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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?

6. How do I map private sector capacities and resources?
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<<WHY IT'S IMPORTANT>>

 

Private sector actors can make critical contributions to the national response to a disaster or emergency. While government or UN bodies typically conduct the core coordination of disaster response, and recovery efforts, national and global private sector actors can contribute critical expertise and resources.

 

At the start of a crisis, many actors and contingency plans are being activated and it can often be difficult to organize and transport the necessary resources and supplies for the response quickly. If you have mapped the resources and capacities of your members before an emergency occurs, your network will be able to quickly mobilize private sector actors to support the official response.

 

For more information on the private sector and member networks' roles, please refer to Chapter 1, Question 3.

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<<GATHERING MEMBER INFORMATION>>

 

Key information to gather:

  • Organization details: company name, company type, head office location, industry/field of activities, regions of operation in country, email and telephone information

  • Personal details of key contact individual: first and last name, job title, mobile phone number, landline number, email, office location

  • Committed resources: type of contribution available (product, infrastructure, expertise, personnel), industry group/sector of resource, amount of resource, specific location of the resource, time it would take to make that resource available in an emergency, any conditions of use

 

While gathering this information, the network can take the opportunity to gather information about the member's activities and areas of interest. For example:

  • Which industry sectors are they interested in?

  • What context of engagement is their focus (natural disasters, displacement)?

  • What type of activities do they current conduct in the different stages of disaster risk management?

  • Does the company have a Business Continuity Plan in place?

  • Does the company conduct disaster readiness trainings for its employees?

 

Key considerations when working with this information are:

  • Companies will likely require assurances of the security of this information. Given that competitors and government actors are typically also members of CBi networks, be careful to keep companies’ information strictly confidential

  • Make sure these are resources that members are prepared to commit in an emergency. Preparing a long-term agreement with the member in advance can help define and codify this commitment

  • Make sure members are prepared and able to make these resources available quickly in the event of a disaster

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<<OPTIONS TO CONDUCT MAPPING>>

 

CBi member networks have utilized a variety of different ways to map their members’ resources and capacities. Approaches include

 

Examples of types of private sector contributions (general and by industry)[9]:

  • General support:

    • Funding

    • In-kind support (employee volunteer time, use of office space or buildings in affected areas)

  • Construction/supply companies:

    • Lumber, plastic sheeting, other building materials, specialized equipment to remove debris, earthmovers to create or reinforce levees, advice to volunteers on safety procedures

  • Hotels:

    • Emergency shelter, emergency food services

  • Retail:

    • Assist with the transport and distribution of food, water, ice, and other essential items

  • Telecoms:

    • Free use of mobile or phone services to first responders

  • Transportation:

    • Transport of emergency food and water, clothing, building materials, and other commodities

    • Use of shipping points

    • Use of vehicles

    • Use of storage facilities

  • Universities:

    • Organize volunteers, provide training for emergency personnel and public officials, provide public education on hazards and appropriate mitigation measures, provide job counseling for those left unemployed

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In the future, CBi may make available online mapping tools for its member networks to use.

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<<SUPPORTING MATERIAL>>

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Company Resource Mapping template (Madagascar)

 

[9] FEMA Training: Disasters and the Private Sector

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