Wed Dec 08, 1999 11:59:07 AM: Avagene Moore: Welcome to the EIIP Virtual Library! Wed Dec 08, 1999 11:59:17 AM: Avagene Moore: Before we introduce our speaker, we have a little housekeeping to get out of the way. Wed Dec 08, 1999 11:59:28 AM: Avagene Moore: For any newcomers to the Virtual Forum, any URLs that may be used in today's discussion become live links. For example, our speaker represents Contingency Management Consulting; the Web site can be viewed at http://www.businesscontinuity.com/ . Wed Dec 08, 1999 11:59:39 AM: Avagene Moore: If you click on any live link in the chat window, it will come up in your browser window. The first one may cause your chat screen to disappear; simply click on the EIIP bar at the bottom of your computer screen to bring the chat screen to the front. Wed Dec 08, 1999 11:59:52 AM: Avagene Moore: Please do not send Direct Messages to the Speaker or Moderator during the formal part of the session. This is very distracting to the flow of the presentation. Avagene Moore: I will give instructions for Q&A after John's presentation. Avagene Moore: We are pleased to have our Speaker today. He is with us for the second time; he conducted a Round Table discussion for us a few months ago --- we appreciate his willingness to be with us again. Avagene Moore: John Laye is a Certified Management Consultant whose practice is exclusively in training managers in contingency management and business restoration. Avagene Moore: For the past 12 years he has been president and principal consultant for Contingency Management Consulting. His goal is to reduce the impacts on people by preparing organizations for disasters. His policies include donating part of his company's work to government and not-for-profit organizations. Avagene Moore: He took part in the development of the Integrated Emergency Management and Multi-Hazard Planning courses at the FEMA's Emergency Management Institute (EMI). He conducts a Strategic Planning and Implementation course certifying emergency managers in the Business and Management Department, University of California Extension, and a Public Policy class at the EMI. Avagene Moore: John was the business sector representative when the International Association of Emergency Managers (IAEM, was NCCEM at the time) developed its certification program, and is Past-Chair of the IAEM Business and Industry Committee. Past president of the California Emergency Services Association, he is now Business and Industry editor of that group's publication. Avagene Moore: A frequent speaker at executive seminars and for professional associations, he was elected a CMC by the Institute of Management Consultants in 1990. In February, 1993 he presented a paper on emergency preparedness at the Security Asia conference. Avagene Moore: Published in numerous professional journals and publications, Laye also provides expert witness and forensic consulting services. In the past five years alone, his clients' programs have received a pair of California Emergency Services Association awards, a commendation from the Director of FEMA Region IX, the Governor's Award from the Office of Emergency Services, and two awards from the National Council on Emergency Management, now IAEM. Avagene Moore: Laye holds an M.S. degree in Systems Management (Logistics) from the University of Southern California, a B.A. in Political Science (International Relations) from the Naval Postgraduate School and an A.A.in Police Science from L.A. City College. Avagene Moore: From John's background, his experiences and expertise enable him to view the business of emergency/disaster management from a very broad perspective. I believe you will find his reasoning for including the private sector in community planning and training most interesting and the basis for a stimulating discussion. Avagene Moore: Please help me welcome John E. Laye, CMC, President, Contingency Management Consultants. John, we are glad to have you back with us. I turn the floor to you now. John Laye: Thank you, Avagene. Thanks especially for such a great intro! John Laye: This is about public-private interfaces. John Laye: More than a year after FEMA Director James Lee Witt announced the need for public-private partnerships with articles published in the major professional journals, John Laye: the intensity of implementation activity at local levels is causing -- John Laye: a deafening silence. John Laye: This, despite the economic lessons of hurricanes Andrew at Homestead Florida and Iniki at Kauai, HI. John Laye: Piled on top of those were the broad spectrum of community damages in John Laye: Japan's Great Hanshin earthquake and the Northridge CA quake. John Laye: Intermixed with them was the Great Falls flood and its compelling John Laye: photographs of a devastated central business district. John Laye: Perhaps we need more clarity on Why We Are Here. John Laye: After almost twelve years of teaching emergency response management at John Laye: the California Specialized Training Institute, then at John Laye: the Emergency Management Institute, we saw a Short-term Recovery exercise added John Laye: to EMI's flagship offering, the Integrated Emergency Management Course (IEMC). John Laye: PROGRESS !! John Laye: --But is it really? John Laye: When I look over the course rosters and stand up to talk about John Laye: public policy issues, there is disappointment and a little John Laye: frustration. John Laye: First, because the private sector is seldom represented. John Laye: When it is, the representatives come from quasi- governmental John Laye: infrastructure operators or first- or second-responders. John Laye: Next, the senior governmental professionals and their elected counterparts John Laye: look stunned at the challenge, John Laye: "Don't you PLAN to recover? John Laye: Where is your private sector?" John Laye: Fellow professionals, Why ARE we here? John Laye: We long ago recognized that we can not manage major responses with, John Laye: "Business as Usual, Just More of The Same." John Laye: In fact, that's a major reason for the Integrated Emergency Management Course (IEMC). John Laye: Haven't we also begun to think beyond short-term recovery issues John Laye: that are mostly infrastructure restoration? John Laye: Some have. John Laye: A year ago last summer, EMI added another week-long course John Laye: -- IEMC Mitigation and Recovery. John Laye: But the private sector -- the economic drivers John Laye: that provide our communities' vital signs John Laye: they are still not in sight when as the John Laye: new classes sit down on Monday mornings. John Laye: Let me guess what some might be thinking. John Laye: :"Inviting 'Them' would be a gift of public funds. John Laye: :"It's not a government responsibility, if they're so John Laye: under-insured they can't recover without my help." John Laye: "Rules are rules. Those _____ just want access to make more profit." John Laye: Some facts might be help focus this discussion beyond the short-term. John Laye: 1. Three studies produced pretty good statistics about John Laye: going out of business after disasters. John Laye: The U of Texas - IBM one said 43% never reopen. John Laye: At the World Trade Center 35% never reopened. John Laye: And at Oklahoma City it was 52%. John Laye: 2. After the Loma Prieta earthquake, California's tourist industry John Laye: ($52 billions, conservatively estimated), was intensely impacted. John Laye: Skip the study. I was there. John Laye: 3. Our economy has a 4.1 unemployment rate. John Laye: That is far below the 6% formerly regarded as the full employment floor. John Laye: In real-world terms, that means when we can not keep our local workforce employed, John Laye: (most of whom are now knowledge workers with eminently mobile skill sets) John Laye: they have only to lift the phone or John Laye: scan the net -- and they're gone. John Laye: 4. Seattle's WTO debacle notwithstanding, we ARE in a global economy. John Laye: That means the Boards of Directors setting strategy for local companies are often John Laye: far removed from the plant or offices that are too slow to reopen. John Laye: They are responsible to their investors, and can move an operation to another state or continent. John Laye: "...move an operation..." means $ _____ payrolls (fill in the blank for your community) are lost, John Laye: which usually results in 3 x direct payroll in local goods and services sales lost John Laye: that were supported by those payrolls John Laye: How to become very, very unpopular? John Laye: Think like this: John Laye: : "Inviting 'Them' would be a gift of public funds." John Laye: : "It's not a government responsibility, if they're under- insured..." John Laye: : "Rules are rules. They can get access when it's safe for everyone." John Laye: 6. Great Falls understood. John Laye: ]One of the first things they restored was their school system. John Laye: That was WAY up there on their priority list. John Laye: Why do you think that was? John Laye: One of the next things was their theatre and its dance troupe. John Laye: Same question. John Laye: Do we have any examples of public-private coordination and joint planning that stood John Laye: the test of major real-world events (and John Laye: eliminated the "...very, very unpopular." risk to local emergency managers and their programs? John Laye: We do. John Laye: I did not understand the importance of these issues by myself. John Laye: I am indebted to several local emergency managers whose experiences let them see the light. John Laye: I am also indebted to some economists in the U.S. and Europe who share their knowledge and research. John Laye: And also to educators like John McKay and Al Fluman at FEMA's Emergency Management Institute. John Laye: And to Avagene Moore for providing this Forum. John Laye: Most of all, we are all indebted to James Lee Witt, for his foresight and leadership. John Laye: Would you like to explore and discuss these issues now? Avagene Moore: Thank you, John. Audience, if you have a question or comment, please submit a question mark (?) to the chat screen. Compose your questions/remark but hold it until you are recognized. Then send your question to the screen. Questions will be taken in the order they are submitted. David Crews: ? Avagene Moore: First question of John, please. Avagene Moore: David, please. Claire Rubin: ? Bob Swan: ? David Crews: One of the problems is the people who control the resources the governing bodies. They are hard to get in the loop.. ray pena: ? John Laye: You are right. There are some strategies and tactics that have worked. John Laye: Are Larry Olson and Cecil Williams aboard? Avagene Moore: Claire, your question, please. Claire Rubin: When you have a chance would you give me citations for the 3 studies you mentioned re failure rates of business. John Laye: They pulled it off, and I hesitate to speak in the presence of "those who know". John Laye: Well, here's what I know. John Laye: Something has to bring it home that the issue John Laye: is something more than "nice to have", or "quality of life.". John Laye: It's survival. A video of Homestead or Great Falls can be pretty compelling. Short. Burt Wallrich: ? Avagene Moore: John, can you put up your email address for Claire, please? John Laye: Sure. johnlaye@home.com Avagene Moore: Bob, you are next. Bob Swan: I see this as a major flaw in all community debris management planning. Emphasis is placed on debris clearance from public facilities and not key private facilities. We are approaching this situation as a Project Impact participating firm. John Laye: Re: the video. I just did one for a bank's sr. mgt. Avagene Moore: Ray, your question. Bob Swan: We are presenting one day seminars to both government and private sector planners. ray pena: An observation really – emergency managers out there not working with local businesses are not doing their jobs. There is no excuse for not doing it, particularly for those of us in larger communities. Ignorance is not an excuse - check out the Disaster Recovery Journal (www.drj.com) and you will likely find a business recovery group near you. Failing that, contact your local chamber of commerce, or contact businesses directly and offer to help them, free. John Laye: Hinsdale - World Trade Ctr. - 1st Interstate Fire. It runs 8 mins. John Laye: Good advice. Bob Swan: ? Avagene Moore: Burt, you are next. Burt Wallrich: There has been a parallel problem of getting emergency management types to recognize the importance of including the not- for-profit human service organizations in disaster planning and recovery. In some places, including Los Angeles City and County, that is not far advanced. For example, our local VOAD is included in city and county functional exercises. Burt Wallrich: Correction: that is Avagene Moore: ? Burt Wallrich: FAR advanced David Crews: ? John Laye: Sounds like L.A. is ahead of a lot of us. Avagene Moore: Bob, you are next. Bob Swan: Do private sector firms look outside their own fence to see what the community is planning? All of the current teaching at EMI is that private sector firms take care of themselves through insurance and their own contingency planning. John Laye: First part -- yes, if they are given some good reason to. I(I can expand on this if you like) Bob Swan: ? Bob Swan: yes John Laye: 2nd part -- Not true. Some THINK they are covered, but the insurance industry's figures indicate about 10-20% of the real losses get compensated. Avagene Moore: If the fact that so many businesses do not survive doesn't convince communities to plan and train with the private sector, what in your opinion will change our thinking? Is our problem a traditional mindset or what? leslie little HELPU: ? John Laye: Yep. Pogo (Walt Kelly) said it first: "We have met the enemy, and he is us." John Laye: We need to look at the data, and get outside our traditional box. Avagene Moore: Solution? John Laye: When we look at the data... Avagene Moore: David, please. Bob Swan: Business recovery can be slowed or even stopped based on cleanup priorities. Who in the community should take the lead ? Emergency planners, Chamber of Commerce ??? David Crews: Leadership of the governing bodies in the community where I was a local EM was always a challenge. I knew where the resources were for planning but had a hard time getting the people in authority to release those assets. This is particularly true when corporate headquarters is remote from the community. Also the background and experience of the elected officials were many time a handicapper. John Laye: It often takes a shock. But a good substitute is showing what happened elsewhere that parallels the local situation. Avagene Moore: (Thanks, John, sorry if I didn't give you time to complete your response.) Bob Swan: ? Avagene Moore: Bob Swan threw in a question, John, about who should take the lead. Bob Swan: Do you think that some type of documentation directed to the business community and followed up by training? John Laye: The leadership issue is not simple. More often the lessons of Integrated Emergency Management work. John Laye: That is, it needs to be a joint (or at least agree-upon) decision. On the fly. Amy Sebring: ? Avagene Moore: (Hold on, Bob. Wait until you are recognized again, please.) Bob Swan: OK Avagene Moore: Leslie, your question, please. John Laye: Re: the documentation + training question -- Yes! John Laye: Especially if you can offer them something they need. leslie little HELPU: Thanks. We have found that many times the disabled populations views and concerns for recovery are not taken seriously. Many businesses that had formerly been employers for the disabled populations never reopen thus putting the disabled back into the role of needing public assistance. How do you address this issue? John Laye: Like basic Emergency Response Team training John Laye: Leslie - that is a very serious issue to me, personally. John Laye: There are some basic truths. 1. None of us who are disabled want the world to look any closer and start thinking of ways to exclude us. John Laye: 2. It's tougher to get employed than to stay employed. John Laye: If they can be approached, they should see the old "enlightened self-interest", and become planning and training advocates. John Laye: In some cases, they can bridge the public-private gap -- insiders in both orgs. Avagene Moore: Amy, you are next. Amy Sebring: Have there been any successes from Project Impact which focused on involving private sector. Mostly I have heard about hardware stores and the like, businesses that have something to sell. Avagene Moore: (Input ? if you wish to ask a question of John.) John Laye: Enlightened self-interest in the case of hardware stores. Here's another angle... Bob Swan: ? John Laye: Think of a list of things local gov't can offer local corporations: I'll start -- fire extinguisher training. Avagene Moore: ? Amy Sebring: ? Roger Kershaw: ? John Laye: V. quiet out there. Add: ICS for EOC training. Avagene Moore: Can you name a specific Project Impact case study for Amy? John Laye: Avagene: who's up? Avagene Moore: I wasn't sure you were through or had answered Amy's question. Avagene Moore: Bob is next. John Laye: Nope. But I can give you two people who have established local private-public coord. groups. Bob Swan: Who would you contact in a private firm to coordinate and integrate community emergency response and recovery planning?? John Laye: Cecil Williams -- E.M. Dir. of Milpitas CA John Laye: Larry Olson, now with S. Mateo County try: j3cubolson@aol.com Avagene Moore: Since money for planning and training are issues for joint efforts, how do communities justify the money? Do they share resources in some cases? John Laye: Bob - There is no uniformity on who is carrying the responsibility. Often Facilities VP. Often Security. John Laye: Avagene - John Laye: The local groups become self-funding after the gov't seed $. All corps have $ they MUST give away per budget period. Avagene Moore: Sounds good to me. Amy your question, please. Amy Sebring: I would like to respond to Ray's earlier comment about EM's not doing their jobs. They can be overwhelmed with the sheer magnitude of things that are supposed to be their job, and usually inadequate staff. To move this up on the "Do List" will most likely need the active involvement of somebody from the private sector. Avagene Moore: Roger, you are next. Roger Kershaw: Why say fire extinguisher training, we do that routinely....as well as other types of emergency training in our community, including planning and yes ICS system too? David Crews: ? John Laye: Good! You have found something they need and want. Jon Kavanagh: ! Avagene Moore: David, please. David Crews: The EMI course you mentioned is a good start. Is there anything else addressing the leadership issues? John Laye: David - Yes, though I hesitate. It's the U. of Calif. Extension (Berkeley) strategic planning course. Avagene Moore: Jon Kavanaugh, we have time for one final comment. Jon Kavanagh: I think a key is to let the community know that opportunities for training are out there. Why can't non-Project Impact communities have well-established partnerships?... John Laye: Several do have them. Jon Kavanagh: Classes like the "Disaster Resistant Jobs" and the like are helpful. But, people need to know that there are agencies/people who can help them, or show them that there is a need for help. John Laye: We should probably investigate what mix works best. Avagene Moore: Our time is about up. John, thank you for your presentation. Audience, thank you for participating today. If John can hang on for a few minutes, we can all thank him personally after we adjourn. ... John Laye: Make that mixES. Avagene Moore: Amy, will you please give us our Upcoming Events for next week, please? Amy Sebring: Thanks Avagene. Next week our Round Table features a fairly recent partner, the Marasco Newton Group Ltd., represented by Kim Fletcher, to talk about emergency management and Alternative Dispute Resolution. Amy Sebring: Next Wed. is our final program for 1999 and we will resume the first week of January. The session will be devoted to a group discussion about planning, Theory vs. Reality. Discussion questions will be posted in advance. Amy Sebring: We had 3 new pledges come in since yesterday! Denis Lauzon, Diane Merten, and John Houpt II. That brings us up to 105. Amy Sebring: //bell http://www.emforum.org/pledge.wav Thanks Denis, Diane and John!! Amy Sebring: For those of you who came to the Tech Arena session on TeamWave, the final version of Workplace 4.3 is now available. Amy Sebring: Ok, that's it Avagene. Avagene Moore: Thanks, Amy. John, closing remarks? John Laye: My pleasure. Thank you for this opportunity. Avagene Moore: The Virtual Library is officially adjourned for December 8, 1999.