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Public private co-operation, working with authorities to safeguard your organisation 28 February 2008 Rian van Schalkwyk Manager, CDEM Group Office Wellington.

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Presentation on theme: "Public private co-operation, working with authorities to safeguard your organisation 28 February 2008 Rian van Schalkwyk Manager, CDEM Group Office Wellington."— Presentation transcript:

1 Public private co-operation, working with authorities to safeguard your organisation 28 February 2008 Rian van Schalkwyk Manager, CDEM Group Office Wellington Region CDEM Group David Thompson Director Continuity Services Ltd

2 Agenda Understanding practices and procedures in disaster management and recovery –CDEM view –BC view Initiatives for cooperation Communicating your BCP to relevant authorities Integrating feedback into your BCP&M

3 CDEM in New Zealand - 1 Three approaches: –Comprehensive (the 4Rs) –Integrated (all working together better) –All hazards (natural and man-made)

4 CDEM in New Zealand - 2 Management of disasters: Management of disasters: –Management tools (facilities, systems and staff) –Assessment of damage and needs –urban search and rescue, treatment and movement of the injured, welfare, health, sanitation, restoration of lifelines –Co-ordination –Information management

5 Example: Wellington Earthquake

6 Normal Day in Wellington More than 30,000 inner-city residents Approximately 60,000 commuters More than 200,000 people in the city More than 700 multi-level buildings Vulnerable infrastructure

7 Business statistics 42,401 businesses in the Region –21,125 in Wellington City –8,209 in Hutt City 225,350 employees in the Region –132,720 in Wellington City –43,230 in Hutt City

8 Consequences - 1 Collapsed buildings – trapped people, damage to workplaces and homes Many people injured/dead Road access blocked by landslides, damaged bridges, roads, etc. – isolation Services severely damaged/destroyed e.g. water, sewage, telecommunications, gas, electricity, fuel, etc.

9 Consequences - 2 Lots of debris, glass, dust, refuse ….. Fires following earthquake Scarce resources – human, material, etc. Limited or no food, potable water, etc. Widespread panic and chaos – possible disorder You may be alone – no help come rushing over the hills

10 Damage and restoration – Kobe Earthquake 1995 Electricity: 7 days to restore 80% Phones: 25% out – 15 days to restore 80% Water: 91 days to restore bulk lines Gas: 80% failure – 85 days to restore Refuse services – 35 days to restore 80% Sewage inoperable – 135 days to restore Railway and buses: 5 – 8 months (major routes) Roads and bridges: 12 – 18 months (major routes)

11 Understanding practices and procedures in disaster management and recovery Organisations must be prepared Minimum 3 days standalone period The weakest link Standards and good practice guides Must build relationships NOW

12 BCI –Coordination with External Agencies Identify and establish liaison procedures for Emergency Management Co-ordinate Emergency Management with External Agencies Maintain current knowledge of laws and regulations concerning Emergency Management as it pertains to the own organisation

13 Developing relationships Who? –Suppliers –Stakeholders –Industry sector –Emergency Management Services –Local Council

14 Developing relationships How? –Informal –Formal (MoU’s, etc)

15 Initiatives for co-operation Awareness of hazards and risks –Public/business education initiatives Preparedness –planning (BCPs, assessments, etc.) –participation in training and exercises –working closely with emergency management agencies –pre-event response agreements

16 Communicating your BCP to relevant authorities Discussion in sector groups Seeking advice/support from CDEM agencies and BCP professionals Participating in major exercises to rehearse your BCP Let them know what you can do

17 Exercises Scenario Injects Observe Joint exercises

18 ‘Expert’ observers at your exercises providing feedback –review and update BCPs from feedback –Training Debrief Integrating feedback into your BCP

19 Summary Different but complementary processes Preparedness an absolute must Relationships will improve an organisation’s resilience Utilise the skills others have to assist in building resilience

20 Thank You! David Thompson Continuity Services Ltd Ph: For more information:


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