Business resiliency workshop


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Business resiliency workshop

  3. 3. BOATLIFTAn Untold Tale of 9/11 Resilience
  6. 6. Why CommunityResilience is Good Business
  7. 7. Community and RegionalResilience 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 Why Community Resilience is Good Business 9
  8. 8. Community Resilience: a community’s ability to bounce back from social and economic loss of disaster “Recovery occurs network by network, district by Disruption district, not just building Acute 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.” 10Why Community Resilience is Good Business 10 — Vale and Campanella The Resilient City (2005)
  9. 9. Communities who systematically and continuously improve their resilience:High Acute Disturbance • Improve quality of daily function and ? operation Community functional capacity Social and Resilience • Provide a more robust environment economic cost Includes loss avoidance ? for economic growth and Chronic Disturbance development • Are better able to mitigate threats and reduce vulnerabilitiesLow Response Recovery Time • Recover normal operations more quickly following a disaster • More effectively understand and manage risks posed by acute and chronic disturbancesWhy Community Resilience is Good Business 11
  10. 10. What will Improved Resilience Do for aCommunity?• 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 Why Community Resilience is Good Business 12
  11. 11. What Helps Communities Improve TheirResilience? • 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 Why Community Resilience is Good Business 13
  12. 12. What is the Community ResilienceSystem (CRS)?• 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 Why Community Resilience is Good Business 14
  13. 13. The CRS… • Takes a Whole Community approach in establishing a “Resilience Leadership Team” Community Resilience System • Contains a powerful assessment module that Successful Planning Practices Checklists Templates – assesses risks, – catalogues capacity, Processes Intellectual – discovers vulnerability, Rewards and Framework Procedures – identifies recovery resources and – suggests actions Guidance Data Sets Software and Documents Tools • Assists the community in creating a Databases 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 Why Community Resilience is Good Business 15
  14. 14. CRS Interactive Guidance What you have submitted in the CRSResources tohelp you in the CRS Guidance PanelCRS Why Community Resilience is Good Business 16
  15. 15. Examples of Internal Resources• Research360 – web- based GIS solution• Aidmatrix•• Personal Recovery Concepts Why Community Resilience is Good Business 17
  16. 16. Examples of External Resources Why Community Resilience is Good Business 18
  17. 17. Anaheim is one of 8 CommunitiesParticipating 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 Credit: Ray_from_LA – St Louis, MO• Community opportunity for early action• Carried out in conjunction with Mayor Tait’s Office, Hi Neighbor! Campaign Why Community Resilience is Good Business 19
  18. 18. Why should Business Care about Community Resilience? 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? Unless both sides work together,• …a terrorist incident with a dirty bomb nobody’s moving forward! affects local tourism?• …the supply chain for your local grocery stores or your company’s goods and services was shut down? How would your Why Community Resilience is Good Business 20 business or neighborhood compensate?
  19. 19. 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 Why Community Resilience is Good Business 21
  20. 20. Business Resilience • Communities that prepare to Actions taken by recover as deliberately as they Community to Actions taken prepare to respond, recover strengthen by Local much more rapidly and general economic Businesses effectively recovery • 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 Like the pushme-pullyou, BOTH are necessary for business recovery and resilience Why Community Resilience is Good Business 22
  21. 21. 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 Why Community Resilience is Good Business 23
  22. 22. Think Ahead about the TOTAL Community Direct Costs •Repair/replace Damaged Public Cost of Loss to your Infrastructure •Repair/replace Damaged Public and Business AND your Private Buildings •Loss of Direct Business and Economic Community Activity •Health and Medical costs •Emergency Management services Business Direct Costs •Building/Equipment Replacement or Repair •Medical Expenses •Lost Wages •Higher Insurance PremiumsBusiness Indirect Costs•Lost Production (worker distraction) Community Indirect Costs•Data and Information Back up •Paperwork and Administrative Time and Retrieval •Lost Economic Production•Training (replacement workers) •Lost Economic Productivity (worker distraction)•Loss of skill/efficiency (slowed •Replacement Worker Costs production) •Training Costs•Paperwork •Loss of Skill/Efficiency of Work Force•Administrative Time •Loss of Community Morale (Psycho-social) Impacts•Loss of Morale •Legal issues and costs•Legal Issues •Lost Opportunity Costs•Product Replacement
  23. 23. THREE ASPECTS TO A SUCCESSFUL DISASTER RECOVERY . . . Level of activity Months after Earthquake/Disaster Key players 0-1 6-18 18-24 • National Guard High • First Responders Saving lives • Red Cross • State of California • FEMA Low • Volunteers • Insurance companies High Restoring homes and • FEMA/SBA (loans) Recovery infrastructure • Congress • Construction firms • Developers Low • Local Business • Economic development High Business recovery and organizations Economic resilience • Commercial banks Why Community Resilience is Good Business • Corporate headquarters Low 25 • FEMA/SBA (loans)Cedar Rapids Post Disaster Recovery Planning 25
  24. 24. ECONOMIC RESILIENCE IS ESSENTIAL FOR BUSINESS RECOVERY Relative level of focus and investment Critical activities • Evacuating vulnerable populations Saving lives • Providing urgent medical care • Providing food, short-term housing • Paying insurance claims • Providing low-interest mortgages Restoring homes and • Repairing and rebuilding homesRecovery infrastructure • Repairing critical infrastructure • Flood control • Business Redevelopment and job creation • Providing low-interest loans and Business recovery and bridge funding for small businesses Economic resilience • Executing a strong retention program • Creating incentives for businesses to stay High • Marketing Anaheim as an attractive Low place in which to invest and do Why Community Resilience is Good Business business 26 • Attracting new companies to replace those that will leave * Cedar Rapids Post- Disaster Recovery 26
  25. 25. Community Business Recovery and Economic Resilience• 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 Why Community Resilience is Good Business 27
  26. 26. Factors Affecting BusinessResiliency • 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/MessagingWhy Community Resilience is Good Business 28
  27. 27. 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 Why Community Resilience is Good Business 29 * per International Economic Development Council (IEDC)
  28. 28. 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 Why Community Resilience is Good Business 30
  29. 29. Capacity Building in EconomicRecoveryIssue: Need to build capacity across the economic development support system1. Collaborate with Chamber/EDO for strategy and location of local assistance/business recovery center2. Develop a Communication Strategy – backup database of files, emails, cells, communication plan for employees and customers3. Involve Business Community in Emergency Recovery Operations4. Develop means of monitoring and understanding post- disaster impacts5. Develop Economic Recovery Plan Why Community Resilience is Good Business 31
  30. 30. 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 Why Community Resilience is Good Business 32
  31. 31. Workforce PlanningIssue: Need to deal with major issues around the availability and retention of local workforce for business1. Involve partners and other businesses in solution for workforce housing AND family care2. Work with local agencies to develop disaster contingency plans with business needs in mind3. Develop transportation strategy for workforce4. Develop strategy for transitional/temporary worker utilization in immediate aftermath Why Community Resilience is Good Business 33
  32. 32. RedevelopmentIssue: Need to redevelop business in a way that is more resilient while considering business needs and interests1. Consider Land use and rebuilding in sensitive areas2. Examine building codes, building materials for more resilient rebuilding3. Identify and plan for availability of sources of capital for redevelopment4. Identify opportunistic improvements that can be made post-disaster Why Community Resilience is Good Business 34
  33. 33. Why Should Business Care aboutResilience: Listen to Hancock Bank » Gulf Coast Resilience: An American Tale (Video) The Road To Resilience Why Community Resilience is Good Business 35
  35. 35. Cal EMA: A Look AheadPat Dennen, Southern Region Administrator Mark S. Ghilarducci Secretary, Cal EMA
  36. 36. 2012 At a Glance Imperial County Floods and Japan Marine Debris Earthquakes Multiple Wildland FiresPublic Outreach Training and Exercises
  37. 37. 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)
  38. 38. Worst Fire Season – Ever?• North, 3,324 (814,024)• South, 3,793 (81,519)• Rush Fire, 315,000 acres
  39. 39. CalEMA 2012 At a Glance *Challenges*• New administration• Ongoing budget concerns Identity• Pending reorganization Crisis….?
  40. 40. Back to Basics • Increase efficiencies • Focus on Recovery • Organize appropriately o SEMS/ICS • Operational Readiness
  41. 41. Improved Customer Service• Simplify grant guidance/processes • Better communications tools o Web EOC o Webinars
  42. 42. Strong Partnerships• MOU’s with Private Partners• Business/Utilities embedded in SOC• Training o BUOC Exercise 6/14
  43. 43. • Bank of America • S.F. Helicopters LLC• Wells Fargo • Target• Lowe’s • Wal-Mart Stores Inc• Home Depot • Gap• California Resiliency • Time Warner Alliance • Grainger• California Utility • Direct Relief USA Emergency Assoc • California Grocers• Sears & Kmart AssocBUOC / CalEMA Business Partners
  44. 44. Build a Culture of Preparedness
  45. 45. 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
  46. 46. 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
  47. 47. 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
  48. 48. 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
  49. 49. 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.
  50. 50. Benefits of partnerships• Continuity of community• Enhanced situational awareness• Increased information flow• Improved private sector support• Development of close partnerships• Relationships before disasters
  51. 51. So, where do I begin?• Planning – Gather information about hazards and assess risks within your business – Conduct a business impact analysis (BIA) (FEMA – Examine ways to prevent hazards and reduce risks (if its predictable, it’s preventable)
  52. 52. 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
  53. 53. QUESTIONS?
  54. 54. Pat A. (562) 795-2900
  56. 56. Preparing Business for Response Matt Ankley Emergency Preparedness Program Manager, Disneyland Resort
  57. 57. Overview• Why Plan?• Business Resilience Basics – Response Standards – The Emergency Management Cycle – Keys to Success
  58. 58. 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
  59. 59. Reasons Why to Plan• People assume things will return to normal soon It’s the right thing to do
  60. 60. 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”
  61. 61. 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
  62. 62. 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
  63. 63. Mitigation The Emergency Preparedness Recovery Response 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
  64. 64. Mitigation Preparedness •Planning / Plan Writing •Training •Drills and Exercises •Evaluation Response Recovery
  65. 65. Mitigation 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
  66. 66. You are Here
  67. 67. Other Examples….
  68. 68. Mitigation Natural Hazard Matrix Hazard Severity Frequency Weighting Priority Earthquake 5 4 9 2 Severe 3 3 6 4 Storms (wind/rain) Tornado 3 1 4 5 Man-Made Hazard Matrix Hazard Severity Frequency Weighting Priority Railway Issue 2 2 4 6 (HAZMAT) Building Fire 5 4 9 1 Active 5 2 7 3 Shooter85
  69. 69. Mitigation 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
  70. 70. Preparedness • 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
  71. 71. 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
  72. 72. 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
  73. 73. 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
  74. 74. 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”
  75. 75. 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
  76. 76. Response Response 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
  77. 77. Recovery 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
  78. 78. 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……. !
  79. 79. Resources• American Red Cross• Ready OC•• FEMA Emergency Management Institute –• California Emergency Management Agency (Cal EMA)• Business and Industry Council on Emergency Planning and Preparedness –
  80. 80. Matt (714) 781-7883
  82. 82. 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
  83. 83. City of Anaheim Population 348,467  Resorts and Attractions  10th Largest in CA  Disneyland® Resort  Largest in the O.C.  Capacity 70,000+ 20 million visitors annually  Angel Stadium 51 square miles  Capacity 45,050  Honda Center  Capacity 19,200 max.  Convention Center  Capacity 75,000 max.  Business commuters  150,000
  84. 84. Emergency Responders Fire Department  Police Department  230 sworn Personnel  384 sworn Officers  60 support Personnel  188 support Personnel Approximately 80  Between 100 – 200 on Responders on Duty duty at any given time  Min. 36 patrol Officers
  85. 85. 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
  86. 86. Whole Community ApproachFaith Based Organizations Public and Private SchoolsSenior Living Facilities Access & Functional Needs
  87. 87. 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
  88. 88. Anaheim: Resiliency Anaheim’s Continuity of  Annual Employee Pledge Operations (COOP) plan. Drive COOP is designed to help  Anaheim Emergency the City of Anaheim Operations Center (EOC) effectively resume its recently tested emergency essential functions within generator power for 72 12 hours of an emergency, hours. with or without advance warning, and to sustain continuous operations for  EOC has emergency food the entire cycle of the & water for personnel for incident up to 30 days. 72 hours.
  89. 89. Potential Disasters
  90. 90. Anaheim Hazards: EARTHQUAKE Major Faults:  Whittler  San Joaquin Hills  Peralta Hills The City of Anaheim is Recent earthquakes: located in an area with  4.1 Yorba Linda 8/29 high potential for seismic  2.5 Yorba Linda 8/30 activity.  The Big One?
  91. 91. Anaheim Hazards: GEOLOGICAL  Landslides occur due to various factors, including steep slope conditions, erosion & rainfall
  92. 92. Anaheim Hazards: EPIDEMIC / PANDEMIC  2009 Influenza A H1N1 Pandemic2011 Sunkist Church POD Site Free Community Drive-Through Vaccinations
  93. 93. 8 Point of Dispensing (POD) Sites Sunkist Church LDS Anaheim Peter Marshall School Cornerstone ChurchBaden Powell School Ana. First Christian Temple Beth Emet Magnolia Baptist
  94. 94. 2012 Exercise Point of Dispensing (POD)  Friday, October 19  11am to 2pm  Anaheim First Christian Church  520 West South Street 928052012 Anaheim First Christian Church POD Site  Free Flu Vaccinations
  95. 95. Anaheim Hazards: WILDLAND FIRES 2008 Freeway Complex Fire 3 Counties – 6 Cities 215 Structures Destroyed 161 Structures Damaged Local Assistance Center
  96. 96. Anaheim Hazards: SPECIAL EVENTS  2010 All Star Games  2007 Stanley Cup  2003 World Gymnastics  2002 World Championships
  97. 97. Why Prepare Your Business?Financial Investment Community Economics Roughly 40-60% of  Prepared employees businesses never re- enable businesses who open after disaster rely on employees to resume operations faster 90% of companies fail  Workplace preparedness within a year unless demonstrates loyalty and they can resume caring to employees and operations within 5 customers days
  98. 98. Actions to Take Now to Be MoreResilient Participate in the ARC Disaster Academy on October 10 Complete Community Emergency Response Team (CERT) Training Participate in PS-Prep (Private Sector Preparedness) through Use tools available at 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
  99. 99. Ready OC Online preparedness resources County site with current information tied in with Facebook and Twitter One-stop-shop for information
  100. 100. Notification SystemsAnaheim Alert Register your email or cell phone for text messages Receive 3 levels of notification from routine to emergency
  101. 101. Notification SystemsAlert OC Register your email, cell phone and landline phone Receive notifications from the City or County regarding large-scale disasters or evacuations
  102. 102. 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
  103. 103. 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
  104. 104. 14 CERT Neighborhood Teams Rally Points
  105. 105. Anaheim Community Emergency Response Team Training Class To register, visit e-mail or call (714) 765-6955 Registration fee of $25 is due at first class.
  106. 106. Workplaces who’ve completed CERTHilton Anaheim Hotel Fisker AutomotiveSheraton Park Hotel Magnolia Baptist Church
  107. 107. 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 Business Preparedness CoalitionEllen Lopez elopez@anaheim.net714 765-6951
  108. 108. Thank You Questions?