1. PRIVATE SECTOR PREPAREDNESS Timothy R Gablehouse President 800-818-0050 tgablehouse@gcgllc.com

2. PERSPECTIVE  IN MOST COMMUNITIES A “ROUTINE” ACCIDENT IS THE GREATEST RISK  RESPONDERS, PUBLIC & WORKERS STILL ROUTINELY HURT  RELIANCE ON STANDARDS, LISTS & THRESHOLDS TO DEFINE RISK  PUBLIC DOES NOT HAVE A SENSE OF RESPONSIBILITY

3. EXPECTATIONS  KNOWING THE PHONE NUMBER FOR “911” IS NOT A PREPAREDNESS PLAN

4. WHAT IS CEPP ?  COLORADO NOT-FOR-PROFIT CORPORATION  IRS APPROVED 501(c)(3) ENTITY  FOUNDED BY SEVERAL BUSINESSES AND FOUNDATIONS  ALL HAZARDS FOCUS  NOT FOCUSED ON TERRORISM OR THE DHS MISSION OF INFRASTRUCTURE PROTECTION  THAT WOULD BE TOO NARROW

5. WHY NOT A DHS FOCUS?  TOO OPAQUE & TOO EASY FOR COMPANIES TO CONCLUDE THEY AREN’T INVOLVED “Infrastructure resilience is the ability to reduce the magnitude and/or duration of disruptive events. The effectiveness of a resilient infrastructure or enterprise depends upon its ability to anticipate, absorb, adapt to, and/or rapidly recover from a potentially disruptive event. “  CEPP IS A MEMBER OF THE REGIONAL CONSORTIUM OF COORDINATING COUNCILS CREATED BY DHS  What is the point?

6. WHY DHS IS WRONG FEMA GUIDANCE – CPG 101 “ When threatened by … emergencies or disasters, people expect elected or appointed leaders to take immediate action... They expect the government to marshal its resources… and solicit assistance from outside the jurisdiction if necessary. The elected leaders in each jurisdiction are legally responsible for ensuring that … actions are taken to protect people...”

7. EMERGENCY INCIDENTS PRESENT A CONTINUUM OF NEEDS - GOVERNMENT CANNOT DO ALL OF THIS PLANNING & PREPARING 7 EFFECTIVE AND SAFE RESPONSE PREVENTION AND MITIGATION RECOVERY

8. WHAT’S WRONG - STATE & LOCAL  CURRENT PROGRAMS UNDERMINE PREPAREDNESS AS MUCH AS SUPPORT IT  MEMBERS OF THE PUBLIC & BUSINESSES EXCLUDED  NO ROLE IN OFFICIAL PLANS  A FALSE SENSE OF SECURITY BECAUSE RISKS ARE MINIMIZED  UNREASONABLE EXPECTATIONS OF WHAT GOVERNMENT CAN DO BECAUSE CAPABILITIES AREN’T REALISTICALLY DESCRIBED  PREPAREDNESS GUIDANCE IN “OFFICIAL” SOURCES IS GENERIC AND ABSTRACT

9. SOLUTIONS – KEY ELEMENTS  GOVERNMENT CANNOT MANDATE PREPAREDNESS  PROVE THE “BUSINESS CASE” FOR PREPAREDNESS  RISKS & CAPABILITIES NEED TO BE UNDERSTOOD LOCALLY  PLANNING NEEDS TO BE A COMMUNITY PROCESS

10. COMMUNICATE A PRAGMATIC VIEW OF COMMUNITY PREPAREDNESS 10  ORDINARY SKILLS CAN BE APPLIED TO EXTRAORDINARY SITUATIONS  YOU DON’T NEED EXPENSIVE STUFF  YOU DON’T NEED HOURS AND HOURS OF TRAINING  YOU NEED PLANNING AND FORESIGHT  THINK OUT SCENARIOS IN ADVANCE  WORST CASE AND OTHERS

11. EXPECTATIONS OF PARTNERSHIPS  PUBLIC-PRIVATE PARTNERSHIPS ARE ONLY A TOOL  SO, WHAT IS IT WE ARE TRYING TO ACCOMPLISH WITH THIS TOOL?  “VISION OF SUCCESS”

12. “VISION” What Does Success Look Like? - COMMUNITY SPECIFIC - ASPIRATIONAL GOAL THAT SHOULD SET THE LONG-TERM OBJECTIVES FOR THE WORK DONE BY THE PARTNERSHIP - SHOULD DRIVE THE COMMUNITY’S STRATEGIC PLANS TO FILL CAPABILITY GAPS ENGAGED COMMUNITY WITH A BROAD SAFETY AND PREPAREDNESS CULTURE

13. WHAT IS A “PREPAREDNESS AND SAFETY CULTURE”? A culture is: -shared values and beliefs -that are honored by the community’s political structures and social control systems -and produce behavioral norms that prevent accidents and create an expectation of higher levels of preparedness

14. MAINTAIN ENGAGEMENT BY ACTIVITIES THAT PRODUCE MEASURABLE OUTCOMES  Do “activities” that produce “outcomes” with measures that show progress to the VISION  Example  Commodity flow studies are common activities  What outcome do you expect it to produce?  Is that outcome meaningful?  Measure that outcome  Adjust

15. THE BUSINESS CASE  GOVERNMENT CANNOT PROTECT US FROM EVERYTHING  KNOWING THE PHONE NUMBER FOR “911” IS NOT AN EMERGENCY PLAN  COMPANIES NEED TO IMPROVE “RISK QUALITY” TO ATTRACT INVESTMENT  “RISK QUALITY” IS A CLEAR INDICATOR OF MANAGEMENT SOPHISTICATION  IF YOU WANT YOUR BUSINESS TO SURVIVE AND THRIVE INVEST SOME TIME AND JOIN THE PARTNERSHIP

16. BUSINESS CASE: ADDITIONAL BENEFITS  WE ANTICIPATE ADDITIONAL BENEFITS, SUCH AS:  AVOIDANCE OR MITIGATION OF DIRECT HARM  MITIGATION OF LIABILITY RESULTING FROM INCIDENTS  ENHANCED INVESTOR/LENDER COMFORT THAT YOU WILL BE AROUND IN THE LONG-TERM

17. BUSINESS CASE: HOW DOES THIS WORK ?  PREPAREDNESS IS PART OF THE COMMERCIAL SETTING  CONTRACT TERMS WITH SUPPLIERS  LEASE LANGUAGE  DHS/FEMA PS-PREP  NFPA 1600 IS THE “FLOOR”  OTHER “STANDARDS” CAN BE APPLIED

18. WHAT IS CEPP GOING TO DO ?  EDUCATION OF THE BUSINESS COMMUNITY  MAKE THE BUSINESS CASE  WORK WITH EMERGENCY MANAGERS/PLANNERS IN CREATING EXPECTATIONS FOR THE COMMUNITY  WORK WITH COMMUNITIES TO UNDERSTAND RISKS AND TO PLAN IN PARTNERSHIP WITH PRIVATE SECTOR

19. THIS IS NOT “TOO HARD”  MOST OF WHAT CEPP IS DOING IS BASED ON EXISTING INTERNATIONAL PROGRAMS  APELL – THE “EPCRA” PROGRAM FOR THE REST OF THE WORLD  OECD – SAFETY PERFORMANCE INDICATORS

20. UNEP APELL Programme APELL stand for Awareness and Preparedness for Emergencies at Local Level Launched by UNEP in 1986 in the aftermath of accidents like Bhopal, India As a Programme, APELL depends on a higher level framework of: – national emergency strategy and administration; – ‘right to know’ legislation and transparency; – culture and practice of community involvement; – interagency cooperation

21. How APELL Works APELL is a coordinated planning process that is adapted by the community to its needs. -improve community awareness -improve preparedness for technological accidents and natural hazard incidents -it is useful in any situation requiring joint planning by multiple stakeholders APELL is practical, flexible and adaptable for each community’s goals and vision of success.

22. Involve the Entire Community

23. APELL Handbook & Sector Guidance Technological accidents (chemical industry) TransAPELL APELL for Port Areas APELL for Mining Tourism Destinations Multi-hazards APELL Manual 2nd Edition - 2015

24. MORE INFORMATION  www.thecepp.org www.thecepp.org Timothy R Gablehouse 800-818-0050 tgablehouse@gcgllc.com