Red Cross research shows that every $1 invested in preparedness yields $6 in times of disaster.
One weakness with the government is the lack of information within and outside about level of preparedness and enhancements to preparedness due to lack of standardized metrics and measures.
LeadershipCurrently there is no constituency for emergency management, which was referred to by a participant as a 'policy without a public.' While most people in the Bay Area agree that disaster preparedness is important, it is not an issue that is at the top of the lists of politicians.
All agreed that the media is an important constituent in any initiative on preparedness and resiliency. George Sullivan, an expert in disaster preparedness for the American Red Cross says, “A lot of people write an emergency response plan based on something happened to someone else.” If you don’t know what hazards you face, call the American Red Cross which can help you assess risk.
Further, many participants felt that having a common framework and definition of disaster preparedness, and a common metric to assess preparedness and delineate gaps could stimulate funding and collaboration.
It was agreed that at the current time, no one could speak to the level of resiliency or preparedness in any community in the United States as there are no common tools or metrics. In addition there were representatives from various city governments and national disaster preparedness organizations and emergency preparedness accreditation organizations (see Participant List). It is clear that there needs to be a realistic and achievable strategy for incorporating faith communities in any local disaster preparedness initiative. Further, recent research has suggested that only 33% of Bay Area businesses have a business continuity plan, fewer have plans to assess and ensure employee well-being, and almost none have concrete plans or partnerships to participate in community recovery. Several participants felt that messaging around disaster preparedness could be made more positive by focusing on community resiliency and economic development. However, it was also clear that many felt that the Bay Area was more prepared than other regions in the country due to frequent natural disaster exposure and experience in responding to those incidents.Richard Eisner, Regional Administrator, Southern Region Branch of the Governor's Office of Emergency Services, reflected on his career and experience in hazards management. He reiterated the critical importance of local preparedness and spoke to the effectiveness of various models of community participation in disaster planning that had emerged in the past and dissolved due to the lack of funding and political will.


This entry was posted in Useful Tips and tagged American Red Cross, Emergency management, Preparedness by John H. MessagingCurrent emergency management messaging focuses on the negative, or advocating preparedness, in order to prevent negative results such as the loss of property or life.
Measurement and MetricsThe lack of available and accurate data contributes to inefficient and unsuccessful planning.
Kathleen Tierney, Director of the Natural Hazards Center at the University of Colorado, formally opened the conference by reviewing the results of the previous day's discussions among the most prominent academics on disaster preparedness and management . While it was agreed that there is a great deal of activity and thinking around disaster preparedness, different stakeholders often have limited visibility to the activities of others. The conference was sponsored by the Hewlett Foundation, The San Francisco Foundation and PG&E as an initial component of a project that seeks to provide an objective, third-party view of the landscape of disaster preparedness.
He cited this conference and other initiatives under the aegis of Northern California Grantmakers, The San Francisco Foundation and the United Way, which are all directed at gaining knowledge about gaps in disaster preparedness so that philanthropy can focus on addressing these gaps before a disaster, and also understand how to best use resources immediately after a disaster. EMAP starts with a self-assessment online which is followed by an on-site visit from five assessors who conduct a week-long review and audit of disaster preparedness plans and then make recommendations. Tierney concluded her presentation by providing a framework for measuring disaster preparedness that could be used across sectors and levels of analysis with existing indicators and instruments and included eight dimensions.
IntroductionThe intent of Assessing Disaster Preparedness was to have an honest and open dialogue with key stakeholders across different sectors about the level of preparedness in the Bay Area to respond to a major natural hazard such as an earthquake. The discussion began with presentations by two non-profit organizations, both providing different perspectives on disaster preparedness. Peter Ohtaki, Director of Business Executives for National Security (BENS), spoke to their model of partnerships between the private sector and the government around issues of disaster preparedness and national security. It was agreed that any initiative should include a component that objectively assesses and baselines current levels of preparedness and is able to chart progress from it.


Many in the room felt that emergency management and disaster preparedness were a 'policy without a public', and as a consequence did not get the prominence or importance that they deserved from city or state officials. Among the activities were two reviews of the preparedness metrics literature conducted by Jeannette Sutton and Dr.
It is hoped that this exercise would lead to proposed ways to assess preparedness, so that gaps, if any, can be funded by the philanthropic community prior to the onset of a large-scale disaster.
For example, BAREPP, (Bay Area Regional Earthquake Preparedness Project) existed in various forms between 1983 and 2002. Ana-Marie Jones, Executive Director of Collaborative Agencies Responding to Disasters (CARD), followed with a plea to revisit current messaging and methods around disaster preparedness.
Nonetheless, the group agreed that it was unreasonable to expect the government to be the sole provider of disaster response and recovery services and had mixed views on the level of preparedness and effectiveness of the office of emergency services at the city, region, state and national levels. While many organizations in this sector have begun to create business continuity and disaster preparedness plans, many others have not. Focusing on preparedness for one hazard in lieu of another creates missed opportunities for leveraging investment and optimizing community resiliency.
These reviews summarized existing measures of preparedness at the household level, organization level and community level using both primary and secondary data.



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