business resiliency workshop

CITY OF ANAHEIM PRESENTS

BUSINESS RESILIENCY WORKSHOP AN INTRODUCTION TO BUSINESS EMERGENCY PREPAREDNESS

THURSDAY, OCTOBER 4, 2012

ANAHEIM CONVENTION CENTER

WELCOME

AND THANK YOU FOR ATTENDING

TOM TAIT MAYOR, CITY OF ANAHEIM

BOATLIFT An Untold Tale of 9/11 Resilience

http://youtu.be/18lsxFcDrjo?hd=1

WELCOME

AND THANK YOU FOR ATTENDING

TOM TAIT MAYOR, CITY OF ANAHEIM

BUSINESS RESILIENCE

AND COMMUNITY RESILIENCE

ROBIN K. WHITE, Ph.D. SENIOR MEDIATOR & PROGRAM DIRECTOR MERIDIAN INSTITUTE

Why Community

Resilience is Good

Business

9 Why Community Resilience is Good Business

Community and Regional

Resilience Institute (CARRI)

• Established to – understand resilience

–determine what would help communities be more resilient

–develop system to measure and reward resilience

• Combination of practical community experience, research, and policy relevance

• 3 years intensely examining resilience


Acu

te

Dis

rup

tio

n

a community’s ability to bounce back from social and

economic loss of disaster

Community

Resilience:

10

“Recovery occurs network by network, district by district, not just building by building; it is about reconstructing myriad social relationships embedded in schools, workplaces, childcare arrangements, shops, places of worship, and places of play and recreation.”

— Vale and Campanella

The Resilient City (2005)


Communities who systematically and

continuously improve their resilience:

• Improve quality of daily function and operation

• Provide a more robust environment for economic growth and development

• Are better able to mitigate threats and reduce vulnerabilities

• Recover normal operations more quickly following a disaster

• More effectively understand and manage risks posed by acute and chronic disturbances

Acute Disturbance

Co

mm

un

ity

fun

cti

on

al c

ap

ac

ity

Social and economic

loss

Resilience cost

avoidance

Time

?

?

Response Recovery Low

High

Includes

Chronic

Disturbance


What will Improved Resilience Do for a

Community?

• Transform daily community function to:

– Be competitive – nationally and globally

– Be action-oriented not reactionary

– Create a local culture of resilience

• In a crisis:

– Minimize disruption

– Help ensure rapid and opportunistic recovery, with little loss of economic or social value

– Reduce reliance on limited federal resources

– Enhance the investments of private business and non-government resources

• Add value by:

– Increasing the confidence of business and industry to locate in the community

– Reducing the community’s risk profile, demonstrating better risk management to insurers

– Increasing lender confidence, encouraging a more robust local economic environment

– Improving the economic stability, vitality, and growth of the community


What Helps Communities Improve Their

Resilience?

• An understanding of what community resilience means

• A way to measure where the community stands on a scale of resilience

• Tools and processes that help the community reach a more resilient state; and

• Tangible rewards for their efforts

The CRS helps communities systematically and continuously make

resilience improvements that can enhance daily function and make

recovery more rapid and more certain


• A knowledge base of

– What community resilience is

– What makes communities more resilient

– Tools to help communities assess their resilience

– Resources to help communities take action to become more resilient

• A process for helping communities use the knowledge base to become more resilient

• A web-based set of tools and resources to make the process and knowledge base available to a wide array of communities

– Flexible and Simple, easy to move around

– Web accessible (not downloaded)

– Guided and Direct Navigation

• A SIMPLE way to find information

• Help, email, collaboration area, and support features available on every page

What is the Community Resilience

System (CRS)?


The CRS…

• Takes a Whole Community approach in establishing a “Resilience Leadership Team”

• Contains a powerful assessment module that

– assesses risks,

– catalogues capacity,

– discovers vulnerability,

– identifies recovery resources and

– suggests actions

• Assists the community in creating a recovery vision and resilience goals

• Uses assessment results and suggested actions to create an action plan

• Helps the community leaders communicate with the full fabric of the community

Community Resilience System

Successful

Practices

Guidance

Documents

Rewards

Checklists

Intellectual

Framework

Data Sets

and

Databases

Software

Tools

Processes

and

Procedures

Planning

Templates


CRS Interactive Guidance

CRS Guidance Panel

Resources to

help you in the

CRS

What you have submitted in the CRS


Examples of Internal Resources

• Research360 – web-based GIS solution

• Aidmatrix

• 72hours.org

• Personal Recovery Concepts


Examples of External Resources


Anaheim is one of 8 Communities

Participating in CRS Pilots

• CRS Pilot in 8 Leading Communities

– Annapolis/Anne Arundel County, MD

– Anaheim, CA

– Charleston/Tri-County Area, SC

– Gadsden, AL

– Greenwich, CT

– Mississippi Gulf Coast

– Mt. Juliet, TN

– St Louis, MO

• Community opportunity for early action

• Carried out in conjunction with Mayor Tait’s Office, Hi Neighbor! Campaign

Credit: Ray_from_LA


Why should Business Care about

Community Resilience?

Unless both sides work together, nobody’s moving forward!

Who controls how your business will fare if….

• …a major supplier goes out of business?

• …you have to activate your BCP? Have you discussed its bases with those outside your company you rely on?

• …the retail district on State College was disrupted; how would your business be affected?

• …the local tourist industry were affected as a result of a labor strike? How would your business be affected?

• …a terrorist incident with a dirty bomb affects local tourism?

• …the supply chain for your local grocery stores or your company’s goods and services was shut down? How would your business or neighborhood compensate?


Issues for Recovery

• Post-disaster, small businesses face limited:

– Timely access to capital

– Constrained workforce options

– Poor access to Technical assistance resources

– Inadequate Insurance options

– Diminished or displaced Customer base

• Assumption that there are significant federal resources to help with business recovery

• Greater burden on local level for disasters with non-Presidential disaster declarations


Business Resilience

Actions taken by Local

Businesses

Actions taken by Community to

strengthen general economic

recovery

Like the pushme-pullyou, BOTH are necessary for business recovery

and resilience

• Communities that prepare to recover as deliberately as they prepare to respond, recover much more rapidly and effectively

• Business preparedness alone does not guarantee successful recovery following a disaster

• Where the business sector is involved and engaged with government in preparedness, mitigation, risk management, and recovery planning before a disaster, recovery is more effective


Resilient Business Practices

• Recognizes the inherent connection between the success of their business and the resilience of the larger community

• Plans ahead and take advantage of the resources to help with business continuity and recovery

• Understands and manages its business dependencies and interdependencies (e.g., you can’t re-open if your suppliers are wiped out or your employees can’t return due to lack of housing or childcare)

• Works with community partners to identify post-disaster sources of capital before the crisis

• Has a CRISIS communication plan for employees AND customers

• Plans appropriate balance of insurance, financing, and government aid to support business recovery and resumption and understands option before crisis

• Understands and manages risks

Community Direct Costs •Repair/replace Damaged Public

Infrastructure

•Repair/replace Damaged Public and

Private Buildings

•Loss of Direct Business and Economic

Activity

•Health and Medical costs

•Emergency Management services

Community Indirect Costs •Paperwork and Administrative Time

•Lost Economic Production

•Lost Economic Productivity (worker distraction)

•Replacement Worker Costs

•Training Costs

•Loss of Skill/Efficiency of Work Force

•Loss of Community Morale (Psycho-social) Impacts

•Legal issues and costs

•Lost Opportunity Costs

Think Ahead about the TOTAL

Cost of Loss to your

Business AND your

Community

Business Direct Costs •Building/Equipment

Replacement or Repair

•Medical Expenses

•Lost Wages

•Higher Insurance Premiums

Business Indirect Costs •Lost Production (worker

distraction)

•Data and Information Back up

and Retrieval

•Training (replacement workers)

•Loss of skill/efficiency (slowed

production)

•Paperwork

•Administrative Time

•Loss of Morale

•Legal Issues

•Product Replacement


25

THREE ASPECTS TO A SUCCESSFUL

DISASTER RECOVERY . . .

Cedar Rapids Post Disaster Recovery Planning

Recovery Restoring homes and

infrastructure

Business recovery and

Economic resilience

Saving lives

• National Guard

• First Responders

• Red Cross

• State of California

• FEMA

• Volunteers

• Local Business

• Economic development

organizations

• Commercial banks

• Corporate headquarters

• FEMA/SBA (loans)

• Insurance companies

• FEMA/SBA (loans)

• Congress

• Construction firms

• Developers

Key players

Level of activity

Months after Earthquake/Disaster

0-1 6-18 18-24

Low

High

Low

High

Low

High


26

ECONOMIC RESILIENCE IS ESSENTIAL

FOR BUSINESS RECOVERY

* Cedar Rapids Post- Disaster Recovery

Recovery Restoring homes and

infrastructure

Business recovery and

Economic resilience

Saving lives

• Evacuating vulnerable populations

• Providing urgent medical care

• Providing food, short-term housing

• Business Redevelopment and job

creation

• Providing low-interest loans and

bridge funding for small businesses

• Executing a strong retention program

• Creating incentives for businesses to

stay

• Marketing Anaheim as an attractive

place in which to invest and do

business

• Attracting new companies to replace

those that will leave

• Paying insurance claims

• Providing low-interest mortgages

• Repairing and rebuilding homes

• Repairing critical infrastructure

• Flood control

Relative level of focus

and investment Critical activities

High

Low


• Anaheim has a local plan providing “direction” for Federal, State, Private, & NGO resources and assistance…. Does your business have a plan?

• Determined, focused leadership and teamwork to create a “new normal” from the chaos

• Anaheim’s plan is activated the minute it starts to rebuild the “economic engine” up front

• Housing, schools, infrastructure are vital support systems for economic redevelopment

• You can’t fix it all, everywhere at once – We have to prioritize

Community Business Recovery

and Economic Resilience


Factors Affecting Business

Resiliency

• Resources and Technical Assistance for Business

• Employment assistance, job training

• Business resumption and retention

• Small business assistance

• Changes in market and workforce composition

• Temporary business space

• Temporary onsite Workforce housing

• Enhancements for Economic Resilience

• Business attraction/incentives to replace failed businesses

• Economic diversification

• Identification of most vulnerable industries and priority industries/employers for

recovery

• Tourism renewal

• Marketing/Branding/Messaging


Actions to Support Business Recovery

• Engage the Business Community

• Build Capacity for Economic Recovery

• Understand and Identify Financing

• Plan for Workforce Needs

• Plan for Rebuilding

* per International Economic Development Council (IEDC)


Business Community Engagement

Issue: Need to engage the business community in emergency management issues and disaster preparedness activities

1. Build your economic recovery team (Recovery Support Functions per the National Recovery Framework)

2. Educate local businesses on disaster resilience

3. Identify issues for post-disaster business re-entry and develop tiered system for business re-entry

4. Identify contracting and procurement opportunities for economic recovery services for local businesses


Capacity Building in Economic

Recovery

Issue: Need to build capacity across the economic development support system

1. Collaborate with Chamber/EDO for strategy and location of local assistance/business recovery center

2. Develop a Communication Strategy – backup database of files, emails, cells, communication plan for employees and customers

3. Involve Business Community in Emergency Recovery Operations

4. Develop means of monitoring and understanding post-disaster impacts

5. Develop Economic Recovery Plan


Financing

Issue: Need to identify and organize financial resources to assist in both short and long-term economic recovery

1. Organize capital available for business – Identify all the resources that can be brought to the table

2. Identify local resources for technical assistance to businesses

3. Identify other sources of economic recovery resources and funds for operational financing

4. Consider development of reserve fund or insurance

5. Develop strategy for economic recovery incentives


Workforce Planning

Issue: Need to deal with major issues around the availability and retention of local workforce for business

1. Involve partners and other businesses in solution for workforce housing AND family care

2. Work with local agencies to develop disaster contingency plans with business needs in mind

3. Develop transportation strategy for workforce

4. Develop strategy for transitional/temporary worker utilization in immediate aftermath


Redevelopment

Issue: Need to redevelop business in a way that is more resilient while considering business needs and interests

1. Consider Land use and rebuilding in sensitive areas

2. Examine building codes, building materials for more resilient rebuilding

3. Identify and plan for availability of sources of capital for redevelopment

4. Identify opportunistic improvements that can be made post-disaster


Why Should Business Care about

Resilience: Listen to Hancock Bank

» Gulf Coast Resilience: An American Tale (Video) The Road To Resilience

http://www.road2resilience.org/gulf-coast-resilience-an-american-tale-video/

STATE PERSPECTIVES

ON BUSINESS RESILIENCE

PAT A. DENNEN SOUTHERN REGION ADMINISTRATOR Cal EMA

Cal EMA: A Look Ahead

Pat Dennen, Southern Region Administrator

Mark S. Ghilarducci Secretary, Cal EMA

2012 At a Glance Imperial County Floods and

Earthquakes

Multiple Wildland Fires

Japan Marine Debris

Training and Exercises Public Outreach

Worst Fire Season – Ever?

• Year to date in California:

6,612 fires – 895,543 acres

burned

• Nationally, 48,724 fires,

8,794,482 acres burned

• Ten year average Nationally,

6,656,157 - (2012) 8,794,482

(+ 2,138,325)

Worst Fire Season – Ever?

• North, 3,324 (814,024)

• South, 3,793 (81,519)

• Rush Fire, 315,000

acres

CalEMA 2012 At a Glance

*Challenges*

• New administration

• Ongoing budget concerns

• Pending reorganization

Identity

Crisis….?

Back to Basics

• Increase efficiencies

• Focus on Recovery

• Organize appropriately

o SEMS/ICS

• Operational Readiness

Improved Customer Service

• Simplify grant

guidance/processes

• Better communications

tools

o Web EOC

o Webinars

Strong Partnerships

• MOU’s with Private

Partners

• Business/Utilities

embedded in SOC

• Training

o BUOC Exercise 6/14

BUOC / CalEMA Business Partners

• Bank of America

• Wells Fargo

• Lowe’s

• Home Depot

• California Resiliency

Alliance

• California Utility

Emergency Assoc

• Sears & Kmart

• S.F. Helicopters LLC

• Target

• Wal-Mart Stores Inc

• Gap

• Time Warner

• Grainger

• Direct Relief USA

• California Grocers

Assoc

Build a Culture of Preparedness

CalEMA Southern Region

• REOC under roof & HVAC

renovation

• New employees being hired

and promoted

• Professional development

• Back to the basics

• Administrative reorganization

between operations and

administration & executive

functions

Preparedness Myths:

• If something happens - all I

have to do is call 911

• My insurance policy will take

care of everything

• Good preparedness is too

expensive and complicated

Preparedness Myths:

• Nothing like that could ever

happen here

• All I need is a 72-hour kit with

a flashlight, first aid kit, some

food and water, and a radio

Why should I prepare my business?

• To protect my employees

• Minimize disruption

• Rapid recovery

• Reduce reliance on local,

State and/or Federal

resources

• Government relies on your

business

The Importance of Networking

• CalEMA recognizes the need for communication,

coordination and cooperation among all emergency

management stakeholders in California. Recent disasters

have underscored the critical need for the organized

synchronized exchange of information and resources

between public and private sector organizations in

mitigating against, preparing for, responding to, and

recovering from - disaster events. Information and resource

sharing activities between the public and private sectors

often take place in an ad hoc, isolated, and reactive fashion,

resulting in less than optimal assistance to individuals,

families, communities, and the economy.

Benefits of partnerships

• Continuity of community

• Enhanced situational awareness

• Increased information flow

• Improved private sector support

• Development of close partnerships

• Relationships before disasters

So, where do I begin?

• Planning

– Gather information about hazards and

assess risks within your business

– Conduct a business impact analysis

(BIA) (FEMA Ready.gov)

– Examine ways to prevent hazards and

reduce risks (if its predictable, it’s

preventable)

http://www.ready.gov/planning

Where to begin?

• Implementation

Write a preparedness plan addressing:

– Resource management

– Emergency response

– Crisis communications

– Business continuity

– Information technology

– Employee assistance

– Incident management

– Training & Exercises

http://www.ready.gov/business/implementation

QUESTIONS?

Pat A. Dennen

[email protected]

(562) 795-2900

mailto:[email protected]

PREPARING BUSINESS FOR RESPONSE

MATT ANKLEY EMERGENCY PREPAREDNESS MANAGER DISNEYLAND RESORT

Preparing Business for

Response

Matt Ankley

Emergency Preparedness Program

Manager,

Disneyland Resort

Overview

• Why Plan?

• Business Resilience Basics

– Response Standards

– The Emergency Management Cycle

– Keys to Success

Reasons Why to Plan

• “XX% of businesses that fail to

plan/prepare cease to be viable after

disasters”

• Strong organizational support can be an

employee retention factor

• Strong organizational support can be a

factor in awarding contracts for business

• Failure to plan can negatively impact your

image

Reasons Why to Plan

• People assume things will return to normal

soon

It’s the right thing to do

Planning Excuses

• “The (insert responding agency) will take

care of me”

• “I’ll figure it out on the fly”

• “We don’t have enough (insert resource

here)”

• “It’s too complicated”

• “people at work don’t care…”

• “I don’t have help”

The Good News….

• Be prepared for people to resist you

• Help- its out there!

• Plagiarize!

• Your local Emergency Manager wants

your help

• Marathon Runner vs. Sprinter

• Your employees and clients want you to

succeed

Where to begin?

• Learn ICS, SEMS, and NIMS

– Incident Command System

– Standardized Emergency Management

System

– National Incident Management System

• Understand what are your Goals?

– Life Safety

– Protect the business / property / financial

interests

The Emergency

Management Life Cycle

• Mitigation- to reduce, lessen, or decrease

• Preparedness- the state of having been

made ready for action

• Response- provision of assistance or

intervention during or immediately after a

disaster

• Recovery- get back to the original state

Mitigation

Pre

pa

red

ne

ss

Re

co

ve

ry

Response

Mitigation

Response

Preparedness

Recovery

•Planning / Plan Writing

•Training

•Drills and Exercises

•Evaluation

Where to begin?

• Hazard Assessments

– Look beyond your physical layout

– Rank frequency vs. severity

– Consider

• Man Made Hazards- hazardous materials,

transportation corridors, airports, possible terrorism

targets, utility supply routes, etc.

• Natural Hazards- storms, flooding, extreme heat,

earthquakes, etc.

– Use this matrix to develop your priorities

Mitigation

You are Here

Other Examples….

Natural Hazard Matrix

Hazard Severity Frequency Weighting Priority

Earthquake 5 4 9 2

Severe

Storms

(wind/rain)

3 3 6 4

Tornado 3 1 4 5

Man-Made Hazard Matrix

Hazard Severity Frequency Weighting Priority

Railway Issue

(HAZMAT) 2 2 4 6

Building Fire 5 4 9 1

Active

Shooter 5 2 7 3

Mitigation

85

Where to begin?

• Once you understand your hazards, try to

mitigate their impacts on your operation

– Seismic equipment, better drainage, improved

fire sprinkler systems, building security

systems, etc.

– Utility / IT redundancies**

– Back up equipment

• Rarely can you mitigate away the hazards

Mitigation

• Strong business resilience efforts benefit

your organization by:

– Ultimately saving lives and reduce property

damage

– Streamline your response phase and make it

less chaotic

– Improve your chances of a successful

recovery and return to business

Preparedness

• Preparedness efforts take the most time

as they are divided into the following

areas:

– Planning and plan writing

– Training / equipping

– Drills and exercises

– Evaluation

Preparedness

Plan Writing

• Plans are a written reference on how you

will respond, under certain circumstances

– Overarching Emergency Management Plan

– Supporting “incident specific” annexes

– Goal specific

• Solicit help from your departments to

create buy in and ownership

• Avoid specific names / contact numbers

Use positions and titles instead

Preparedness

Training

• Classroom / Computer Based Training

• Instill the knowledge first, and ensure

competency in the knowledge base

• Seek out gaps, and fill those gaps

• Make sure your training addresses the

scope of limitations of your response

Preparedness

Drills and Exercises

• “the plan looked good on paper!?!?!”

– Discussions

– Table tops (directed or pressured)

– Drills

– Exercises

• Create an environment of trust

– Learning is key

– No fault situations

– “test the plans and the procedures, not the

people”

Preparedness

Evaluation

• Evaluate everything!

– Formal vs. informal evaluation

• Honesty in evaluation

• Lessons learned and improvements

should be incorporated into the written

plan revision

• When able, seek external evaluation for an

objective, impartial vantage point

Preparedness

Response

• Something bad has happened- time to

enact your plan

– Don’t expect a textbook response

• Attempt to get ahead of the incident

• You set the pace of the response

• Remember- objectives based response

Response Response

Recovery Phase or

Business Continuity • Also requires time and effort up front

• Think “normal business operations triage”

• Your organization may be ready to

function, but the community may still be

having difficulty

Recovery

Keys to Business Resiliency

Success • Senior Executive support through to the

front line employee

• Build a culture

• Financial- what do you want to do/be after

the disaster?

• Learn to communicate on different levels

UNDER

CONSTRUCTION……. !

Resources • American Red Cross -redcross.org

• Ready OC -readyoc.org

• Ready.gov -ready.gov/business

• FEMA Emergency Management Institute

– training.fema.gov

• California Emergency Management

Agency (Cal EMA) -calema.ca.gov

• Business and Industry Council on

Emergency Planning and Preparedness –

BICEPP.org

Matt Ankley

[email protected]

(714) 781-7883

INCREASING BUSINESS RESILIENCE BY

MITIGATION AND PLANNING

ELLEN LOPEZ EMERGENCY MANAGEMENT DIRECTOR ANAHEIM FIRE & RESCUE

Resiliency & National Preparedness

Annual Employee Pledge Drive

Business & Resident Pledge Drive

School - Flat Stanley Gets Prepared

School Poster Contest

HS PSA Preparedness

ReadySunday

Senior Safety Through Emergency Preparedness

CERT – Community Class

CERT - Workplace

City of Anaheim

Population 348,467

10th Largest in CA

Largest in the O.C.

20 million visitors annually

51 square miles

Resorts and Attractions

Disneyland® Resort Capacity 70,000+

Angel Stadium Capacity 45,050

Honda Center Capacity 19,200 max.

Convention Center Capacity 75,000 max.

Business commuters

150,000

Emergency Responders

Fire Department

230 sworn Personnel

60 support Personnel

Approximately 80

Responders on Duty

Police Department

384 sworn Officers

188 support Personnel

Between 100 – 200 on

duty at any given time

Min. 36 patrol Officers

Emergency Operations Center

Anaheim has a dedicated emergency operations center which is ready 24/7

WebEOC® software in managing events and disasters

NIMS, SEMS and an ICS command structure

Common operational picture provided by EVOC software which was developed for Anaheim

Whole Community Approach

Faith Based Organizations

Senior Living Facilities

Public and Private Schools

Access & Functional Needs

Preparedness Plans

Emergency Operations Plan

Hazard Mitigation Plan

Continuity of Operations Plan

Access and Functional Needs Annex

Pandemic Annex

Special Events Annex

Emergency Information Packet

Anaheim: Resiliency

Anaheim’s Continuity of Operations (COOP) plan.

COOP is designed to help the City of Anaheim effectively resume its essential functions within 12 hours of an emergency, with or without advance warning, and to sustain continuous operations for the entire cycle of the incident up to 30 days.

Annual Employee Pledge Drive

Anaheim Emergency Operations Center (EOC) recently tested emergency generator power for 72 hours.

EOC has emergency food & water for personnel for 72 hours.

Potential Disasters

Anaheim Hazards: EARTHQUAKE

The City of Anaheim is located in an area with high potential for seismic activity.

Major Faults:

Whittler

San Joaquin Hills

Peralta Hills

Recent earthquakes:

4.1 Yorba Linda 8/29

2.5 Yorba Linda 8/30

The Big One?

Anaheim Hazards: GEOLOGICAL

Landslides occur due to

various factors,

including steep slope

conditions, erosion &

rainfall

Anaheim Hazards: EPIDEMIC / PANDEMIC

2009 Influenza A

H1N1 Pandemic

2011 Sunkist Church POD Site Free Community Drive-Through Vaccinations

8 Point of Dispensing (POD) Sites

Peter Marshall School

Baden Powell School

Magnolia Baptist

LDS Anaheim

Temple Beth Emet Ana. First Christian

Sunkist Church

Cornerstone Church

2012 Exercise Point of Dispensing (POD)

Friday, October 19

11am to 2pm

Anaheim First Christian

Church

520 West South Street

92805

Free Flu Vaccinations

2012 Anaheim First Christian Church POD Site

Anaheim Hazards: WILDLAND FIRES

2008 Freeway Complex Fire 3 Counties – 6 Cities

215 Structures Destroyed

161 Structures Damaged

Local Assistance Center

Anaheim Hazards: SPECIAL EVENTS

2010 All Star Games

2007 Stanley Cup

2003 World Gymnastics

2002 World Championships

Why Prepare Your Business?

Roughly 40-60% of businesses never re-open after disaster

90% of companies fail within a year unless they can resume operations within 5 days

Prepared employees enable businesses who rely on employees to resume operations faster

Workplace preparedness demonstrates loyalty and caring to employees and customers

Financial Investment Community Economics

Actions to Take Now to Be More

Resilient

Participate in the ARC Disaster Academy on October 10

Complete Community Emergency Response Team (CERT) Training

Participate in PS-Prep (Private Sector Preparedness) through www.fema.gov

Use tools available at www.ready.gov to create a business plan for disasters and emergencies.

California Great Shake October18: 10:18 AM

POD October19: 11:00 AM to 1:00 PM

http://www.fema.gov/

http://www.ready.gov/

Ready OC

Online preparedness

resources

www.readyoc.org

County site with

current information

tied in with Facebook

and Twitter

One-stop-shop for

information

http://www.readyoc.org

http://www.readyoc.org/

Notification Systems

Register your email or

cell phone for text

messages

Receive 3 levels of

notification from

routine to emergency

www.anaheimalert.net

Anaheim Alert

Notification Systems

Register your email, cell

phone and landline

phone

Receive notifications

from the City or County

regarding large-scale

disasters or evacuations

www.alertoc.org

Alert OC

Personal Preparedness

Be Prepared at Home

Establish escape routes

Account for Children, Seniors, People with Disabilities,

Pets and anyone else

Ensure each family member has a copy of emergency

contact information and knows the plan

Pack a household “Go Bag”

Practice home evacuation drills

Your Role Before a Disaster

Prepare for Disasters by:

Identifying potential hazards at home and in the workplace

Reducing hazards to the degree possible before a disaster strikes

Assembling a grab and go bag and survival kit suitable for home, work, car, and child’s school

Prepare your Workplace by:

Developing a Continuity of Operations Plan to be back in business following a disaster or emergency

Consider a Workplace CERT training class for your staff

14 CERT Neighborhood Teams Rally Points

To register, visit

www.anaheim.net

e-mail

[email protected]

or call

(714) 765-6955

Registration fee of $25 is due at first class.

Anaheim Community Emergency Response Team Training Class

Workplaces who’ve completed CERT

Hilton Anaheim Hotel

Sheraton Park Hotel

Fisker Automotive

Magnolia Baptist Church

Next Steps

Register for ARC Disaster Academy October 10

Register your business for the Great California ShakeOut Exercise October 18 at 10:18 AM at www.shakeout.org

Business Preparedness Coalition

Ellen Lopez [email protected]

714 765-6951

http://www.shakeout.org/

mailto:[email protected]

Thank You

Questions?

business resiliency workshop

Documents

resilience resources

resilience goals

resilience improvements

community approach

community leaders

community resiliencesystem

daily community function

scale of resilience