Military - Business Cooperation to Reduce Disaster Losses Oliver Davidson Center for Disaster Management and Humanitarian Assistance (CDMHA) INTERHANDS April 30, 2002

OBJECTIVE Discuss the need for the military to include companies and industry in disaster & humanitarian plans

BUSINESS & INDUSTRY Small and Large Companies Business & Trade Associations e.g. Chambers of Commerce and Industry Professional Organizations e.g. Engineers, Insurance agents Labor Unions & Cooperatives

CHAMBERS OF COMMERCE MEMBERS USA - 3 Million Companies - 3,000 State & Local Chambers Latin America - 87 American Chambers - 77 Countries - 18,000 Member Companies

BUSINESS & INDUSTRY Electricity, Telecom Transportation Food, Fuel Supplies Medical/Health Building Materials

COMMON THREATS Natural Events Manmade Activities –Industrial accidents, terrorism Governmental Actions Government Inaction Untested Assumptions

HAZARD INFORMATION Government Information –Accurate and realistic? Industry Information –Plant or locality Military Information –Current threats & vulnerabilities

VULNERABILITY Many unplanned possibilities Economic impact NOT calculated General plan NOT focused Untested assumptions “OLD BOYS NETWORK” A Fatal Flaw = Lost Capacity

PLANNING PRIORITIES Evaluate All Hazards Mitigate to Reduce Losses Identify Critical Facilities Engage Major Players Identify All Resources Develop an Integrated Plan

WHO HAS RESOURCES? Civilian Government Military Organizations Business & Industry Community Groups

PLANNING OBJECTIVES Public and Private Facilities –Law and Order Necessary –Protect Employees & Jobs –Communities & Customers –Infrastructure Open –Economy Restored

BUSINESS PLANNING Business Continuity and Recovery Planning (Protects the Economy) Company Plan Coordinated with Government and Community Plans Supplier Plans and Readiness Employees and Family Disaster Plans

EMPLOYEE FOCUS Employee Protection and Readiness, with Government Information Employees Lead Community Preparedness Activities – *Self sufficient families will reduce company/government relief costs – *Well prepared employees will be ready to return to work faster – *Reduced down time will pay for the preparedness programs

BUSINESS BENEFITS Community service, an opportunity to promote name/product Quick recovery strengthens “market” for company goods/services Critical Employees are ready to return to work, families are safe A Corporate “buddy system” for critical workers’ families

BUSINESS & INDUSTRY LESSONS No One Sector, Private, Gov’t Or NGO can be prepared enough for “The BIG ONE” Inaccurate view of government capabilities and disaster plans Critical Services can fail - Impact business, civil government & military –telephone, electricity, water –roads & bridges damaged/destroyed

CORPORATE LESSONS Internal procedures and plans inadequate Planned and tested for industrial accidents, Not disasters Companies with “daily” threats generally better prepared –e.g. oil, airlines, shipping, etc.

NEED TO REFOCUS DISASTER PRIORITIES Protect Economic Activity –Loss Reduction Measures –Employment for Economic Recovery Protect Critical Facilities –Terrorism & Unusual Threats –Natural & Manmade Events

A PUBLIC - PRIVATE PROCESS Identify Leadership –Civil, Military, Business & CBO Measure Impact of an Event –Mitigate First to Reduce Risk –Specific, Detailed Plans –Organize Technical Resources –Mutual Assistance Agreements

PARTNERSHIP CAUTIONS Government= Process DIFFERENT STYLES Business=Products

ATTITUDES MISCONCEPTIONS Government= Inefficiency Companies= Profit Post “ENRON” Attitudes

PARTNERSHIP CAUTIONS Donations vs. Partnerships – Build the Activity Together – Include Corporate Specialists – Focused Objectives for Success

PARTNERSHIP LESSONS Public & Private Leadership Build Mutual Trust Establish Shared Objectives Demonstrate Commitment Cash & In-Kind Resources

MILITARY CAPABILITIES Leadership and Discipline Business-like Style Civil and Military Technical Skills (Reservists) Understand Planning Train For and Test Plans

PRACTICAL SOLUTIONS Public – Private Plans –Write Specifications –Identify Financing –Use Regional Expertise –Mutual Assistance Agreements –Training/Exercises (FAHUM)

PRACTICAL SOLUTIONS Dual Use Business Capabilities –Water From Bottling Plants –Technology for Planning –Containers from Plastic Plants –CPR/First Aid Trained Employees

A NATIONAL PLAN Mobilize all resources into an Integrated Plan to reduce the impact of any event on the human, economic, physical, social structures and the environment (Bill Gowen, World Bank Consultant, St. Lucia, 2002)

A NATIONAL RESPONSE & RECOVERY PLAN St. Lucia National Priorities –Save Lives & Protect Property –Critical Facilities for Economy –Take Mitigation Measures –Plane for Services to be Restored –Test the Plan and Resources

REGIONAL PLANNING Mutual Assistance Agreements for Regional Resources CEPREDENAC – Planning CEDERA – Emergency Planning PAHO – Health/Mass Casualties OAS – Hazard Information COCATRAM – Ports/Maritime COCESNA – Air Transport CHAMBERS – Commerce/Industry

INTERNATIONAL ASSISTANCE A Resource or a Threat? –Planned OR Spontaneous –Promised vs. Delivered –Need Based OR Supply Driven –Timed To Be Useful –Short & Long Term Impact

INTERNATIONAL ASSISTANCE PLAN Criteria For Assistance –Need Based Assessment –Media Interest, Impressions –Confidence in Distribution –Diplomatic, Political, Personal –Cost & Budget Considerations

SUCCESSFUL PARTNERSHIPS SUCCESSFUL PARTNERSHIPS Public-Private Leadership Focus On Objectives Build Mutual Trust Need Commitment & Passion Requires Some Resources

COMMON OBJECTIVES Gov’t & Military –Tax Revenue –Citizens –Taxpayers –Infrastructure –Food, Fuel, etc. –Transport, etc. Private Sector –Profits –Customers –Employees –Roads/Ports –Sell Products –Sell Services

CIVIL – MILITARY PLANNING Military & Gov’t –Key Facilities –Law & Order –Hazard Info –Technical Skills –Citizens –Positive Image Private Interest –Key Facilities –Stability –Hazard Info –Technical Skills –Customers –Positive Image

A NATIONAL PRIVATE- PUBLIC PLAN TO MOBILIZE ALL RESOURCES TO REDUCE LOSSES NEEDS YOUR LEADERSHIP