public sector-private sector disaster preparedness summit

PUBLIC SECTOR-PRIVATE SECTOR DISASTER PREPAREDNESS SUMMIT Florida Division of Emergency Management Office of Private Sector Coordination

Summary Report April 30 – May 2, 2012 Daytona Beach, Florida

S TAT E O F FLO RI DA

DIVISION OF EMERGENCY MANAGEMENT RICK SCOTT Governor

BRYAN W. KOON Director

February 27, 2013

Dear Public-Private Sector Partners:

In April 2012 the inaugural Public-Private Sector Disaster Summit was held in Daytona Beach. The Summit was a success in part due to the exceptional collaboration between the Division, the Florida Emergency Preparedness Association (FEPA), state agencies, statewide associations and our private sector partners. Enclosed you will find the after action report from the 2012 Summit. One of my goals when I became Director of the Division was to increase the communication between the public and private sector and to build a true partnership. The partnerships that began last year have a great potential to create one of the largest public-private sector partnerships for emergency management in the country. Florida is a leader in many areas of emergency management and I am pleased to see this partnership become a model for other states to emulate. I am excited to announce Bryan Lowe as the new Private Sector Coordinator. Bryan has been with the Division for 13 years, most recently as the Regional Coordinator for North Florida. His experience with emergency management will provide a valuable resource as we continue to expand the Office of Private Sector Coordination. The 2012 Summit provided an opportunity for our private sector partners and those in local, state and federal emergency management agencies to openly engage in discussions in small breakout sessions and to hear from experts in the larger plenary sessions. Last year’s Summit was the direct result of suggestions from our partners to create an opportunity for stakeholders to come to the table to discuss those areas of concern prior to a disaster. The information gathered at last year’s event will play an instrumental role in how the Division moves forward on policies related to the private sector. Our team listened to the suggestions made during the summit and we believe we captured the majority of the information, ideas, and initiatives discussed. Please let us know if we missed something that was covered during the Summit and any suggestions you have on how to improve on the concept before the next Summit. The Division is currently planning the 2013 Summit and additional details on the date and location will be coming in the next few weeks. If you have any questions or concerns please contact Bryan Lowe, Private Sector Coordinator at 850-922-5423 or via email at [email protected]. I would like to thank you again for your participation in the first Florida Public-Private Sector Disaster Preparedness Summit, and look forward to working with you in 2013.

Kindest regards,

Bryan W. Koon Director, Division of Emergency Management

Ta b le o f C o n t e n ts

Overview ................................................................................................................................................................ 1 Opening Session .................................................................................................................................................. 3 Breakout Sessions ............................................................................................................................................... 4 The Tao of Community Organizations Active in Disasters ..................................................................................4 Supporting the Private Sector from the State Emergency Operations Center ................................................ 6 Winning in Long-Term Recovery................................................................................................................................. 9 Returning Your Business and Your Communities Economic Base to Normal: Business Continuity Planning ............................................................................................................................................................................. 12 Integrating the Private Sector into Public Sector Disaster Operations, Planning and Information Sharing ................................................................................................................................................................................ 14 Focus Groups...................................................................................................................................................... 16 How can we better facilitate private sector re-entry into disaster areas? ...................................................... 16 How do we integrate the private sector into mitigation and long-term recovery planning and activities? ........................................................................................................................................................................... 19 How do we create and ensure maximum utilization of private sector support and donations to volunteer organizations prior to and during a disaster? ..................................................................................... 22 How do we better sustain public-private partnerships in disaster preparedness through various administrative, policy and disaster drought cycles? ............................................................................................ 25 How do we continue to identify and integrate private sector resources into the public sector logistical and resource management plans? .............................................................................................................................. 28 Participant Feedback ...................................................................................................................................... 30 Participant List .................................................................................................................................................. 35

Overview

Florida Division of Emergency Management (FDEM) Office of Private Sector Coordination convened the Public Sector-Private Sector Disaster Preparedness Summit in Daytona Beach, Florida, beginning Monday, April 30 running through Wednesday, May 2, 2012. The inaugural event was designed to bring together public and private stakeholders in order to discuss current emergency management issues affecting businesses, nonprofits and government agencies and share across sectors each group’s concerns and needs before, during and after an event. The conference attracted more than 300 attendees including county emergency management directors, state officials, and private and nonprofit representatives. The conference was organized in a manner to garner participation from attendees and was structured into plenary and breakout sessions as well as focus groups. The first day of the conference opened with a general session welcoming guests followed by several presentations by invited representatives from Walmart, Kentucky Division of Emergency Management, Center for Business Excellence, Daytona Area Chamber of Commerce, FEMA Region IV and Home Depot. Each plenary session was followed by a brief question and answer session. Monday afternoon allowed participants to select from a number of breakout sessions, with topics including: The Tao of Community Organizations Active in Disasters; Supporting the Private Sector from the State Emergency Operations Center; Winning in Long-Term Recovery; Returning Your Business and Your Communities Economic Base to Normal Business Continuity Planning; and Integrating the Private Sector into Public Sector Disaster Operations, Planning and Information Sharing. Tuesday morning continued with the breakout sessions allowing pre-organized groups to alternate throughout the 5 breakout sessions followed by a lunch keynote address by Marshall Criser III, President, AT&T Florida, Puerto Rico & US-VI. AT&T also sponsored the luncheon. Tuesday afternoon was organized into focus groups in which prior registration was requested by participants. Focus groups were led by facilitators and were designed to create discussion amongst each group in an open forum. Topics included the following: • How can we better facilitate private sector re-entry into disaster areas? • How do we integrate the private sector into mitigation and long-term recovery planning and activities? • How do we create and ensure maximum utilization of private sector support and donations to volunteer organizations prior to and during a disaster? • How do we better sustain public-private partnerships in disaster preparedness through various administrative, policy and disaster drought cycles? • How do we continue to identify and integrate private sector resources into the public sector logistical and resource management plans? Wednesday’s closing session summarized the next steps for the Division and included an open microphone for attendees to voice questions and comments about the Summit. The conference ended 1

with a networking opportunity by attending emergency management officials representing their prospective regions allowing participants to network within each region. A final post-summit re-entry discussion took place in an open forum. Each session is summarized in the following report. Feedback from participants was requested in all sessions and also with regards to the overall Summit. A review of participant feedback collected at the event is presented later in this document.

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Opening Session

The opening general session began with a welcome from John Cherry, Private Sector Coordinator with Florida Division of Emergency Management. Mr. Cherry thanked everyone for attending the conference and discussed the agenda for the event as well as expectations. Remarks from Anne Miller, President of Florida Emergency Preparedness Association (FEPA), followed. Ms. Miller explained the role of FEPA and the benefits of membership. She encouraged those in attendance to learn more about FEPA and consider participation in the organization. Bryan W. Koon, Director of Florida Division of Emergency Management, talked about the importance of public-private partnerships in the emergency management arena. Director Koon said he was looking forward to a successful Summit and expressed his appreciation for the time and effort put forth to those in attendance. Bao Yang, Manager of Emergency Operations-GM for Wal-Mart Stores spoke to the group about information sharing between Wal-mart and the State of Florida Emergency Operations Center. Ms. Yang was followed by Michael Dossett, Private Sector Program Manager with the Kentucky Division of Emergency Management. Mr. Dossett gave a presentation on the creation and use of Kentucky’s Private Sector Virtual Business Emergency Operations Center. After a short break, Charlie Howell from the Center for Business Excellence and Kevin Killian from the Daytona Area Chamber of Commerce talked to the group about Volusia County’s Business Recovery Centers (www.volusiaboc.com). They were followed by Phil Strouse, Regional Stakeholder Liaison from FEMA Region IV. Mr. Strouse discussed FEMA’s private sector activities, including expos with industry and government representatives in one place. Chris Canoles, Senior Director-Loss Prevention for Home Depot, gave all those in attendance a detailed account of Home Depot’s response to the Joplin tornado. He talked about lessons learned throughout the experience including use of safe rooms and continuing business quickly in an affected area. His moving recollection of the disaster response and recovery during the Joplin incident captivated the audience. After Mr. Canoles’ presentation, the group dismissed for lunch and convened after to participate in the breakout sessions.

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Breakout Sessions

The Tao of Community Organizations Active in Disasters (COADs) Moderator/Speaker: Daniel Hahn, MA, CEM, FPEM, Plans Chief, Santa Rosa County Speaker: Greg Strader, Executive Director, Be Ready Alliance Coordinating for Emergencies (BRACE) After a brief overview of the agenda, Daniel Hahn opened the Tao of Community Organizations Active in Disasters (COADs) by explaining to the audience the title of the session. He stated that ‘Tao’ is the Chinese word for “way” and the word “community” can consist of neighborhoods, counties, cities and more. Communities are labeled as such by participants within a group, and COADs are designed to assist at the local level. Mr. Hahn expressed the importance of communities working together and reminded everyone that many resources necessary to create a COAD are often available in larger communities. Referring to the work of COADs, he said government cannot do it alone. There are replicable programs which can be recreated in other communities to make it easier to implement and get off the ground. Mr. Hahn mentioned some public private partnerships (PPP) created through COADs such as the business emergency response tool kit, preparedness expos and citizen corps. As another PPP example, Mr. Hahn said government agencies and other organizations can partner with local universities to provide citizen corps training. When Santa Rosa County started to put together Support Alliance for Emergency Readiness (SAFER), a COAD within the County, a business continuity work group was formed. The work group consisted of several members from chambers’ of commerce, emergency managers, small business development organizations and more. They all came together to develop ideas for both businesses and the community. Because certain participants are competitive in the business environment, different committees were formed within the working group in order to accommodate all those who wanted to contribute. SAFER created BERT, Business Emergency Response Toolkit, a bag filled with information which served as a preparedness instrument to distribute to all the businesses within the Santa Rosa community. Instead of having the County pay for the toolkits, SAFER sought sponsors to pay for the creation of the bags, and in return they were able to put their logo on the bag along with information related to emergency preparedness inside. By partnering with the business community, SAFER’s BERT bags only cost the local government agency $1400, a considerable savings on the total cost.

By partnering with the business community, SAFER’s BERT bags only cost the local government agency $1400, a considerable savings on the total cost.

Another COAD in Florida is BRACE, Be Ready Alliance Coordinating for Emergencies, run by Mr. Strader. BRACE was created in Escambia County after Hurricane Ivan. After the storm, 214 families were still located in FEMA trailers, and FEMA benefits were coming to an end. In response, a public private partnership was formed and as a result, $1.3M was provided in extended assistance for temporary housing for those who still needed to restore properties and 88 mobile homes were donated. The funding was provided by United Way, FEMA, Neighborhood Enterprise Foundation and Florida Disaster Recovery Fund. 4

Mr. Strader says BRACE takes lessons learned through all governmental levels and combines it to create the program of work. BRACE believes in four foundational C’s: communication, cooperation, collaboration and coordination. In the beginning, 160 private sector partners along with government sector players were given equal weight within the organization and set a total of 15 priorities. BRACE’s newest priority is youth emergency preparedness set by the belief that it’s important to start with youth to have lasting education with regards to preparedness. BRACE now hosts a youth expo and is looking to grow the event in years to come. In 2006, BRACE put on an expo that drew over 4,000 people, and at the expo 1137 families registered for My Safe Florida Home mitigation program. He reiterated FEMA data that every $1 spent on mitigation can save up to $4 in future response and recovery. According to the Florida Windstorm Mitigation Stay Committee, for every $1 constructing stronger buildings, over $16 can be saved over the lifetime of structure. There is also a $124 average savings on windstorm insurance policies for those who complete an evaluation and turn in the appropriate paperwork. BRACE serves as the ESF 15 lead for the EOC in Escambia County and provides access to the Florida donations portal provided by Volunteer Florida. Mr. Strader mentioned Escambia County utilizes 61 faith-based organizations to provide feeding, sheltering and other services during a disaster, and he feels they are one of the most underutilized sectors. Santa Rosa County has a faith-based database which is used for organizations to list what resources they can offer. One of the group participants asked who in the county is responsible for the post-disaster direction for what the partners within the COAD are doing because he feels this is important information for the private sector to know. A government sector audience participant stated it is often the emergency management director or the county administrator, but it depends on the charter in the area. Mr. Hahn reminded the group that COADs are about working together and sharing information. If a business has a resource it can provide, it can contact the emergency manager or other person in charge and that person can either make a decision or pass the information along to the right contact. When asked what pre-arrangements have been made to take care of families of workers and first responders, Mr. Strader let the group know other organizations, such as the Red Cross and Early Learning Coalition, provide necessities to families and workers. The participant said it is important to have conversations prior to a disaster to let those who respond know their families will be taken care of and no civil suits can be filed for those who choose to house first responders. Mr. Hahn let the group know that COADs consist of volunteers, and they are not mandated to assist in any way. If they have personal issues to tend to during an event, that is most important. A question was asked if other counties are seeing their volunteer programs fall apart and stated it seems to be a problem in his community due to the economy. Nobody responded with any affirmation. Another participant asked if others are having issues putting together large exercises with public and private organizations because she is running into legal issues in doing so. A respondent stated their COAD doesn’t do exercises because it serves as more of a recovery function. Another said he puts on exercises with private organizations, but he suggests sticking to tabletops versus other types of exercises. Additional information, pictures and more can be found on the attached corresponding PowerPoint presentation.

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Supporting the Private Sector from the State Emergency Operations Center Moderator/Speaker: Mickie Valente, President, Valente Strategic Advisers, LLC Speakers: Larry McIntyre, Emergency Coordinating Officer, Department of Economic Opportunity Sandy Meyer, Chief of Operations, FDEM Amy Godsey, State Meteorologist, FDEM

Mickie Valente started the session with a brief description of the breakout agenda and speaker introductions. She stressed the importance of sharing information and having participant input during the session.

Sandy Meyer brought the session to a start by introducing the function of the State Watch Office (SWO) and sharing pictures with the group. He stated the SWO is the conduit which moves information to the appropriate parties for further dissemination. By serving as the primary collection point 24/7, the SWO is able to ensure accurate transmission of information to other agencies and recipients. Mr. Meyer said all the communications in the SWO stay current and help provide situational awareness. The State has redundant communications systems such as radio communications and the National Warning System (NAWAS), all which together are designed for possible outages. Mr. Meyer mentioned EMnet as one of the State’s systems and said it offers a voice component and is largely Internet based as well as EM Constellation, which is used as a resource request tool. In addition to those mentioned, there is a hot ring down system in place from the SWO to all the nuclear power plants in Florida. The SWO maintains a communications network with all incidents across the state. With severe weather related to a large portion of SWO actions, Mr. Meyer said the SWO maintains information through the National Weather Service. He stated the SWO acted for approximately 7800 incidents in 2010 and 2011. Primary products being issued include situation reports, flash reports and awareness reports. The primary tool used is the Incident Tracker, which was developed in-house, along with GATOR, GeoSpatial Assessment Tool for Operations and Response. Mr. Meyer understands GATOR will soon have a private sector layer. The Division of Emergency Management (DEM) has seven (7) regional coordinators who each live in the area in which they serve. Mr. Meyer stated the regional coordinators serve as the “eyes and ears” for the director in areas where DEM is trying to provide assistance, allowing for faster response time. In blue skies, regional coordinators assist with the comprehensive emergency management plan (CEMP), serve as the contact to the emergency management agencies, provide training and participate in exercises in their respective areas. Additionally, if an EOC has a break in communications, the regional coordinators are equipped with trailers for short-term communications. Amy Godsey gave an overview of the meteorologist team within the Division. She said Florida is currently the only state with a dedicated team of meteorologists who serve full time within emergency management. Ms. Godsey’s team serves as the link between the meteorological and emergency management communities and are relied upon when disasters occur in order for others to make informed decisions. Ms. Godsey stated her section works with academic and private weather organizations as well as the National Weather Service. They all try to work together to consolidate and simplify the weather. Daily weather reports put out by her office are driven by risk analysis (i.e.-where lightning will strike that day). In addition to weather reports, DEM’s meteorologists participate in planning meetings, conference calls, press conferences and outreach to the community. Much of the responsibility within the section is geared toward public outreach and helping citizens get prepared for severe weather. They 6

attend expos and conferences, provide public service announcements and videos, offer printed communications, and more. One program, Kids Get a Plan, is a child-focused preparedness effort offering books and interactive games, all with FCAT standards. Ms. Godsey mentioned the program is currently looking for sponsors. DEM’s three (3) meteorologists provide many resources on a regular basis, even when severe weather is not imminent. Every day, situational reports are issued offering information on the weather threats for the day, and the next day’s weather is always available at www.FloridaDisaster.org. A detailed five-day outlook is issued twice a week with pictures and sent to more than 3,000 recipients, including newspapers. An Executive Travel Outlook is issued to state executives with weather information for 13 cities, and others when necessary. A special email group is supplied with bulleted important information along with pictures during severe weather and hurricane season. For training activities, Ms. Godsey stated they can provide weather support or weather scenarios for exercises. Ms. Valente spoke to the group about emergency support function (ESF) 18 and said the concept started in 2004. There was work previously being done to support businesses affected by disasters, but the work was being completed outside the EOC. The State wanted to bring the emergency management community together with businesses. Former Director Fugate was supportive of the initiative at the time, but without many disasters affecting the State, the plan was slow-moving. Now the State is moving forward again in building out ESF 18. Larry McIntyre informed the group the Department of Economic Opportunity was created as a merger of three (3) state organizations: The Office of Trade, Tourism and Economic Development, along with portions of Workforce Innovation and the Department of Community Affairs. The newly established department has three (3) business lines responsible for carrying out some type of emergency related program. They are: • Division of Community Development • Division of Strategic Business Development • Division of Workforce Services. The Division of Strategic Development is responsible for the statewide comprehensive economic development plan, and this will be the first of its type in Florida. Over the last few months, staff of the Department of Economic Opportunity has been visiting with various stakeholders throughout the State for input in the plan. It is expected to be released later in 2012. This division is also responsible for managing incentive dollars for business recruitment and expansion through Florida programs with other partners. The Office of Film and Entertainment, under the Division of Strategic Development, seeks opportunities for film locations within Florida. The Division of Community Development is working with rural and small businesses to find out how it can provide support at the local level. Some of the resources available through this division include grant monies as well as assistance for low-income areas in order to stimulate economic development in the area. The Division of Workforce Services offers training opportunities and job placement as well as unemployment assistance. Employment statistics throughout Florida are composed by the Division of Workforce Services. Mr. McIntyre noted services and compensation programs within the Department of Economic Opportunity available to businesses: • Community Development Block Grant: provides monies for infrastructure; • Post-disaster Redevelopment Planning: staff assists local communities with a plan; • Waterfront Florida Program: provides resources for revitalizing coastal properties; 7

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Disaster Bridge Loan Program: provides short-term financing for businesses after a disaster until conventional loans or other funding means are available; Disaster Unemployment Assistance: provides compensation for employees who are unemployed or can only work part-time due to a disaster National Emergency Grant Program: provides compensation to individuals who cannot return to work due to a disaster when they help rebuild their affected community.

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The Department of Economic Opportunity serves as the lead organization within ESF 18. Partners include state organizations, industry associations, and affiliate local organizations. The Department of Economic Opportunity is working with all the organizations involved to encourage participation of businesses at the local ESF 18 level. Mr. McIntyre said his department is in the process of developing an operational manual for the ESF. They already have a framework and are modifying the annexes to the State plan now. He requested input from the participants. Mr. McIntyre envisions bringing businesses into statewide exercises and improving communications through PS Alerts, improved situational awareness and a virtual operations center. He stated the importance of wanting to have “boots on the Programs within the Department of Economic ground” with members of his team providing assistance on-location after an event. He also Opportunity Available to Businesses wants his office to assist in improving the • Community Development Block Grant resilience of the business community by • Post-disaster Redevelopment Planning establishing redundancy and minimizing • Waterfront Florida Program impacts. • • •

Disaster Bridge Loan Program Disaster Unemployment Assistance National Emergency Grant Program

Due to the wide range of topics relating to ESF 18, one of the group participants asked if a summit for ESF 18 only would be possible. Mr. McIntyre stated the Department of Economic Opportunity is currently exploring the opportunity of regional forums to bring together businesses. He recognizes not all regions want to operate the same way and have region-specific desires for ESF 18 in their areas. Another participant asked if bridge loans have had any changes in procedure or operation, to which Mr. McIntyre replied no. He did state that the new department is looking at all the current rules and procedures to determine if there are more effective procedures. The participant suggested he consider enterprise zones when reviewing the existing procedures and Mr. McIntyre consented. A different participant said he would like to see ESF 18 take a priority with business continuity planning. He stated he feels it is the best weapon for businesses to survive a disaster. Another participant requested a redistribution of a business continuity planning CD previously developed to take businesses easily through the planning process developed by the Tampa Bay Regional Planning Council. One public-sector participant noted how important it is to get feedback from the private sector in order to understand what businesses need so resources can be provided. The final comment was one proposing getting businesses involved in local mitigation strategy. The participant suggested a program to help businesses that need assistance for mitigation projects, similar to those for homeowners. Additional information, pictures and more can be found on the attached corresponding PowerPoint presentation.

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Winning in Long-Term Recovery Moderator/Speaker: Emily Meyer, Community Assistance Consultant, FDEM

Emily Meyer, Community Assistance Consultant with the Florida Division of Emergency Management, opened the session by explaining to the group that long-term recovery can be a difficult task because it takes place at a time when communities are recovering from a disaster. She explained that during this time, however, many opportunities are presented to better the community, and communities can take advantage of the disaster and benefit the community in the long term. She asked the group to think about a disaster in terms of new opportunities for helping the community attract new customers, become more resilient, add amenities and encourage better facilities. Long-term recovery has a comprehensive nature and focuses on the complete redevelopment and revitalization of an impacted area. According to the National Disaster Recovery Framework, long-term recovery consists of rebuilding or relocating damaged or destroyed social, economic, natural and built environments, hopefully moving toward self-sufficiency, sustainability and reliance. In the first year of recovery, a strategy development meeting should take place to determine what the community is to look like in the future. Ms. Meyer said this is also the time when the most funding will come into the community. It is especially important to take advantage of the financial support during the emergency response phase of an incident. The next step, the assessment and cleanup phase, should take a look at what the capabilities and capital resources are on a community-wide scale and could take up to 6 months. The initial implementation in year one and two takes a look at the preconstruction needs before construction begins in years two and three. Further along the line in years three and four, construction on a larger scale is taking place and being completed. Ms. Meyer suggested this is the time to look at the outcomes of the process and determine the results from the investment given by private donors, charitable giving and other funding. In years four and five, there should be known results for the return on investment. Ms. Meyer said it is important to have a strategy in place to be able to achieve the phases of long-term recovery. With a strategy, redevelopment and revitalization of the impacted area will excel. A plan of action can also help businesses understand the expectations and allow them to see the goal in the future for their investment in the community. Ms. Meyer stated the way to be successful in the long-term recovery process is to build relationships and bring everyone to the table to pre-plan. Once you have completed the planning process you need to train everyone on the plan and conduct exercises to test it. Although most of the plan is not operational in nature, it is still important to exercise aspects of the plan such as an expedited permitting process, for example. In 2007, the State of Florida received a mitigation grant from FEMA to develop the concept of postdisaster redevelopment plans (PDRPs). Since 1985, Florida Statute required coastal communities to have PDRPs, but this has recently been changed. During 2004-2005 storms, there was a lot of longterm recovery occurring that didn’t happen effectively and efficiently and brought about the question of what kind of PDRP Florida communities should be doing. Ms. Meyer noted planning has to be driven from the local community because it is always changing. In 2007, through grant funding, Florida brought together stakeholders who assisted 14 communities in the development of PDRPs for their local area. The stakeholder group defines PDRP as planning that has to emphasize seizing opportunities for hazard mitigation and improvement. This means taking a look at opportunities in the comprehensive 9

plan and deciding what can be done to achieve them faster and take advantage of current funding while ensuring all sectors are working together to achieve the long-term goals. The roles and responsibilities for implementation need to be organized, especially since additional staff and operational procedures will be necessary. Planning topics covered in PDRP should take on a comprehensive approach and include individuals as well as the natural and built environment along with cultural resources. For example, economic drivers, such as Mardi Gras in New Orleans, need to be reintroduced to the community as an investment in the economic future. Decisions being made in the long-term strategy of a community need to be made at the local level. Some options Florida communities considered for their future long-term planning include the following: • Business Recovery Centers: Technical assistance and resources to help businesses get back up and running • Temporary Disaster Employment: Using employees across industries with different skill sets and matching them up with temporary jobs (e.g., language skills) • Information Sharing: Exchange of information between government and the private sector (e.g., Open for Business Program) and unified messaging (e.g., Florida Live Campaign) • Supporting Employees: Encourage employees to have emergency plans in place and provide resources (hot meals, showers, housing) for employees to be able to get back to work • Expediting Permitting Processes: Planned procedures for allowing permitting to happen rapidly (e.g., Lee County expedited permitting process) In order to implement the ideas and visions of the community more quickly, Ms. Meyer suggested having priority redevelopment areas or geographic areas of opportunity. Identify areas with existing plans and apply new opportunities for funding, allowing achievement of community redevelopment faster than if funding was not readily available. After a disaster, volunteers often arrive to assist in recovery efforts. Ms. Meyer suggests inviting these volunteers back months later to revisit the affected area and see the improvements made. As a result, the tourists may spend money with local businesses while visiting and that would be a reinvestment in the community. Consider what can be done in the community to attract new customers, new residents and capitalize on existing resources for the longterm. The group then shared ideas and practices in their own communities that can benefit others. One participant suggested having an information exchange amongst different industries for sharing best practices such as building codes which can be beneficial across the board. Another said economic development programs can be joined with post-disaster economic development education and expand efforts in the community and even the region. A group member voiced a concern that once the private sector becomes more engaged with disasters they will take away donations from traditional nonprofits. By spending more money internally and supporting employees volunteering in an affected area, this can decrease donations often marked for nonprofit organizations. Tom Linley from Volunteer Florida answered the concern by saying those who donate time have a tendency to donate money on a longer-term basis. One participant said his community has a long-term recovery committee consisting of businesses, local government and nonprofits which makes the planning process easier. Businesses are able to provide basic necessities such as food, beds, storage, etc., which can begin the process of bringing people back to normal status after an incident. A public-sector member said her involvement in PDRP efforts have 10

provided her with heightened awareness of the dynamics that surround communities such as increased hazard vulnerability, economic pressure and government regulatory control. She said the synergy within PDRP is allowing for healthy cross-sector dialogue and noted the Urban Land Institute (ULI) as a resource in the process. It is important to ask the private sector and the citizenry what they want to see come out of the PDRP and their community. ULI offers comprehensive studies focusing on a community’s vision and explains obstacles that may occur in the process along with the best way to spend funds from a limited tax base while achieving the long-term goals. Ms. Meyer then moved the discussion to long-term recovery visions of the Joplin area versus the Tuscaloosa area after tornado incidents. Tuscaloosa experienced an EF4 tornado destroying 4,700 homes and 500 businesses, and Joplin suffered an EF5 tornado which destroyed 8,000 homes and 300 businesses. The long-term recovery strategies in both communities were very different. Tuscaloosa’s long-term vision was to develop a comprehensive master plan with a vision of where the community wanted to be in the future. This was the first time for this type of planning in Tuscaloosa. As a result, there were several changes for businesses and a plan for taking advantage of early government funding in order to build a more resilient community. Joplin wanted to have the community back up and running as quickly as possible. Priority was given to rebuilding the area, and licensing and zoning was waived to assist in the process. Businesses were building without permits and the primary resource for funding was private sector sources. Neither approach is better. Each community needed to choose which route was best for them. Because Joplin is a smaller community, it felt the need to maintain the existing tax base immediately or it may have failed in the long term. Tuscaloosa’s priority was to build a stronger, better community using a resilience model. Each community chose their priorities and what was best for them. Ms. Meyer requested group feedback regarding the two communities’ choices for long-term planning. A group participant said it is important to stick to the long-term vision of the community and ensure plans are consistent. He said the planning vision should not change because of a disaster, but instead it needs to remain constant. Another noted that Greensburg, Kansas implemented a business incubation center for a green community after being hit with a tornado. The plan kept businesses and residents in the area and the town completely recovered. Ms. Meyer said this is an example of best practices where a community invested in the future of the citizenry and the private sector. This brought about the question from one participant about how to have the conversation of not rebuilding in certain areas. Ms. Meyer proposed being as open as possible about a plan to not rebuild in an area and stating reasons why, such as the area is not economically vital enough to flourish after a disaster. Also focus on areas in which the community plans to invest for the best economic health of the area. See the PowerPoint presentation for additional tools and resources.

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Returning Your Business and Your Communities Economic Base to Normal: Business Continuity Planning Moderator/Speaker: Tom Serio, Manager, Business Continuity/Disaster Recovery, Verizon Wireless Speakers: Cathy Hagan, Area Director, Florida Small Business Development Center Bob Myers, Area Director, Florida Small Business Development Center

This session focused on understanding the importance of continuity planning for small businesses, what continuity planning is, and how businesses can become partners with their local and county disaster preparedness initiatives.

Bob Myers, Area Director for Florida Small Business Development Center (SBDC) discussed Florida SBDC and how it can help small businesses and nonprofits. Due to the highly alarming numbers of businesses that do not survive  Evaluate risks and reflect on what has happened in the past and build on those after a disaster, he stressed the importance of assisting risks businesses to ensure revenue streams continue during an event and post disaster. Florida Small Business Development  Define critical business function and Center assists businesses in building continuity of know critical points of failure-conduct an operations (COOP) plans. According to Mr. Myers, the main impact analysis to alleviate the pain components of a small business continuity of operations plan  Communicate with supply chain and were identified as follows: ensure vendors have COOP plans in place to • Evaluate risks and reflect on what has happened in mitigate any sudden closure or disruption the past and build on those risks • Define critical business function and know critical  Have an emergency executive team (even points of failure-conduct an impact analysis to in a sole-proprietorship) alleviate the pain  Risk management-have insurance • Communicate with supply chain and ensure vendors situated, have pictures and serial numbers have COOP plans in place to mitigate any sudden of equipment, back-up information offsite, closure or disruption etc. • Have an emergency executive team (even in a sole Establish a 24-hour phone tree and proprietorship) password protected Webpage • Risk management-have insurance situated, have pictures and serial numbers of equipment, back-up  Establish communication for media, information offsite, etc. partners, etc., if necessary • Establish a 24-hour phone tree and password  Establish conference area off-site, protected Webpage someone’s den, virtual office, hotel room • Establish communication for media, partners, etc., if necessary  Revisit plan 1 to 2 times a year for revisions. • Establish conference area off-site, someone’s den, virtual office, hotel room • Revisit plan 1 to 2 times a year for revisions. Test the plan one to two times per year and be sure to write an after-action report about the findings and include it in the annual or bi-annual revisions. Developing a Small Business COOP Plan

Tom Serio, Manager, Business Continuity/Disaster Recovery for Verizon Wireless, spoke of the importance of businesses integrating into the emergency management community and challenged the attendees to introduce themselves to their local and county emergency managers. He and Cathy Hagan, Area Director for Florida SBDC, noted counties prepare a post-disaster redevelopment plan (PDRP) and participation in this plan will assist in engaging both the public and private sectors. Relationships are 12

built during the planning session and each entity can identify resources it can bring to the table to help the community. Ms. Hagan noted there are 9 certified business continuity professionals in the state who can assist with continuity planning. Florida Small Business Development Council also provides training and conducts exercises in which businesses can participate and offers Mobile Business Assistance Centers, RVs equipped to go on-site to a disaster-stricken area and help small businesses in the recovery efforts. Mr. Serio then discussed how educating employees within a business can actually assist the business in getting back up and running faster. He suggested identifying resources needed for recovery prior to an event and in the process begin to build relationships with vendors and emergency management agencies. Mr. Serio said businesses need to know the impact an event will have on the business operations, customers and employees. He noted having a plan to account for employees is key in recovery efforts and suggested getting all the information you can from employees prior to an event (i.e.personal email, home phone, cell phone, spouse’s phone, etc.). Mr. Serio discussed the Southeast Regional Coalition that was created amongst four counties in South Florida in order to troubleshoot issues and share information with regards Florida SBDC has a to all phases of emergency management. The coalition is seeking nonprofit status and is aimed at regional collaboration during incidents. Procurement and He suggested the group become part of the solution and understand what Technical Assistance is happening in the surrounding counties. By doing so, each entity can Center aimed at helping understand what the others need, and as a result can share resources and small businesses do set initiatives. business with

During the question and answer session at the end of the presentation, a government agencies participant noted the importance of engaging schools because if employees have children attending these schools, by closing early, they can seriously affect business. Another participant said it is important to encourage small businesses to become state vendors through MyFloridaMarketplace.com. He said it helps public-sector organizations purchase approved items during an incident from local vendors instead of having to bring in resources from another county, which could take more time. Ms. Hagan noted the Florida SBDC has a Procurement and Technical Assistance Center aimed at helping small businesses do business with government agencies. Additional feedback was mentioned with regards to involving nonprofits in the planning process as they can also provide resources, as well as local colleges and universities. Often local colleges and universities have emergency management programs in which students can assist in the development of plans. See the PowerPoint presentation for additional tools and resources.

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Integrating the Private Sector into Public Sector Disaster Operations, Planning and Information Sharing Moderator/Speaker: Betti Johnson, Principal Planner, Tampa Bay Regional Planning Council Speakers: Ian Hay, President, SouthEast Emergency Response Network (SEERN) Phil Strouse, Stakeholder Relations Liaison, FEMA Region IV Michael E. Dossett, Resource Mgmt/Private Sector Program Manager, Kentucky Division of Emergency Management

After speaker introductions, Betti Johnson, Principal Planner with the Tampa Bay Regional Planning Council, opened her remarks by discussing what the local emergency management community is doing to integrate with the private sector. The Tampa Bay Regional Planning Council has been working with the State on the Florida Business Disaster Survival Kit (www.FLDisasterKit.com) which targets small and medium sized businesses and provides an online tool for risk management. The components of the tool kit are: • Guidebook on disaster planning • Employee guides • Interactive template for building business continuity plan.

Ms. Johnson noted that working with county emergency management in response and recovery annexes provided successful outcomes through economic development organizations. The first focus has always been on business retention and resumption. By providing business outreach and training, COOP planning and networking so businesses receive emergency information, there is a better ability to keep businesses local. In some areas, there are now plans to establish business recovery centers and assistance centers after a disaster, which can help facilitate financial assistance, provide temporary business space and/or resources, and adopt strategies to keep businesses local. Another function of the business recovery center is to clarify and expedite permitting issues which is often a concern to private industry. Through post-disaster redevelopment planning work, it was realized that everything surrounds economic development. As an example, the private sector identified through planning that childcare and schools need to be operational as soon as possible and was a priority. This is important for employees with children to be able to go back to work. One community now makes childcare providers report facility and staff updates to 211 after an incident. There was a focus in the PDRP on major industries such as retail, healthcare, manufacturing, tourist resumption, and protection of agriculture. Ms. Johnson said an important factor for successful PDRP is ensuring involvement of the private sector and building partnerships so the investment made achieves economic objectives and a safer community. Ian Hay, President of SEERN (SouthEast Emergency Response Network), shared with the group information about the nonprofit information sharing agency developed from a pilot program after 9/11. Mr. Hay describes SEERN as a “real-time street level information sharing” agency which helps build a common operating picture. SEERN is the translator between government and the private sector, and shared information is protected by an NC4 platform which has never been breached. Michael Dossett, Resource management/Private Sector Program Manager for the Kentucky Division of Emergency Management, followed Mr. Hay with an example from his agency of when information sharing was necessary. After a disaster affected Kentucky, 34 counties were declared with 5 of those counties reporting catastrophic damage. Tornadoes wiped out 2 counties and took everything. Situational awareness was necessary between the EOC and the private and public partners. Since regular communications were not working, feedback was requested from troops on the ground. 14

Through their private sector contacts, the Kentucky EOC began to gather information, and through this experience, many lessons were learned for information sharing. As a result of lessons learned, the Kentucky Division of Emergency Management is part of a pilot project for a mutual aid system (MAS) which will build an overlay with mission-ready packaging. The project was made possible by funding from FEMA, NEMA and EMAC, and the template will be used for national framework. A beta version was available in May, and a more developed version will be presented in August at a conference in Chicago. One of the public-sector participants in the session stated that she wants to work with the private sector and is interested in understanding where the State of Florida is headed with business and industry so efforts are not recreated at the local level. She also asked about how to build situational awareness with so many different tools and stated she would like to build a business EOC and stated it is easy to put out the information to the private sector if the public sector first understands what exactly the business community needs. Director Koon responded by saying the State is not sure right now what the approach looks like, but Florida wants to be positioned appropriately with FEMA and the local level and be able to fill in the gaps where necessary, whether those gaps are up or down. Director Koon stated he wants to position the State to assist counties with the resources to have a framework and be able to plug in where appropriate. A standardized format will be established once the State decides on a direction. A lot of the direction will come out of the Summit conversation. With regards to small and medium sized businesses, Director Koon said Florida needs to get to a point where these organizations can pull information as they need it. Mr. Dossett explained that Kentucky Division of Emergency Management (DEM) first built the infrastructure in the EOC and then brought in all the ESF partners and asked them what information they collected and what they distribute. Kentucky DEM structured their information pipeline around what they could give back to the private sector by asking them what information they have right now. A participant reminded those who are developing information sharing pieces in the EOCs not to reinvent the wheel. She said there are resources already in place, and those involved don’t want to have to send information they are sharing to multiple places. A representative from the insurance industry shared how she tried to contact Florida emergency management agencies and volunteered to assist with certain resources during response phases of an incident. She never received a response from any agency she contacted. Mr. Strouse followed her comments with stating the insurance network can help and is worth utilizing and said it was key in assisting in response efforts in Alabama. Mr. Hay let the group know of new grant guidelines that will allow for the coordination of FEMA Blog, Being Prepared relationships where the private sector can be available with assets and Makes Good Sense, offers FEMA will pay for it. good information and provides links for small

Mr. Strouse provided flyers at the Summit for small businesses and mentioned the FEMA blog, Being Prepared Makes Good Business Sense, which offers good information and provides links for small businesses. He also noted FEMA deals with the National Federation of Independent Businesses at the state level in conjunction with state partners when a disaster occurs. businesses

Additional information can be found on the attached corresponding PowerPoint presentation.

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Focus Groups

Focus groups were provided to give participants an opportunity to have an open-focused discussion on areas of interest in the public-private sector disaster arena.

How can we better facilitate private sector re-entry into disaster areas? Mickie Valente began the session by acknowledging that re-entry is always a concern and topic of discussion in the emergency management community amongst public and private entities. She said the goal of the focus group is to find solutions for the State as well as the local level. Ms. Valente reminded the group that in a public private partnership, trust and relationship building are important factors and posed the question to the audience of what needs to be done to help all those involved in re-entry. It is not only about businesses re-entering after an incident, but also about the people involved in getting businesses back up and running, for example, damage assessment teams and those who need to fix parts of a building in order to get it back into working order. Chereen Gegenheimer, Business Liaison from Jefferson Parish Council in Louisiana, addressed the audience with a story of how her Parish addressed their re-entry plan. In 2004-2005, storms Cindy, Dennis and Ivan brought attention to a gap in the emergency management plan-it was void of business and industry. They realized they needed to include the private sector in order to maintain the economic backbone. After Katrina struck, the emergency management agency was able to mobilize quickly due to the fact they were already involving private sector assets. Within 48 hours, Jefferson Parish created a paper credentialing system, and within a week, Jumpstart Jefferson was created. Jumpstart Jefferson was an electronic system for credentialing, and trailers were put in place to manage the re-entry issues. Jefferson Parish recognized businesses affected needed to decide if they were going to reinvest in the area or relocate. Based on lessons learned, Ms. Gegenheimer noted one of the variables in that decision depended on how fast businesses could access their facilities. Jefferson Parish needed the businesses to reinvest and let the businesses know they would recommend their services to FEMA. The Parish would set up a system so businesses would know in advance how many people could re-enter and how they could get through to their sites. In order to form the system, Jefferson Parish released surveys to businesses and created taskforces based on the results. After months of consultation, a system was devised and a three-tiered post-disaster re-entry plan was in place. There is a response section above tier 1 and a general repopulation and all-business section after tier 3. Tier 1 allows re-entry for critical infrastructure partners, utilities, banking, etc. as soon as tropical force winds are gone and roads can have movement. Tier 2 re-entry includes big box stores, fuel stations, grocery stores, firearms and ammunition suppliers, chemical plants, and hazmat material businesses. Tier 3 is the rest of the employees of those facilities along with businesses that didn’t qualify in Tier 2, but hold critical operations before repopulation. Lastly, everyone who has a business and the general population are granted re-entry. The system also allows government to locate resources within a database and solidify them quickly. Ms. Gegenheimer said private sector re-entry is inherently local. For Jefferson Parish, re-entry and credentialing started locally with addressing business needs and governmental needs specific to Jefferson, but nearby agencies which can be greatly impacted have adopted some reiteration of the plan with their own tier definitions. Based on her Katrina experience, Ms. Gegenheimer stated that in a true disaster, assets will need to be pulled from across the nation and access points will become parking lots 16

unless some type of massive credentialing system is in place. If not, critical resources may be trapped in a buildup of people and businesses trying to re-enter. The system Jefferson Parish devised uses placards that are placed on dashboards so the re-entry checkpoint official is easily able to identify those with credentials. In order to obtain a placard, the company applies online for the appropriate tier and is given responsibility for those who are entering the affected area using their business credentials. If a business has multiple locations, there is a regional placard available. By 2007, Jefferson Parish had a memorandum of understanding (MOU) signed by 6 chief elected officials and 6 law enforcement officials in the region, all accepting the re-entry system. Ms. Gegenheimer noted that any re-entry plan needs to be developed in concert with private sector and government, or it will not be feasible. A private-sector audience member said a placard system may be difficult because larger organizations will not know which vehicles will be used in the event of a disaster. Since larger businesses deal with multiple jurisdictions, regions and states, with limited company resources, she would like to see a national credentialing system. Ms. Gegenheimer responded by saying there is a certain number of placards issued per company, but others can be requested based on the needs of the business and its ability to sustain those re-entering. In Louisiana, logistic centers were set up at major in-roads so if businesses needed to get in and didn’t have placards, they could pick them up at one of the centers. Trucks carrying identification, such as utility marked trucks and big-box vehicles, were admitted with additional credentials. The audience was interested in the cost of the Jefferson Parish electronic re-entry and credentialing system. Ms. Gegenheimer said in the first year of the system she spent 80% of her time working on it because she was starting from scratch. Once it was developed, however, she was able to share it across the UASI region. Glen Feucht, Director of Software Development, Gulf South Technology Solutions, LLC, the developer for Jumpstart Jefferson, said the initial cost was approximately $50k in development and over 6 years cost about $225k. Ms. Gegenheimer said they built a business continuity network as well that allows businesses to communicate directly with decision makers and allows displaced businesses the opportunity to reconnect with customers, suppliers and employees. The system also keeps track of every communication for public records tracking. Because Jefferson Parish’s electronic system is Web-based, one participant stated she could see a potential problem if Florida adopted the same type of system. Many rural communities don’t have the funding to support such a system, and those without Internet access wouldn’t be able to access the site or be able to pay to store the data. She suggested involving local libraries to see what kinds of services they can offer or partner with another area to have an access point. Mr. Feucht stated the system is hosted outside of the region in case of an event because it is Web-based. He then went on to show the administrative side of the system to the audience. Mr. Feucht said the goal is to get everyone placards ahead of time by having them apply in advance. Because some businesses may try to copy the placards, they have to be printed on security paper that only certain approved companies carry, and if it is printed on plain paper, ‘void’ prints all over the placard. A participant reminded everyone that re-entry is a local-level issue and encouraged the private industry to contact local emergency management offices for re-entry concerns. One participant asked what would be wrong with a state-funded provided system that protects local jurisdiction’s sovereignty to approve/disapprove of an application. Instead of taking control over the local level, he suggested having a statewide system that is led by local-decision making at the time of a business’s application. This would allow businesses to only have to enter information once. Another 17

member asked if funding would be available if a statewide system is implemented. With regards to funding, one person suggested seeking funding locally through agencies that promote a continued workforce since re-entry relates to jobs and there is a need to keep businesses in the community. A public-sector representative addressed the group by stating government agencies are not trying to keep the private sector out of an affected area, but they are trying to prevent crime taking into consideration protecting homes and businesses. The struggle is differentiating between those who belong and those who do not. A law enforcement officer followed by saying law enforcement officials want businesses operating because it helps prevent crime in an affected area with looting and rioting concerns. The final comment from the audience was from a public-sector representative who explained to the group that the public sector needs to understand from the private sector the expectations of the placard. In order to get area businesses doing business as safely and quickly as possible, there needs to be a team effort and mutual understanding.

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How do we integrate the private sector into mitigation and long-term recovery planning and activities? Emily Meyer, Post-Disaster Redevelopment Planning Project Manager with the Florida Division of Emergency Management and Laura Herbert, Lead Mitigation Planner, also with the Division, led the presentations and group discussion in this focus group. Ms. Meyer defined a post-disaster redevelopment plan (PDRP) as one that identifies policies, operational strategies and roles and responsibilities for implementation of a complete approach. It prevents long-term consequences brought about by short-term response and recovery actions. Through your local mitigation strategy and a comprehensive emergency management plan (CEMP), agencies are able to work together toward a final vision. Ideas proposed for mitigation activities were shared with the group. They included: • Expanding roads often busy during a disaster • Having a recovery conference call statewide to share best practices • Encouraging incentives for community planning and mitigation in insurance rates • Encouraging insurance representatives to be involved with PDRP at the national level • Using response resources for long-term recovery • Sharing information across sectors • Utilizing resources at universities such as economic development programs and libraries • Establishing business recovery centers-one-stop shop facilities for jobs and resources. Ms. Meyer stated the importance of having citizens drive decisions in post-disaster redevelopment planning. It is now easy to use social media to find out what kind of redevelopment issues are important to citizens and listen to their input. By demonstrating long-term priorities early on, businesses will know where the community vision is headed. Distributing outreach flyers is a good way to get the public involved. Make sure flyers have contact and business recovery information included. Tourist and visitors bureaus should be involved to determine what information can be released to visitors. Ms. Meyer said the response phase is driven by the CEMP and therefore decisions are made in a different way than may be made in long-term recovery-life decisions. Long-term recovery needs to be a more collaborative process. Laura Herbert started her presentation with a video of different people saying what mitigation means to them. She defined mitigation as a sustained action taken to reduce the loss of people and property. By investing $1 now, $4 can be saved at a later date, and this is a good way for the private sector to show a return on investment. Ms. Herbert said mitigation can keep families and communities together, provide insurance incentives and stimulate the economy. It can help the long-term vision by strategizing before a disaster. A participant stated it is difficult to convince people to participate in the mitigation process because they think a disaster is not going to affect them. Along with mitigation, it’s a total quality management process in which people need to be educated about to include associated cost savings. Often time policies that come from the top are not backed by money to implement them, and participants feel the Federal Government doesn’t spend enough money on mitigation.

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One group member said a study was done by the Florida State University Storm Risk Management Center on why people don’t take advantage of mitigation programs. Some of the reasons are as follows: • Distrust of insurance companies • Want payback immediately versus short-term payment discounts. • Feel insurance rates will increase. Solutions to combat this problem include adding tax incentives for businesses for mitigation practices and property tax discounts. Everyone agreed it would be a good topic for legislative bodies to explore. Group discussion led to the return on investment for mitigation practices. The public is looking for a $1:$1 with discounts equating to the amount spent. My Safe Florida Home Program needs to be seen as a plan for mitigation versus a threat. One participant said he estimated his payback on his home using discounts provided for mitigation would take 13 years. People don’t want to have to pay for it and businesses may not have the money to participate, or they may be at the mercy of their landlords. One example of return on investment mentioned was Project Impact in Deerfield. Project Impact tried to come up with a solution for mitigation and combined mitigation with energy-saving technologies with the idea that energy savings would defray the cost of mitigation. A group member said at least one developer in the area specializes in buildings that can withstand 200 mph winds. He suggested it may be necessary to investigate the efficacy of contractors working collectively in building stronger buildings and posing an agreement so it becomes the norm versus competitive within the industry. Another suggestion was to label mitigation as a type of sustainability to attract people to do it. Risk assessments could help promote mitigation and it would be a good idea to make LEED (Leadership in Energy and Environmental Design, standard for green building design) certification include mandatory mitigation strategies. The value-added feature of mitigation needs to be clear to the audience. Some marketing techniques may include agencies working together with TV home improvement shows to educate the public on savings associated with mitigation. Public service announcements (PSAs) would also be helpful in demonstrating this, and someone proposed having the insurance industry promoting and championing for mitigation. An insurance industry representative in the group said www.DisasterSafety.org offers free information and engaging tools along with videos and other resources regarding mitigation and why it is important. Federal Alliance for Safe Homes has a display at Walt Disney World’s EPCOT theme park showing different features of safe homes, and they now offer a free smart phone application, Storm Struck. One of the challenges in having mitigation practices take place is the inability for the public and businesses to afford the investments, especially in today’s housing market. They don’t see a value right now, but if there was funding through the insurance industry to help clients, it might help. Someone recommended adding a rider for a small dollar amount that could go toward a fund people could apply to for mitigation projects. A government representative suggested setting aside 25% of local mitigation monies to allow businesses to competitively apply for funds with a task force determining the priorities. Ms. Meyer stated that as long as the local government is willing to apply for mitigation funds on behalf of a business, it can add the business to the local mitigation priority list. Group discussion moved to the subject of economic recovery. One audience member said economic recovery isn’t possible if you don’t fix business and the government isn’t going to fix a community that can’t fix itself economically. With regards to recovery, there has to be a way to break down the wall between public and private assistance. Private industry loss can affect an entire community and how quickly a community can come back from a disaster (i.e.-railroad industry). Another participant 20

suggested working together on a regional basis in order to meet criterion for certain program funding due to insufficient tax bases in smaller areas. Best practices from Alabama were shared with the group. Houses now being built have to have safe rooms, and all Habitat for Humanity homes built in the area have safe rooms. As a result of the new law, construction teams are now part of long-term recovery across the state, and they are sharing practices in other areas. Another program, Property Assessed Clean Energy (PACE) jump starts energy retrofits. In the program, if you are a homeowner and don’t have money for the retrofits, your city/county loans you the money and adds it to your property tax over time. If you move or sell the home, the liability stays with new owner, but a property-assessed mitigation program may work. Ms. Meyer said she knows this idea was discussed at the State level, but she is unaware of the outcome of the conversation. Boosting the economic industry quickly is a priority within a community. While one participant suggested having the critical infrastructure priorities in a database so private industry could also understand the main concerns, another said showing vulnerabilities within a community can be a homeland security issue. A different proposal recommended sharing strictly the economic engines within a community which can be found in the PDRP. Ms. Herbert said key economic people within a community should be on the local mitigation strategy working group. Inviting private sector to meetings helps bring different perspectives to the table. One county waives permitting fees after a disaster so rapid permitting can occur and consequently the economic industry is up and running more quickly. Although public representatives say they would like to have their private industry representatives involved in their local mitigation strategy, it is often a challenge to get them to participate in meetings. One private-sector participant stated a benefit must be realized for the meeting to be worth the time and effort. In the private industry, tangible results are important in the short-term to keep people contributing and engaged. Often times a personal benefit can also attract private industry participants, such as if their children attend area schools. In order for the public sector to engage the private sector they must first understand the needs. . In order to share information across sectors and understand each other’s needs, the group suggested having a manager’s advisory group that meets monthly or quarterly with the local emergency management director and others involved in mitigation strategy. Conducting a survey first to understand the private sector needs and forming advisory groups or committees from that survey was also offered as a solution to increased information sharing.

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How do we create and ensure maximum utilization of private sector support and donations to volunteer organizations prior to and during a disaster? After setting the ground rules for the session, including a NAZ, or No Acronym Zone, Karen Hagan, Disaster Officer for Florida and Georgia for American Red Cross, and Tom Linley, Director of Emergency Management and Volunteer Services for Volunteer Florida, encouraged individuals to be active in the discussion and stressed the importance of developing connections within the industry. The group then proceeded with individual introductions. Ms. Hagan discussed how private, public and nonprofit sectors can find new partnerships and strengthen existing ones and said the relationships need to be beneficial to all parties involved. This can be accomplished by engaging with other entities that share such fundamentals as similar missions or serving the same clientele. Ms. Hagan suggests first focusing on the people the organization is trying to care for and find a leader to guide the coalition and start the conversation. Each sector has a different idea of what facilitating the coordination and engagement of a partnership will look like, but Ms. Hagan suggests there are some standards for participation. They include: • Enhanced capability-bridging expertise • Extending regional trust • Exceeding and understanding public expectations. Within a partnership, Ms. Hagan recommended the parties involved educate each other about the disaster cycle before an event occurs. Share information during the preparedness stage and engage one another. Honor relationships and create new ones while sharing appropriate and similar information. Have a Whole Community approach to partnerships and ensure everyone involved understands each other’s approach to disaster readiness and response because each agency or organization’s approach to planning differs from community to community. Ms. Hagan reminded the group that a community can be a local group of people or an entire state, and to plan for real, not easy. Ms. Hagan spoke about fostering all the fundamentals of VOADs, or volunteer organizations active in disasters, consisting of: • Communication • Coordination • Collaboration • Cooperation. A VOAD representative shared his organization’s story with the group about how some of the VOAD’s participants lost interest and partner engagement suffered. A long-term recovery committee was founded as part of another organization and eventually formed a COAD, community organization active in disasters, later rebranded as BRACE. One of the advantages of forming locally was that the local community had been engaged in direct-service talks only when other voluntary organizations couldn’t fill the role individually. It was at that point that private and public sectors were engaged to find solutions. BRACE facilitated connecting organizations to make the community better. A session participant said it is important for COADs and VOADs to work together to solve problems in a community. The University of South Florida offers a three-day training course on building COADs. If businesses are active or back in business post-disaster employing people, in-turn providing the financial means to purchase resources, they may be more likely to volunteer. If they aren’t back in business 22

quickly, companies may leave the area and more social services will be needed because people do not have jobs to pay for living expenses. Ms. Hagan reiterated that there must be mutual respect within partnership relationships. They need to be equal partnerships, and if an agency or organization says it will do something, follow through is very important. Mr. Linley spoke to the group about the knowledge Volunteer Florida (VF) has in partnership resources. Volunteer Florida is a state entity designated as the lead for ESF 15. The organization has an MOU with the Division of Emergency Management in coordinating volunteer organizations and donations as well as providing training and outreach. Florida is part of a national portal system in which nonprofits can register through VF and have access to donations. Individuals or companies offering donations end up in the portal, and it is essentially a match-making service for resources. Although Mr. Linley indicated the portal hasn’t been fully exercised yet in Florida, the tool is currently available for use. If already associated with a Florida VOAD, your organization is currently recognized in the portal. If not, contact your local emergency management agency for approval. This helps VF ensure the validity of users.

Corporate Social Responsibility (CSR)  An organization’s policy and position with regards to accountability within its community 

A written policy is best and can be shared with others when building partnerships for mutual understanding of each other’s position

 Can help drive business to or away from an organization

The group moved discussion to the importance of understanding your organization’s CSR, or corporate social responsibility. CSR relates to an organization’s policy and position with regards to accountability within its community. A written policy is best and can be shared with others when building partnerships for mutual understanding of each other’s position. When looking for support, CSR can help drive business to or away from an organization. Ms. Hagan made reference to Home Depot’s CSR statement within its foundation which lists organizations it supports along with other information. In smaller communities, CSR may not be called by name, but supporting the United Way, for example, shows an organization’s interest in supporting the community. It may also be listed as core values of an organization. The participants broke into groups to discuss the benefits of creating partnerships and to identify the essential elements to those relationships. While one group suggested such benefits as being able to identify available resources and establishing relationships, another stated building partnerships allows organizations to understand challenges, opportunities and solutions so they are not a concern during an incident or the recovery phase. One group said an advantage to a partnership is having the private sector support the work of non-governmental organizations. By engaging them ahead of time, it creates a more effective system for distributing resources. All groups stated that understanding who has resources, along with when and where they are needed, continues to be an essential element for successful partnerships. Ms. Hagan informed the group the Red Cross offers training for emergency response volunteers in the community so they can be ready when a disaster strikes. She said in order to build partnerships, there needs to be a relationship manager who is championing for the relationship. A group participant suggested this be someone in the community who has knowledge of the community and its people and already has existing relationships or is a great networker. The group contributed traits it believed a relationship manager should possess, including being a good interpreter, having good communication 23

skills and perseverance. Other attributes mentioned were being able to follow through, avoiding politics and providing leadership. One participant talked about a book called Collaboration Challenge. The book discusses how relationships have been built by nonprofit and corporate partners and details the baby steps to get there. Mr. Linley closed by encouraging the group to create relationships, share information with their partners, and connect with local level agencies in their area. Ms. Hagan thanked the group members for their participation and the session closed.

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How do we better sustain public-private partnerships in disaster preparedness through various administrative, policy and disaster drought cycles? Dialogue brought about by the participants in this focus group considered how to sustain publicprivate partnerships when faced with various impediments such as employee/administration turnover/changes, budget cuts and disaster drought cycles. Tom Serio described partnerships as “pea soup”. In his “pea soup” model, he suggested mixing up the options for partnerships into the following: public-private, private-private, private-public and personperson. Each partnership has its own benefits and motivation. It was suggested in order to sustain public-private partnerships, the partnership should be driven from the private side versus the public side. In this instance, if a private entity can no longer participate or personnel changes occur, another private organization will step into the role. If led from the public side, it is more difficult to have another representative step into the position. As an example to this point, a participant stated PS-Prep, a FEMA public-private partnership program, is failing because it is led strictly by the government. Without private representation in the program, it is difficult to understand what the private organizations are seeking in such a program. In the group’s opinion an additional failure of the program includes fees charged for certification and accreditation. Not all businesses can afford to participate because of the fees associated with official program recognition, which makes PS-Prep not inclusive. Private-private partnerships are those built amongst only the private sector. When a disaster strikes, it is important for businesses to take care of their employees, and they can do so by developing relationships with other businesses to supply resources such as food and water during an event. The private sector can assist each other in getting back up and running. This can alleviate pressure from the government to provide for these employees and frees up additional resources for those who do not have help. It also keeps employees and businesses operational and working together while creating business relationships which can be beneficial in other areas of operation. Jeff McClaron, Vice-President and Regional Incident Manager for Wells Fargo, informed the group of a public-private partnership in which his organization participates, Safeguard Iowa Partnership (SIP). SIP is a 501(c)(3) with more than 200 members split in half between public and private entities. Regardless of the size of business or number of employees, all businesses are invited to join the partnership. There is not a mandatory fee for members; however, sponsorship opportunities are available in levels from $30k to $5k. Businesses that sponsor have additional benefits such as additional seats within the organization, branding opportunities, advertising, tables at the annual conference, and more. Because of the nonprofit status, SIP also receives grant funding. When disasters are lacking, the group discussed benefits of being part of a public-private partnership for a business. If businesses consistently share information during regular operations, then the partnership becomes a resource during disaster droughts. Information shared can consist of such things as available resources or sales on resources, as an example, becoming a commerce tool during downtime. The Business Continuity Information Network (BCIN-www.bizrecovery.org) developed by Florida International University was mentioned as a tool for sharing information across sectors. Constant communication practices allow people to be familiar with the resources, relationships and protocols when an actual disaster is imminent. Another benefit to a public-private partnership can often be National Weather Service updates and private briefings for members only. 25

SIP created initiative teams on the topics of preparedness, response, and recovery in order to keep all parties engaged when government personnel and administration changes occur. An EOC liaison position was also created to deal with EOCs at the federal, state and local levels. The liaison’s employer had to sign off on the fact that the position may require the liaison to be called upon during a disaster. Once signed off, the bureau chief at the state goes through a vetting process to choose the right candidate. Training for the liaison occurs twice a year which helps him/her become familiar with different EOCs and coordinators throughout the state. SIP’s main components of continuity planning consist of accounting for and the protection of employees, ensuring a communications system (call tree, call out system) is in place, ensuring vital information is stored safely, and addressing next steps. Some businesses may need to rebuild, or need a new site. Others may rent or lease the building in which operations are no longer viable. In this case, a group member suggested having a realtor participate on the partnership team. Although many businesses may want to participate in a partnership, participants find it very difficult to engage the really small businesses in their communities, such as the one-person business owner. Discussion on how to engage really small businesses led to ideas of reaching out to Chambers of Commerce, allowing free participation, having the Small Business Administration as a member within the partnership, and offering benefits such as Webinars, assistance in writing continuity plans, mentorship programs, and stressing the networking aspect, all which can be attractive to smaller businesses. The discussion then led to continuity plans, and a group member mentioned for small businesses, a one or two page plan, or simply a chart may be more helpful as a continuity plan versus pages and pages of verbiage to review during an actual event. A continuity plan does not have to consist of hundreds of pages to be useful and provide direction. Once a plan is complete, it can be reviewed by a member of the partnership from the public side to ensure all aspects of the plan are feasible. If not, a solution can then be determined prior to an emergency. An example was mentioned regarding Florida First, a Florida bank consortium. Instead of each bank individually trying to address disaster response issues with individual counties/cities, the organization is available to be contacted as a representative arm of the banking industry throughout Florida, and priorities can be discussed at the consortium level. A concern brought to the attention of the group was that of engaging small businesses which have nonEnglish speaking, limited English speaking, visually or hearing impaired employees/operators. Guidebooks for continuity planning and preparedness should be in other languages and other resources for those who are visually or hearing impaired need to be available. It was suggested that small businesses with language or special needs challenges have a more difficult time trying to prepare, respond and recover. A mention to consider ethnic foods when planning for food rations in a disaster was also discussed. Local food trucks may be a way to provide cultural food choices. Communication seems to be an overriding concern between both the public and private entities. The public agencies feel like they are successful at pushing information to the private side, but they are not successful in having any reciprocation. A private-sector representative stated that oftentimes private organizations may not want to share information due to competitors also receiving the information. This is a topic needing further discussion within a partnership along with how to overcome this obstacle. Re-entry was also brought up amongst this group. It was discussed that a re-entry program has to be able to provide the ability for companies to get back to an area where an incident is scattered amongst multiple counties. This can be an issue when each county has different re-entry requirements and may 26

have different curfews. Relationships between the public and private sectors are important in this situation, and participating in partnerships may create the opportunity for this relationship building. Outside of a disaster time, a partnership offers value in planning opportunities. Being involved in the planning process also allows for further discussion and solutions to subjects such as road closures, reentry, curfews, and more. Most importantly relationships are created in the process with those who will be working together when a disaster strikes. Being able to know the person sharing information can help vet the information and clear any contradictions during an event. This also allows the private sector a chance to learn the public sector’s best practices along with procedures and limitations due to statutes, and vice versa. A “lunch and learn” opportunity was suggested as a way for the public sector to reach out to multiple people at one time and allow the private organizations a chance for their employees to learn more about being prepared. It offers a win-win situation for all involved. The group agreed that regional private-public partnerships would be beneficial in Florida to concentrate on local issues given that they differ from region to region. Especially with current budget cuts, it is difficult for those with fewer resources to have the same mission of those with more; however, a regional partnership program would allow smaller public agencies to benefit as well. The regional partnership should be led by a private organization that has statewide reach and would benefit the private sector by limiting the contact the organization needs to simply 7 areas versus many more at an individual county level.

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How do we continue to identify and integrate private sector resources into the public sector logistical and resource management plans? Chuck Hagan, Logistics Chief with the Florida Division of Emergency Management, opened the session by reiterating the fact that the government’s work cannot be done without the help of the private sector. It takes a whole team and a unified effort. The State Emergency Response Team (SERT) is made up of business and industry, nonprofits and any other business or person who provides resources, services or information during an emergency. Working together takes collaboration, communication and coordination along with constant planning. Only 20% of the plan is actual implementation while 80% of logistical and resource management planning should be done ahead of time. Mr. Hagan said in order to plan more efficiently and develop community as soon as possible after an event, it takes a Whole Community approach. Government agencies from the local to the national and international level work together along with the private sector. Mr. Hagan refers to those affected by a disaster as survivors and said the term ‘victim’ has a negative connotation and should only used when someone is deceased. The State of Florida is always working in partnership to find innovative ways to respond to disasters. Within 72 hours, search and rescue, critical and restorative services, and security must be in place. If this timeline is missed, Mr. Hagan said it is hard, if not impossible, to make up for it in the following days. Florida has a push mentality which means it pushes resources to the affected communities. When response efforts are quick, and people have shelter or are able to get back into their homes, confidence is restored with the public. If people are not confident in the response, they can end up leaving the area, and the focus then shifts to restorative services. A video to the group followed showing ramifications of businesses when they are affected in a disaster. It is critical to prepare ahead of time. According to Mr. Hagan, 40% of businesses destroyed in Hurricane Andrew never reopened. The economic impact to an area when that happens is tremendous. Burger King’s corporate office was severely affected by Hurricane Andrew. The financial engine of the entire operation was located in this facility and because a COOP plan was in place, the company was able to relocate to a temporary facility and restore services. Working toward disaster resiliency is key. Due to Hurricane Andrew, there are now enhanced building codes resulting in the building of stronger, safer structures. Because regular communications are not always working within an affected area, Florida has other options to communicate with business and industry during a disaster. ESF 18 coordinates with external affairs to determine where stores are open and able to provide resources. The Florida Retail Federation shares information prior to storm impact with the State of which stores are evacuating, which ones will remain open, etc. Additionally, ESF 18 has a database of resources. Mr. Hagan informed participants that businesses can find emergency vendor registration on the State’s Website. Any business can put information into the system, and it is confidential. It provides the State a database to seek information on particular resources and disseminate information to appropriate ESFs. Many counties also have a process in place to work with vendors during disaster without having to go through the regular procurement process, and vendors can preregister through local websites. Additionally the Governor’s Hurricane Conference offers opportunities for vendors to display products. Mr. Hagan said the State of Florida Division of Emergency Management is looking to implement a pilot program to link directly with store websites from its website. The State also puts out situational reports twice daily, flash reports/breaking news, and conducts conference calls. State Logistics begin 28

calls 3-4 days prior to landfall and transition to recovery after. If there is an interest in participating in these calls, contact Mr. Hagan. After a disaster, it is important for businesses to do an economic damage assessment to understand how badly they were affected. Different sized businesses have different levels of impact. If necessary, the Recovery Bureau can provide information on SBA (Small Business Association) assistance for disasters. During blue skies, information is available from SBA on mitigation programs which may result in insurance discounts for other events such as fires, floods, tornadoes and more. The State of Florida received a grant after 2004 to better understand how business and industry can help during disasters. Mr. Hagan stated several focus group meetings were conducted in Tallahassee and two priorities were determined as a result: re-entry and fuel. Re-entry is a local issue and the State cannot have one golden ticket, but it is important to work with local emergency managers. All the counties have developed their own local re-entry plans, most of which are a 3-tiered approach. There is not a national or state credentialing system, but Florida is now studying successful programs. A group member posed having re-entry procedures available on the local county or emergency management websites along with contact information for the appropriate contact. It was mentioned that historically residential insurance appraisers are able to re-enter and assist residents after a disaster faster than business appraisers. Businesses need to be in contact with adjusters to assess damage so they can get up and running quickly. Often times it can take 2-3 weeks before an adjuster gets to them. In Virginia, businesses registered insurance companies with the insurance commissioner prior to an event so they were able to re-enter after a disaster more quickly. Mr. Hagan said the Florida Insurance Council (FIC) has a seat in the State EOC. If businesses are having difficulty in working with adjusters after storms, contact the FIC to address the issue. With regards to fuel, businesses had a difficult time getting fuel for employees or for distribution points. As a result, fuel retailers within one mile of an evacuation route now have to have back up power during the re-entry phase or have to be prewired to accept a generator. The Department of Agriculture inspects the pumps and maintains the list of stores that have provisions for emergency power. In order to get the public information on which stations are open and operating, ESF 14 puts out emergency information to the media for radio and television broadcast. A private-sector representative suggested having parallel entries to the EOC and the JFO (joint field office) so they can continue to serve their clients. After an event, time is of the essence and the private sector needs to be accessible in the affected area. If necessary, private sector organizations who haven’t been affected can even host other private sector partners. Another participant asked if it is possible to have a statewide credentialing system prior to an event that is implemented by the private sector. Mr. Hagan said New York City allows the private sector to do the credentialing, and it is a revenue generating operation. He is reviewing this option with Director Koon, but because it is revenue generating, funding for first responders has been an issue. It may be possible to outsource credentialing strictly for businesses as the public side doesn’t have the funding or manpower to take it on, but it would need to be concurrent with all 67 counties’ plans. State level coordination is ongoing with private sector meetings, but work also has to be done at the local level. For example, when a disaster occurs, the State doesn’t automatically open distribution centers if retailers are open and have the capability of selling resources to the public. There needs to be better situational awareness and information sharing so the State can expand capabilities, engage local resources and improve efficiencies. In order to increase self reliance and resiliency within communities, it is necessary to start with citizens and make sure they have a plan. For private industry, there is business continuity training available on the DEM Website. The Florida Retail Federation has a huge 29

voice in the Legislature. Mr. Hagan suggested the group let the Federation know its concerns so they can be brought to the attention of lawmakers. Mr. Hagan said it is never too early to start planning. Begin by establishing relationships with local governments as a foundation and then reach out to customers. Nolan Bomar, Publix Super Markets (Publix), Division Loss Prevention Manager, noted the time they threw away millions of dollars of product after a storm. As a result, Publix put large generators sufficient to power all refrigeration in the stores in Florida. An investment was made to protect the product in the store and strong, productive relationships were developed at the state level in the meantime. One emergency manager responded by asking if there is a regional contact within the organization versus dealing with every local store manager. Mr. Bomar said they need to identify the right people within their organization with whom to communicate. Publix recently experienced its own disasters in Florida when a plane crashed into a store and a citizen drove through the front of the building of another store. When asked about recent events, Mr. Bomar said because of relationships in the community, there were rapid responses. In Deland where the plane crashed, support from Volusia County Sheriff and the Red Cross was very strong. Although the store is still closed, it is expected to reopen by late July. Publix was concerned about getting the pharmacy back in operation quickly after the plane crash. The evening of the event, the management team met in the parking lot and reallocated individuals from that store, and they also identified an open space in the same plaza. Within 3 days of the event, Publix opened up the pharmacy operations in that plaza in the vacant space allowing them to continue to serve the customers who had prescriptions in the area. To their knowledge, very few prescriptions had to be transferred to other stores. Mr. Bomar noted the public-private cooperation as key to reestablishing the store operations quickly. In Palm Coast, a car drove through the front of the store on a Saturday afternoon at about 1:30PM. The store was open again the next morning. This is another example of how working together can help in public-private partnerships. Publix had good working relationships with local law enforcement and the fire department prior to the event. Preparedness is key at every level. The Red Cross has a program, Ready When the Time Comes, which helps organizations prepare for incidents. The program trains volunteers of local businesses to respond in a disaster so they can aid in the community. In order to increase training at the local level so businesses understand emergency operations, contact local emergency management offices and create relationships and partnerships ahead of time so before a disaster strikes, you are aware of the who is involved and can be better prepared. On www.FloridaDisaster.org, there is a link to the county emergency managers’ contact information along with other valuable information. The Governor’s Hurricane Conference also offers a private industry training track. The session closed with a demonstration of GATOR. GATOR, Geospatial Assessment Tool for Operations and Response, was developed in response to Deep Water Horizon in order to provide near real-time information on resources and events occurring across the State of Florida. There is also a secure version of GATOR which displays staging sites and resources out in the field. GATOR displays information from sources such as National Weather Service (NWS), SERT (State Emergency Response Team), Department of Transportation (DOT) and NOAA (National Oceanic and Atmospheric Administration), as well as many others. After a brief demonstration of GATOR to the audience, the group dismissed.

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Participant Feedback

Forms were distributed for all breakout sessions and focus groups to gather participant feedback. Breakout sessions had specific questioning and offered space for suggestions and comments. The focus group forms were more basic, simply requesting feedback in a narrative form. Breakout Session #1: The Tao of Community Organizations Active in Disasters (COADs) Total Number of Input Forms Collected: 34 Yes No No Possibly Response Do you feel your organization has any current 8% 68% 24% best practices or models related to the items discussed in this workshop? Did you have any questions from this session 6% 71% 23% that you were unable to get answers to or that you thought of afterwards? Based on this breakout session do you feel that 29% 47% 24% an additional discussion over the next few days regarding this subject matter might lead to a potential initiative or partnership with your organization? Would you be interested in participating on a 21% 44% 29% 2% working group regarding the items discussed during this session to continue dialogue and exploration of this subject matter? While the information in this session was well received, participants requested more examples of starting and operating a COAD and understanding the challenges of doing so. It was suggested that private sector presentations would be helpful in future discussions in order to understand what the private sector expects in a public-private partnership and what they can bring to the table. Attracting volunteers in hard economic times is a requested topic for more information. One participant offered the suggestion of USF’s COAD training as a resource to those who are interested. Breakout Session #2: Supporting the Private Sector from the State Emergency Operations Center Total Number of Input Forms Collected: 49 Yes No No Possibly Response Do you feel your organization has any current 33% 39% 28% best practices or models related to the items discussed in this workshop? Did you have any questions from this session 10% 61% 29% that you were unable to get answers to or that you thought of afterwards? Based on this breakout session do you feel that 39% 26% 33% 2% an additional discussion over the next few days regarding this subject matter might lead to a potential initiative or partnership with your organization? 31

Would you be interested in participating on a 26% 37% 35% 2% working group regarding the items discussed during this session to continue dialogue and exploration of this subject matter? Respondents requested training with Florida Division of Emergency Management (DEM) in conjunction with the Department of Economic Opportunity that provides basic training in economic development. Some would like to know how to enroll to receive DEM alerts while others asked for useful links and templates for promoting engagement between sectors. Many participants felt expansion of information sharing was necessary and some felt too much information is possible so filters need to be in place for requested informationBusiness EOCs are a possible solution. COOP software for small and medium sized businesses was seen as a best practice and the Center for Disaster Risk Policy at FSU was mentioned as a resource with a lot of experience with public/private cooperation. Many participants requested additional discussions on ESF 18 and expanding marketing on ESF 18 throughout the State of Florida. A respondent noted Protective Security Advisors as a wealth of information on integrating the private sector into State EOC operations. Breakout Session #3: Winning in Long-Term Recovery Total Number of Input Forms Collected: 48 Yes No

No Response 25%

Possibly

Do you feel your organization has any current 27% 48% best practices or models related to the items discussed in this workshop? Did you have any questions from this session 14% 67% 19% that you were unable to get answers to or that you thought of afterwards? Based on this breakout session do you feel that 31% 31% 36% 2% an additional discussion over the next few days regarding this subject matter might lead to a potential initiative or partnership with your organization? Would you be interested in participating on a 19% 37% 42% 2% working group regarding the items discussed during this session to continue dialogue and exploration of this subject matter? Participants found the information useful and enjoyed the open forum discussion and reallife examples. They would like to have some templates and toolkits to move forward. Also, further discussions requested included expedited permitting and business recovery centers as well as the mitigation role in long-term recovery. With PDRP laws recently changing with regards to PDRP, one respondent was interested in how the State of Florida is supporting PDRP efforts statewide. Another respondent noted a review of multiple studies within a community can display priority redevelopment areas. Being involved with the Association of Continuity Planners (www.ACP-International.com) was listed as a best practice. Other best practices and models were requested by other participants on their input forms.

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Breakout Session #4: Returning Your Business and Your Communities Economic Base to Normal: Business Continuity Planning Total Number of Input Forms Collected: 34 Yes No No Possibly Response Do you feel your organization has any current 23% 50% 24% 3% best practices or models related to the items discussed in this workshop? Did you have any questions from this session 9% 70% 21% that you were unable to get answers to or that you thought of afterwards? Based on this breakout session do you feel that 35% 32% 27% 6% an additional discussion over the next few days regarding this subject matter might lead to a potential initiative or partnership with your organization? Would you be interested in participating on a 21% 35% 44% working group regarding the items discussed during this session to continue dialogue and exploration of this subject matter? Respondents in this breakout session found the information useful and critical to both the public and private sectors. Some would like to hear about more examples of engaging business in collaborative planning while others would like to see more focus on mitigation and long-term recovery while addressing vulnerability and risk assessments. Participants requested additional information related to procurement of services and removing recovery road blocks. Annual disaster preparedness meetings were noted as a best practice related to the workshop while the South Florida Business Resiliency Coalition was mentioned as a model for business continuity planning along with FEMA’s Continuity Program Management Cycle. A suggestion for a business mentoring program where larger corporations mentor small and medium sized businesses was proposed. Breakout Session #5: Integrating the Private Sector Into Public Sector Disaster Operations, Planning and Information Sharing Total Number of Input Forms Collected: 33 Yes No No Possibly Response Do you feel your organization has any current 30% 36% 34% best practices or models related to the items discussed in this workshop? Did you have any questions from this session 12% 49% 39% that you were unable to get answers to or that you thought of afterwards? Based on this breakout session do you feel that 36% 27% 37% an additional discussion over the next few days regarding this subject matter might lead to a potential initiative or partnership with your organization? Would you be interested in participating on a 42% 24% 34% working group regarding the items discussed during this session to continue dialogue and exploration of this subject matter? Written feedback provided by some participants said they would like to have more time in 33

the session to discuss the topic versus listening to presentations. Information sharing seems to be a topic of concern, and one respondent suggested Web EOC as medium for sharing information between the public and private sectors. The session group members used emergency management jargon which was confusing to some private sector participants as they did not understand what was being discussed. The focus seemed to be on larger businesses, but the group would like to see more information shared between small to medium sized businesses, nonprofits and the public sector. One member requested additional information on effective communications methods during disasters for future discussions relating to this breakout session. Focus Group #1: How Can We Better Facilitate Private Sector Re-entry Into Disaster Areas? Total Number of Input Forms Collected: 16 Always a hot topic, re-entry again brought both the public and private sectors together in this focus group. Those involved cited the importance of addressing re-entry for expedition of normalcy after an event as well as timely response, ultimately keeping the private sector in place and local. According to most participants, re-entry is vital to economic stability and sustainability. While some participants would like to see a statewide system in place, others noted that re-entry needs to be addressed at the local level only. Private sector representatives with multiple locations throughout the State would like to be able to input their information into one system and have that system accessed by all Florida Counties. Models mentioned with current successful re-entry systems were Jefferson Parish, Louisiana and Kentucky. Focus Group #2: How Do We Integrate the Private Sector Into Mitigation and LongTerm Recovery Planning and Activities? Total Number of Input Forms Collected: 3 A benefit for participants in this focus group was geared toward information sharing and learning cross-sector perspectives as well as needs and limitations. By sharing the information, everyone benefits, especially the local economy. One respondent noted the South Florida Regional Business Coalition as a model for involving businesses that have locations in many counties. Participants would like to see additional opportunities for more communication and feedback on this subject. Focus Group #3: How Do We Create and Ensure Maximum Utilization of Private Sector Support and Donations to Volunteer Organizations Prior to and During a Disaster? Total Number of Input Forms Collected: 3 Respondents felt the benefit to addressing this question allowed for networking opportunities. They also felt better understanding between ESF 18 and ESF 15 needed to be addressed. Not much business representation was present in the group and seemed to be mostly non-governmental organizations; however, one business-sector representative in the session noted a lot of information was beneficial for understating who is all involved in disaster response and suggested renaming the focus group in the future for more privatesector participation.

Input Forms were not received for focus groups 4 and 5.

Disclaimer: Some feedback may have been illegible and therefore not included in the results.

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Participant List Adam Marks, Verizon Wireless Alexsandra Torano, JPMChase

Alfredo Goenaga, Tropical Financial Alison Kearns, FDEM

Alton Scott, Lafayette County Emergency Management Amalia Arista, Hardee County EM Amy Godsey, FDEM Amy Harms, FDEM Andrea Mohrmann, Walgreens Andrew Gurtis, Daytona Int'l Speedway Anne Birch, The Nature Conservancy Anne Miller, Sarasota County Emergency Mgt Annette Doying, Pasco County BCC/Emergency Management Ardath Prendergast, Citrus County Economic Development Council B. Pat O'Rourke, Lee County Economic Development Office Becky Cohen, Bluegreen Ben Ortiz, Omni Hotels and Resorts Beth Brown, Target Corporation Beverly Byerts, FDEM Bill Glatt, EverBank Bill Wealand, Florida Conference United Church of Christ Billy Sasser, US Dept of Homeland Security Bob Magee, Logic Concepts, Bob Pearce, American Red Cross Central Panhandle Chapter Brad Hattaway, Escambia County BCC, Division of Emergency Management Brandi Turner, Doctors Memorial Hospital Brandon Pentolino, Kaplan Inc. Brenda Merritt-Smith, Daytona State College Brian Falstrom, FDLE Bryan Boney, Wal-mart Stores, Inc. Bryan Koon, FDEM Bryan McDonald, Horne CPA C.J. Geotis, Self employed Candace Marlow, Economic Development Council of St. Lucie County Candy Marlowe, Economic Development Council Carlos Morales, Orange County Consumer Fraud Unit Cary Greenberg, Statewide Disaster Restoration 35

Cathryn Hagan, Small Business Development Center at UNF Cathy Loeffler, Volusia County Revenue Division Charles Howell, Center for Business Excellence Charles White, Jacksonville Port Authority Charlie Arnold, Pilot Catastrophe Services Cherreen Gegenheimer, Jefferson Parish Council Cheryl Adams, Raymond James Cheryl Shapiro, First Coast Service Options (Chip) Howard Glavin, City of DeLand Fire Department Chris Walker, Garner Environmental Services Christy Crump, Crump & Associates Chuck Brannon, O'Briens's Response Management Chuck Johnson, Unlimited Resources, Inc. Cindy Vees, Greater Madison County Chamber of Commerce Cira Schnettler, Citrus County Chamber of Commerce Cynthia Jordan, University of North Florida Daniel Hahn, Santa Rosa EM Darrl McFadden, Transportation Management Services David Donnelly, Alachua County Emergency Management David Shoemaker, Miami Dade EOC Private Public Partnership Steering Committee David Treffer, ProPac, Inc. Dean O'Nale, Oldsmar Fire Rescue DEANE KEMP, SunTrust Bank Debi Burdeshaw, Bay County Chamber of Commerce Dee Baldwin, University of North Florida Dianna Piana, Wells Fargo Bank Don Bowman, RCC Consultants, Inc. Don Pardue, Office of Congresswoman Sandy Adams Donald Byrne, Mertrix 411, Inc. Donald Mullins, USF Center for Operational Readiness, Response, & Recovery Doug Blackwell, Pinellas County Emergency Management Doug Christ, DeSoto County Emergency Management Doug Smith, Safe Harbor Boys Home & Maritime Academy Drucilla Sands, Buckeye Florida Edgar Campa-Palafox, Alachua County Board of County Commissioners Edward McCrane, Sarasota County Government Edythe (Edye) Rowell, Buckeye Florida Emily Meyer, FDEM Eric Hall, CrowderGulf Disaster Recovery Erika Smith, FDEM 36

Ernie LaRoche, Citibank Etta LoPresti, Indian River County Emergency Management Eve Rainey, FEPA Fioravanta Frank Imparato, Broward Sheriff's Office Frank Day, Metric Engineering, Inc. Frank Koutnik, Disaster Strategies and Ideas Group Frank Koutnik, DSI Group, LLC Freda Vaughn, Monroe County Health Department Fritz Wilson, Florida Baptist Convention Disaster Relief Garnett Wooten, Museum of Science and History Garth Hamsher, 5 Star Elder Care, Riviera Sr. Living Community Gary Bowser, Global relief technologies Gary Cooper, JPMorgan Chase Gary Friedman, Broward County Emergency Management Division Gary Parker, Orange County Gary Pollard, DSM TECHNOLOGY CONSULTANTS Gary Yates, DSI Group, LLC Geoff Luebkemann, Florida Restaurant & Lodging Association George Topik, Statewide Disaster Restoration Gerald Campbell, Lee County Emergency Management Glen Feucht, Gulf South Technology Solutions Glenn Margoles, Broward County Emergency Management Greg Strader, Be Ready Alliance Coordinating for Emergencies Gregory A. Bacon, Manatee County Emergency Management Gustavo Vilchez, Broward County Emergency Management Division H. Steven Hammond, Catholic Charities of Florida / FCC Harold Joyner, Atkins Harry Silver, Goldman Sachs Helene Milbert, Verizon Wireless Ian Campbell, American Red Cross Ian Hay, SEERN Ivan Konermann, Esri Jack Morgan, American Red Cross Jacquelyn Blanchard, Museum of Science & History James Green, Sykes Enterprises James Kevin Smith, The Salvation Army James Waldrop, Sears Holdings Corporation Janna Rosenthal, FDEM Jared George, Metric Engineering, Inc. Jason Wheeler, DSI Group, LLC 37

Jean E. MacAllister, Flagler Volunteer Services, Inc./RSVP Jeff Britton, Unlimited Resources, Inc. Jeff McClaran, Wells Fargo Enterprise Incident Management Jefffrey Kelly, Mutualink Jeffrey Day, Publix Super Markets, Inc. Jeffrey Williamson, northwest Florida Domestic Security Task Force Jennifer Beckman, Palm Beach County Disaster Recovery Coalition, Inc. Jerald O'Cathey, Monroe County Emergency Management Jerry Smith, Lake County Emergency Management Jessica Sims, FDEM Jim DeGennaro, Central Florida Development Council Jim McCloy, Partners in Recovery Jim Rimes, Enwright Consulting Group Joe Paul, Motorola Mobility, Inc. John Carnley, Orion Solutions, LLC John Cherry, Florida Division of Emergency Management John Gustafson, Homeland Security Information Corp John Hagen, Pasco Economic Development Council John Irvin, Ajax Building Corporation John King, Indian River County Emergency Management John Murdock, DSM Technology Consultants John Power, Daytona International Speedway John Scott, Brevard County Emergency Management John Ward, Clay County Emergency Management John Wright, Punta Gorda Chamber of Commerce Joseph F. Myers, DSI Group, LLC Judy Scribner, Collier County EM Julie Roberts, FDEM Karen Hagan, American Red Cross Karen Stewart, Manatee County Government Kathleen Kearney, NCCI Holdings, Inc. Kathy Fulton, American Logistics Aid Network Kathy Strader, BRACE Kathy Torian, VISIT FLORIDA Katina Glasco, Geleta & Associates, LLC Keith Marchesani, Home Depot Ken Morris, LC Office of Economic Development & Business Partnerships Kenny Hayes, Garner Environmental Services Kerry Craft, Habitat for Humanity International Kevin Banning, Albertsons 38

Kevin Banning, Albertsons, LLC Kevin Rolfe, USF - COR3 Kyle Clayton, Center for Disaster and Risk Policy Lanita Walker, Buckeye Larry McIntyre, Florida Department of Economic Opportunity Larry Taylor, DeSoto County Emergency Management Laura Herbert, FDEM Laura Zublionis, United Way of Volusia-Flagler Counties Lee King, King’s Marine Service Lenny Mangaroo, Verizon Wireless Linda Carter, No Person Left Behind / CERT / LAFD Linda Erdmann, DSI Group, LLC Linda Stoughton, St. Johns County Lisa Poziomek, American Red Cross Lori Nance, Publix Super Markets Inc. Lori Rice, Ajax Building Corporation Lorilee Medders, Florida State University/CAT Storm Risk Management Center Lynda Geraci, About Business Continuity, Inc. Lynne McChristian, Insurance Information Institute Mark Bowen, Bay County Emergency Services Mark Jones, City of Daytona Beach Mark O'Neill, University of South Florida/COR3 Marty Smith, U.S. Dept of Homeland Security Mary Narens, Walgreens Matt Campbell, Disaster Solutions, LLC Melanie Brooks, Volusia County Revenue Division Melanie Motiska, FDEM Melissa Glasgow, SJC Economic Development Merrilee White, Volunteer Florida Michael Morrison, Greater Tallahassee Chamber of Commerce; Economic Development Council of Tallahassee Mickie Valente, Valente Strategic Advisers Mike Horner, Osceola County Chamber of Commerce Mike McMcLain, Lowes Nancy Hoehn, Ability Clinical Technologies Nicholas Russ, AO Precision Manufacturing, LLC Nicole Boothman-Shepard, Jacobs Engineering Nicole White, Nassau County Economic Development Board Nolan Bomar, Publix Super Markets Pam Brown, Lee County Visitor & Convention Bureau 39

Pam Pfeifer, University of South Florida-USF Health Pam Whittle, North Florida Regional Chamber of Commerce Pat Maroney, Florida State University / Catastrophic Storm Risk Management Center Pat White, Volusia County Emergency Management Patricia Taylor, Broward County OESBD Patty Then, Autonomy an HP company Paul Cumbie, Paramount Power, Inc. Paul Seldes, NTB group, LLC Paul Vitro, Miami-Dade County Paymon Shokoohi, Florida SBDC Network Penny Brown, Florida Community Bank, NA Pete McNally, Polk County Emergency Management Phil Worley, Emergency Disaster Strategies Philip Strouse, DHS/FEMA Region IV Randy Enwright, Enwright Consulting Group Randy McDaniel, Okaloosa County EM Director Ray Gantney, Global AlertLink Ray Misomali, Miami-Dade County Office of Emergency Management Ray Parkhurst, American Red Cross Richard Ber, Restoration Contractors Group Richard Berman, Restoration Contractors Group Richard Collins, Osceola County Richard Moore, Volusia County Emergency Management Richard Murrell, 1M group Richard R. Smith, LCSO, DEM Rick Brewster, Sawgrass Marriott Resort Robbie Smith, Safe Harbor Boys Home Robert Benson, Statewide Disaster Restoration Robert Carter, O'Gara Training and Services Robert Chandler, Lake Co. Office of Econ. Dev. & Tourism Robert Lipe, Walgreens Robert McDaniel, Center for Disaster Risk Policy, FSU Robert Myers, Univ North Florida SBDC Rodney Andreasen, Jackson County Emergency Management Ron Snowberger, City of DeLand Fire Department Ryan Simpson, Putnam County Emergency Management Sally Bishop, Pinellas County Emergency Mgmt Sally Lassalle, Orange County Government Sam Miller, Florida Insurance Council Samantha Padgett, Florida Retail Federation 40

Sandy Meyer, FDEM Scott Garner, Dixie County EM Scott Hoehn, Ability Clinical Technologies Scott L. Nelson, WCSO EM Scott Lewis, The Eagles Wings Foundation, Inc. Shane Molinari, BCM Professionals Shane Molinari, MTS - Molinari Technical Solutions Shane Stovall, True North Emergency Management Shanti Smith, Collier County EM Sharon Robinson, WADE In Ministries Shawn Collins, FDEM Shawn Smith, Emergency Visions, Inc. Sheridan Truesdale, Palm Beach County DEM Shirley Exner, Seminole County Emergency Management Stacey Swank, Pinellas County Economic Development Stacy Campbell, FDEM Stefanie Myers, St. Lucie County Housing and Community Services Steve Branham, O'Brien's Response Management Steve Elliot, Elliot Consulting Steve Lewis, Fortegra Financial Steve Smith, Collier County Government Steven Hartsook, The Salvation Army Stewart Stearns, Sarasota County COAD Sue Ellen Smith, Florida State University / Catastrophic Storm Risk Management Center Susan Estler, Panama City Beach CVB Susan MacKenzie, VCHD Susana Mueller, TECO Energy, Inc. Ted Everett, Washington County Chamber of Commerce Teresa Newsome, EREC Terry Cullen, Florida Department of Law Enforcement Thomas Hornsby, MOSH Tim Shipman, Delhaize America LLC Timothy Bonneau, Doubletree by Hilton Orlando at Seaworld Tina Quick, FDEM Tom Cisco, Madison County Emergency Management Tom Linley, Volunteer Florida Tom Serio, Verizon Wireless Traci Hochhalter, Nassau County Emergency Management Tracy Moffett, Keystone Coast Tracy Shelton, Verizon Wireless 41

Troy Harper, Flagler County Emergency Management Troy Willrick, Daytona International Speedway Veronica Taylor, The Patterson Foundation Victor Cullars, RCC Consultants Inc. Vincent Soto, VCHD Vincent Torres, Corporate Security / Emergency Operations W. Rocky Norris, Volusia County Sheriff's Office Walter Cornell, Community Coordinated Care for Children Wayne Harris, Crestview Chamber of Commerce Wayne Sallade, Charlotte County EM Director Wendy Spencer, Governor's Commission on Volunteerism & Community Service - Volunteer Florida William Roberts, Taylor County Board of County Commissioners William Tillard, Daytona state college Woody Bollinger, Washington County EOC Yaisy Gonzalez, Crowley Logistics Inc.

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