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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?

8. What trainings should I develop for my members?
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<<TRAININGS: WHEN TO DEVELOP VS. WHEN TO ADAPT>>

 

One of the primary roles of a private sector network is to help strengthen the resilience of its members, through knowledge sharing, coordination and training.  Depending on the context and the needs of your members there may be a range of relevant trainings that a network should adapt or develop for use in their country. 

 

The first step in collecting a rich set of trainings is to build from existing training materials being developed or used by the UN or other humanitarian actors.  These materials can then be translated to your local language (potentially in partnership with local universities or academic institutions) and adapted to the local context as needed.

 

Some of the key trainings CBi recommends developing for your members include:

  • Preparing your business for emergencies (including, business continuity planning, crisis management, weather pattern recognition, etc.) – See UNDP for examples

  • Building partnerships with humanitarian actors and Government (including tools and tips to build strong and sustainable public-private partnerships) - See UNDP for examples

  • Understanding the disaster management system (including, how to work with the humanitarian clusters, how to ensure your donations are targeted at the identified needs of the most vulnerable communities, how to understand humanitarian information, etc.) – See OCHA for examples

  • Making risk informed investments (including how to access and use hazard and risk data to ensure that your operations are disaster resilient) – See UNDP for examples

  • First responders and emergency operations (including simulation training, search and rescue, needs assessment) – See Red Cross for examples

  • Gender and social inclusion training – See UNDP for examples

 

Examples of best-in-class training materials will be curated and disseminated by CBi in the near future. 

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