional and re-lational 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 in-complete contract, or a relational contract, suggests more
trust as signaled by less contractual specificity and presumably greater flexibility and dis-cretion
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. Embed-ded
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:

TISP’s “Regional Disaster Resilience: A Guide for Developing an Action Plan”
http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdf

DHS’s Regional Partnerships: Enabling Critical Infrastructure Resilience. March 2011.
http://tinyurl.com/7npzw9f

The Regional Disaster Plan for Public and Private Organizations in King County, Washington,
is based on a mutual aid agreement that has been formally adopted by over 140
governmental and private sector organizations; http://tinyurl.com/77k5bxf

http://www.fritzinstitute.org/pdfs/whitepaper/disasterpreparedness-concepts.pdf
22
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 nation’s
emergency management team; where we must leverage all resources of our collective team in
preparing for, protecting against, responding to, recovering from and mitigating against all hazards; and
that collectively we must meet the needs of the entire community in each of these areas. This larger
collective emergency management team includes, not only FEMA and its partners at the federal level,
but also local, tribal, state and territorial partners; non-governmental organizations like faith-based and
non-profit groups and private sector industry; to individuals, families and communities, who continue to
be the nation’s most important assets as first responders during a disaster.
FEMA’s 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/. It’s 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 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 (PSPrep). 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).
23
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
America’s expertise and desire to help communities in need. The American Red Cross trains employees
from partnering corporations and mobilizes them as a community-based volunteer force when disaster
strikes. W.W. Grainger, Inc. serves as the national founding sponsor of the Ready When the Time Comes
program. This partnership was the recipient of the 2011 U.S. Chamber of Commerce Business Civic
Leadership Center (BCLC) Best Partnership Award.
http://www.redcross.org/supporters/corporate-foundations/ready-when-the-time-comes
Leveraging relationships to facilitate and market the emergency preparedness message within the
community
In addition to establishing partnerships to assist with internal planning and training, consideration must
be given to partners that have routine, direct ties to local communities. About 25 percent of all
businesses do not reopen after a 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.
For example, consider the University of Louisiana’s 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:
TISP’s “Regional Disaster Resilience: A Guide for Developing an Action Plan”
http://tisp.org/tisp/file/rdr_guide%5B1%5D.pdf
DHS’s Regional Partnerships: Enabling Critical Infrastructure Resilience. March 2011.
http://tinyurl.com/7npzw9f
24
The Southeast Wisconsin Homeland Security Partnership’s program fosters collaboration between
the private and public sectors to enhance homeland security. http://www.swhsp.org/
The University of Oregon’s 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/
25
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.
There are many “assets” that should be considered in developing a business risk assessment. First and
foremost, is the disaster scenario that could cause significant injury to people. Other assets at risk could
include buildings, information technology, utility systems, machinery, raw materials and finished goods.
Additional Risk Assessment Resources can be found at: http://www.ready.gov/risk-assessment
Not only are big businesses focusing on emergency preparedness, small and medium sized businesses
are also getting on board and looking for new ways to use technology and other resources to build
effective emergency and disaster plans.
According to a May 16, 2012 article on Fox News – Fox Online Business Report, more than one-third of
SMBs (Small and Medium Businesses) are now taking advantage of mobile devices for business use,
according to a worldwide survey of more than 2,000 organizations with between five and 250
employees sponsored by Symantec, the IT security company.
Read more: http://smallbusiness.foxbusiness.com/legal-hr/2012/05/16/small-businesses-embracedisaster-preparedness/?intcmp=related#ixzz27ymZgcqG
26
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, 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 Agency’s (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 it’s 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
27
According to NFPA the following steps support the development of a business risk assessment:
Stakeholders Risk Assessment Focus
• 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
28
Workplace Violence
There are a variety of workplace hazards that can take place, including acts of 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 nonaffiliated 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
29
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
30
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 Chicago—which anchors many of the nation’s economic
banking, commerce, and industry entities—is 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
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:
31
For additional information and support go to:
http://www.cityofchicago.org/dam/city/depts/oemc/general/PDF/1_RCICP_BP_FINAL.pdf
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-IndianaWisconsin 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 resilience.
32
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 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.
33
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 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 building’s 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.
34
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/evacuation/eap.html
35
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 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.
37
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 the company’s 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 haven’t revised your old “fire drill”
procedures recently, it is a good time to review and update them. There are many reasons to
38
evacuate facilities in addition to fires, and also 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 organization’s 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 facility’s 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 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)
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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, faith-based
organizations or community groups
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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.HE Introduction 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
Emergency Management Preparedness Fundamentals
IS-912
Retail Security Awareness: Understanding the Hidden Hazards
IS-920
FEMA Performance Management Program
IS-921
Implementing Critical Infrastructure Protection Programs
IS-922
Applications of GIS for Emergency Management Engagement in FEMA’s 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
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/
42
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
 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).
43





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 private-sector 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
Purpose
Key Activities
Scope (County,
State, National)
American Red Cross of Greater
Chicago
Ready Rating
Ready When the Time Comes
School Business Preparedness benchmarks
Corporate Volunteers
Regional - Chicagoland
RILA
Retail Industry Leaders Association
Private/Private Networking and Benchmarking
National
FEMA SAVER-2
Situational Awareness Tool
BRPA
Business Resumption Planners
Association
CUSEC Central US Earthquake
Consortium
Earthquake preparedness planning
Regional Catastrophic Planning
Team (RCPT)
Membership, Regional Hub and
Private Sector Committees
Catastrophic Planning
16 Counties, Northern
IL, NW Indiana,
Southern WI
FEMA Public/Private
Partnerships
National Business Continuity issues
Badging, Saver 2, Information sharing
National
IEMA BEOC
Statewide Business Continuity
LCRCIP- Lake-Cook Regional
Critical Incident Partnership
Membership, committees, public
private collaboration
Great Lakes Hazard Coalition
Public/Private Collaboration
BOMA – Building Owners and
Managers Association
Primary source on building
management and operations
Chicago FIRST:
Chicago FIRST is a nonprofit
association of private-sector
critical infrastructure firms
Promote the resilience of its members and the
Chicago business community.
Illinois
Business Executives for
National Security (BENS):
A nationwide, nonpartisan
organization, is a channel through
which senior business executives
can help enhance the Nation's
security
Members use their business experience to help
government leaders implement solutions to the
most challenging national security problems.
National
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
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
Publish BOMA’s Experience Exchange Report
(EER), holds nationwide audio conferences,
seminars, and workshops on emergency
preparedness
National
National
8 states, Central US
Illinois
Northern Cook, Lake
Counties
Regional, affiliated with
FEMA Infrastructure
Protection
Local, National and
International
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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-16618-07/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
FEMA’s 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 and exercises, program improvement, and
testimonials.
http://www.ready.gov/business
46
Ready.gov Private Sector Emergency Response Plan Template
http://www.ready.gov/sites/default/files/documents/files/EmergencyResponsePlan.pdf
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 Agency’s 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-catalog-May-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 preexisting partnerships. It also includes a description of case studies involving different public/private
partnerships throughout the United States.
http://tinyurl.com/7td7xtc
47
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)
48