A city emergency management agency and a construction company have formed a public-private partnership.

1. A city emergency management agency and a construction company have formed a public-private partnership. The construction company has provided the city with heavy machinery for hurricane and storm clean-up efforts over the years. However, the city does not know the full extent of machinery available to them in an emergency. How could this partnership be more successful? A. The partnership can devote a full-time staff member to the partnership B. The partners can form a database of resources from the construction company available for the city C. The construction company can devote some machinery only for use in emergencies D. The city can ask additional construction companies to join the partnership2. A public-private partnership is creating a database of all resources available to the partnership. What is the best way thispartnership can approach this resource sharing activity? A. Only one partner should control and create the database, in order to avoid confusion. B. Partners should be encouraged to list in the database only physical resources they can commit in an emergency. C. The public agency should force the private sector to contribute to the resource database. D. The partnership should create a formal resource sharing plan, which establishes who has access to the database, and what is included in it.3. The ultimate motivator for the public and private sector to engage in public-private partnerships is: A. The benefit the community receives from unified emergency preparation, response, and mitigation B. Financial incentives for partners C. Access to partners' resources D. A seat at the table when forming emergency management policy4. Fill in the blank: Formal information sharing between partners, such as private sector liaisons, ________. A. Can help a partnership evolve, strengthen, and better respond to incidents. B. Can only be considered formal when FEMA is directly involved. C. Are unnecessary when a relationship between partners has already been established. D. Are always more effective and useful than informal information sharing methods.5. Which of the following national response and recovery policies contains emergency management guidance for the private sector? A. National Response Framework (NRF) B. National Infrastructure Protection Plan (NIPP) C. National Incident Management System (NIMS) D. All of the above6. The value proposition does NOT serve to: A. Improve partner engagement B. Clarify the common mission C. Discuss any potential changes to the mission D. Establish who is in charge of the partnership7. Which of the following is the best way to define thevalue of a public-private partnership? A. The benefit of the partnership to FEMA B. The degree to which the partnership is sustainable C. The benefit of the partnership minus the cost to allpartners D. How effective the partnership is at responding to emergencies8. Which of the following actions do the national response and recovery policies (National Response Framework, National Infrastructure Protection Plan, National Incident Management System) NOT provide guidance on? A. How to work with the private sector to prioritize critical infrastructure B. How to form a unified approach to emergency management C. How the public and private sector can take a proactive approach to forming partnerships D. How to convince the private sector to contribute to partnerships financially9. FEMA aims to foster a 'whole community' approach to emergency management because FEMA recognizes that: A. Working with the private sector can strengthen the resilience of the community and help it better prepare for, protect against, respondto, recover from, and mitigate against disasters B. The public sector does not have any physical resources that can be used when preparing for or responding to disasters C. The private sector needs to be educated about how to prepare for and mitigate the effects of disasters D. Private businesses and organizations are widely unprepared for disasters10. How can public-private partnerships engage in preparedness in order to improve response to, recovery from, and mitigation of futureincidents? A. Work together to provide relief to disaster victims B. Allow the private sector to have a seat in the EOC C. Communicate the value proposition D. Conduct joint training and exercises11. In a flood-prone region, a partnership exists between public organizations, emergency management agencies, and private businesses which help local businesses prepare, mitigate, and respond to flooding. You are an emergency management professional at a local pharmaceuticals company, and you want to motivate other leaders in your company to join the partnership, even though you already have a robust emergency plan in place. How would you frame the benefit of joining the partnership to your company? A. Your company could help restore services to the general public. B. Your company could gain access to information and accurate and timely situation reports. C. Your company could gain financial assistance when disaster strikes. D. Your company could gain assistance in writing a joint emergency plan with the local emergency management agency.12. In order to be successful, all public-private partnerships should be: A. Able to support partnership efforts through funding, facilities, and other resources B. Open for any public or private partner to become a member C. Staffed by a full-time employee from both the private and public sector D. Prepared to respond to any emergencies in their geographic area13. Which of the following statements about public-private partnerships is NOT true? A. Public-private partnerships are based on the unique needs and capabilities of each partner B. Public-private partnerships can be used to address resource challenges C. Public-private partnerships are always formed to address a specific incident D. Public-private partnerships are not the best approach for every situation14. A public-private partnership is best defined as: A. A collaborative relationship built on the needs and capabilities of the public and private sectors, and the two-way communication between those sectors B. A relationship in which the private sector has a representative in the state, local or regional Emergency Operations Center (EOC) C. A relationship in which the public and private sector train together D. A relationship in which the public sector can dictate the private sector's actions during an emergency15. Which of the following actions does NOT explain how FEMA works to build whole community approach to emergency management? A. Soliciting information and input on emergency preparedness,response and mitigation from the private sector and general public B. Engaging in public-private partnerships C. Coordinating disaster response plans with state and local governments D. Dictating a uniform set of preparedness standards for all local communities16. Which of the following activities directly support the nation's emergency management system of preparedness, protection, mitigation, response, and recovery? A. A bank and a local emergency management agency partner to provide mobile ATMs to hurricane victims. B. All of the businesses and public agencies in the historic district of a city coordinate and practice earthquake evacuation procedures. C. Local businesses sign up to be on a distribution list that sends out situation reports run by the city emergency management agency. D. All of the above.