Military - Business Cooperation to Reduce Disaster Losses

1. Military - Business Cooperation to Reduce Disaster Losses Oliver Davidson Center for Disaster Management and Humanitarian Assistance (CDMHA) INTERHANDS June 17, 2003

2. OBJECTIVE Discuss how the military can include companies and industry in disaster & humanitarian activities

3. 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

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

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

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

7. COMMON NEEDS • HAZARD INFORMATION • Accurate and realistic? • Industrial Plant Information • Military “threat” Information

8. COMMON VULNERABILITY • General plan NOT focused • Economic impact NOT calculated • Untested assumptions “OLD BOYS NETWORK”

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

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

11. PLANNING OBJECTIVES • Law and Order • Save Lives/Medical, Water, etc. • Economy Protected/Restored • Infrastructure Strengthened • Employee/Family Protection • Communities Protected/Ready

12. BUSINESS PLANNING • Business Continuity and Recovery • Employees and Family Disaster Plans • Company Plan Coordinated with Government and Community Plans • Supplier Plans and Readiness • Tennant Plans, Employees

13. EMPLOYEE FOCUS • Employee Protection and Readiness, with Government Information • Employees Lead Community Preparedness Activities • REDUCE RELIEF COSTS • RETURN TO WORK FASTER • SAVINGS PAY FOR PREPAREDNESS

14. BUSINESS BENEFITS • COMMUNITY SERVICE • PROMOTE NAME & BRAND • STRENTHENS YOUR MARKET • EMPLOYEE MORALE • TAX & FINANCIAL BENEFITS

15. BUSINESS & INDUSTRY LESSONS • NO SECTOR CAN BE INDEPENDENT • INACURATE VIEW OF GOVERNMENT CAPABILITY • CRITICAL SERVICES WILL FAIL, MAJOR BUSINESS IMPACT • TELEPHONE, ELECTRIC, WATER • ROADS, AIRPORTS, BRIDGES, ETC.

16. CORPORATE LESSONS • INADEQUATE PLANS, PROCEDURES • PLANNED FOR INDUSTRIAL ACCIDENTS, NOT DISASTERS • COMPANIES WITH DAILY THREATS BETTER PREPARED • e.g. CHEMICAL, OIL, TRANSPORT

17. REFOCUS PUBLIC & PRIVATE PRIORITIES • PROTECT ECONOMIC CAPABILITY • PUBLIC-PRIVATE PLANS • TAKE LOSS REDUCTION ACTION • PROTECT PRODUCTION, EMPLOYEES • PROTECT CRITICAL FACILITIES • TERRORISM & UNUSUAL EVENTS • NATURAL AND MANMADE EVENTS

18. A PUBLIC - PRIVATE PROCESS • IDENTIFY LEADERSHIP • CIVIL, MILITARY, BUSINESS, NGO MEASURE THE IMPACT OF AN EVENT MITIGATE TO REDUCE VULBERABILITY DEVELOP SPECIFIC PLANS ORGANIZE TECHNICAL RESOURCES MUTUAL ASSISTANCE AGREEMENTS

19. PARTNERSHIP CAUTIONS Government = Process DIFFERENT STYLES Business = Products

20. ATTITUDES MISCONCEPTIONS GOVERNMENT = INEFFICIENCY COMPANIES = PROFIT POST “ENRON” ATTITUDES

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

22. BUILDING PARTNERSHIPS • DONATIONS VS PARTNERSHIPS • BUILD ACTIVITIES TOGETHER • CORPORATE SPECIALISTS • FOCUSED OBJECTIVES

23. DISASTER RESOURCE NETWORK MISSION The mission of the DRN is to leverage the resources of the international business community to mitigate human suffering associated with disasters: • Temporary loan of staff • Emergency availability of goods • Emergency availability of services

24. Corporations, Humanitarian Organizations and Academia Engineers Without Borders Global Village Engineers

25. WHY MEMBER COMPANIES PARTICIPATE • Employees • Social contribution • Learning experience • Pride in their company • Line management • Employee development • Employee retention • Business development • Building relationships • Commercial opportunities

26. MILITARY CAPABILITIES • LEADERSHIP AND DISCIPLINE • BUSINESS LIKE STYLE • CIVIL AND MILITARY TECHNICAL SKILLS (RESERVISTS) • UNDERSTAND PLANNING • TRAIN FOR AND TEST PLANS

27. PRACTICAL SOLUTIONS • PUBLIC – PRIVATE COOPERATION • WRITE SPECIFICATIONS • IDENTIFY FINANCING • USE LOCAL- REGIONAL EXPERTS • FORM MUTUAL ASSISTANCE • TRAINING & EXERCISES (FAHUM)

28. REGIONAL PLANNING • MUTUAL ASSISTANCE RESOURCS CEPREDENAC–PLANNING,MITIGATION CDERA – EMERGENCY PLANNING PAHO – HEALTH/MASS CASUALTIES OAS – HAZARD INFORMATION COCATRAM – PORTS/MARITIME COCESNA – AIR TRANSPORT CHAMBERS – COMMERCE & INDUSTRY

29. 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 CIVIL – MILITARY PLANNING

30. 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)

31. Military - Business CooperationTO REDUCE DISASTER LOSSES NEEDSYOUR LEADERSHIP

32. DISASTER RESOURCE NETWORK ROBERT BELLHOUSE http://www.weforum.org/site/homepublic.nsf/Content/Disaster+Resource+Network Robert.Bellhouse@WEForum.Org