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CHAPTER 4: DETERMINE INITIAL ACTIVITIES

Private sector networks worldwide conduct a wide variety of activities and programs for disaster risk reduction, emergency preparedness, response, and recovery. These activities are of varying importance in different contexts. However, there are a set of core activities we recommend all networks consider at the beginning of creating a network to ensure early success. Networks should continue to update and refine these activities on an ongoing basis to maintain their success.

 

Constructing the network's work plans and National Action Plans, gaining inclusion in key coordination bodies, and prioritizing needs correctly are all critical to cement your future activities.

 

The resources in this chapter will help you answer the following questions

  1. How do I prioritize the needs I identified in Step 2 into a set of initial programmatic priorities?

  2. How do I construct a first-year work plan for the network and how do I measure success?

Considering the key needs in your context and your capacity, answer the following:​

  1. How do I assess my members' resilience and disaster preparedness?

  2. How do I gain inclusion in the national disaster management structure?

  3. Why do I need a National Action Plan and how do I develop one?

  4. How do I map private sector capacities and resources?

  5. How do I track private sector contributions to emergencies?

  6. What trainings should I develop for my members?

  7. How do I develop my communication strategy?

1. How do I prioritize the needs I identified in Step 2 into a set of initial programmatic priorities?
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<<PRIORITIZING NEEDS>>

 

Once you have a clear view of the existing gaps and needs in your particular country, the next step is prioritizing them into a set of initial programmatic priorities, and identifying any potential partners to work with to achieve them. It may be helpful to review the list of network activities in Chapter 1. 

 

Selection of initial programmatic priorities should be informed by the following questions:

  • What are the key needs in your context, and which are the most urgent or most highly sought after by your members?

  • What key activities or resources will provide the greatest initial value for members and encourage them to participate in the future (for example, what will demonstrate the value proof)?

  • Who are the other stakeholders working on similar or relevant topics who might be partners to help conduct those activities?

  • Which of these key needs are you or your members best positioned to address, either through your current resources and/or capabilities or through partnerships?

  • Are there particular programming areas that provide clear and easy points of entry and engagement for members, and which lead members can drive activities in these areas?

  • What outside experts can be brought in to provide additional resources?

  • What activities would contribute to long-term sustainability or provide funding opportunities?

 

Finally, as you select your initial set of activities, we recommend that one key initial priority for a new or emerging network be to improve specific company and employee resilience to a certain degree before shifting to broader social or societal response activities, given that strong and resilient companies are a major contributor to overall societal resilience.

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