The document discusses how business continuity has gone mainstream and provides examples of business continuity in mainstream media. It also addresses how this has impacted expectations from employees and challenges for business continuity programs. The presentation covers various topics related to ensuring business continuity programs adapt and succeed as the discipline becomes more mainstream.
Lean In Healthcare 12 Apr 10 [Compatibility Mode]Norm Nopper
The presentation was intended to introduce the basic concepts of Lean, Six Sigma and Kaizen to Healthcare professionals. The main message: "There is nothing fear; you can learn and do this."
William Moorehead, President, All Clear Emergency Management Group
Using situational analysis, participants will learn to identify common legal issues in emergency
management and how to enhance response through agreements. This session will examine common
legal issues encountered within emergency management and emergency response including liability and
the formation of mutual aid agreements. The audience will analyze hypothetical scenarios and news
stories to identify potential liability issues. The session will highlight the challenges and barriers to
implementing agreements, benefits of prepositioned contracts, and the importance of putting agreement
in place now before they are needed. The goals of the session are to review the fundamentals of
liability, examine common legal issues, discuss best practices, and analyze situations common in
emergency management.
A Kinect Game in the VirtualSign ProjectJosé Bidarra
Presentation of a A Kinect Game developed in the VirtualSign Project for ARTECH 2015 - The 7th International Conference on Digital Arts, hosted by Universidade Aberta in the ancient village of Óbidos, Portugal.
The document appears to contain a single year - 2013 - with no other context or details provided. In just one word, it does not give enough information to generate a multi-sentence summary.
This document describes a smart parking system that uses various sensors and technologies to automatically manage vehicle parking. The system uses infrared sensors to detect vehicle presence and control entry and exit gates. A real-time clock tracks parking time and a microcontroller calculates parking fees. Reed switches sense vehicle positions and an LCD displays location and fare information. The system aims to implement systematic parking with one vehicle entering at a time.
This document provides a list of over 200 seminar topics related to computer science, electronics, IT, mechanical engineering, electrical engineering, civil engineering, applied electronics, chemical engineering, biomedical engineering, and MBA projects. The topics are divided into categories such as computer science projects, electronics projects, IT projects, and so on. Each topic includes a brief 1-2 sentence description. Contact information is provided at the bottom for requesting full reports on any of the topics.
This document outlines a vision for achieving thriveability by 2050. It discusses the current unsustainable trajectory of business as usual and the impacts of climate change. To avoid catastrophe, we must shift to more sustainable models of innovation, design, and leadership. Thriveability requires integrating disciplines creatively to generate transformative outcomes. Personal and organizational transformation is key to thriving in the future. The document provides examples of sustainable approaches and case studies, and outlines a journey for leading organizations towards thriveability.
Lean In Healthcare 12 Apr 10 [Compatibility Mode]Norm Nopper
The presentation was intended to introduce the basic concepts of Lean, Six Sigma and Kaizen to Healthcare professionals. The main message: "There is nothing fear; you can learn and do this."
William Moorehead, President, All Clear Emergency Management Group
Using situational analysis, participants will learn to identify common legal issues in emergency
management and how to enhance response through agreements. This session will examine common
legal issues encountered within emergency management and emergency response including liability and
the formation of mutual aid agreements. The audience will analyze hypothetical scenarios and news
stories to identify potential liability issues. The session will highlight the challenges and barriers to
implementing agreements, benefits of prepositioned contracts, and the importance of putting agreement
in place now before they are needed. The goals of the session are to review the fundamentals of
liability, examine common legal issues, discuss best practices, and analyze situations common in
emergency management.
A Kinect Game in the VirtualSign ProjectJosé Bidarra
Presentation of a A Kinect Game developed in the VirtualSign Project for ARTECH 2015 - The 7th International Conference on Digital Arts, hosted by Universidade Aberta in the ancient village of Óbidos, Portugal.
The document appears to contain a single year - 2013 - with no other context or details provided. In just one word, it does not give enough information to generate a multi-sentence summary.
This document describes a smart parking system that uses various sensors and technologies to automatically manage vehicle parking. The system uses infrared sensors to detect vehicle presence and control entry and exit gates. A real-time clock tracks parking time and a microcontroller calculates parking fees. Reed switches sense vehicle positions and an LCD displays location and fare information. The system aims to implement systematic parking with one vehicle entering at a time.
This document provides a list of over 200 seminar topics related to computer science, electronics, IT, mechanical engineering, electrical engineering, civil engineering, applied electronics, chemical engineering, biomedical engineering, and MBA projects. The topics are divided into categories such as computer science projects, electronics projects, IT projects, and so on. Each topic includes a brief 1-2 sentence description. Contact information is provided at the bottom for requesting full reports on any of the topics.
This document outlines a vision for achieving thriveability by 2050. It discusses the current unsustainable trajectory of business as usual and the impacts of climate change. To avoid catastrophe, we must shift to more sustainable models of innovation, design, and leadership. Thriveability requires integrating disciplines creatively to generate transformative outcomes. Personal and organizational transformation is key to thriving in the future. The document provides examples of sustainable approaches and case studies, and outlines a journey for leading organizations towards thriveability.
2010 Sustainability In The Meeting Industrygmicoregon
This document discusses trends towards sustainability in the meetings industry. It notes that actions taken in the next few years will determine the industry's future as the effects of climate change accelerate. Several trends are already emerging that indicate the industry is transforming towards sustainability: 1) Corporations recognize sustainability as good business; 2) Consumers are more aware of sustainability issues; 3) Standards and certifications are becoming more established; 4) Reporting and measuring sustainability is growing. However, more action is needed to fully accelerate this transformation. Strategies suggested include understanding risks and opportunities, including sustainability in event planning, using existing frameworks, and influencing change.
Presentation to provide a general overview of sustainability to young professional engineers. Additional slides in the deck that we never got a chance to go through in the class but included here for your information
in this pitch, delivered at 2013 Henken Innovation Challenge, I focus on the need for a recalibration of business as usual, the catalysts for a shift away from Business As Usual, and examples of firm and frameworks making the shift.
2015 Sustainable Development Performance: Investor PresentationAnglo American
The document provides an overview of Anglo American's 2015 sustainable development performance and strategy. Key points include:
- Anglo American achieved its best ever safety performance in 2015 but regrets six fatalities. It aims to achieve zero harm.
- Environmental incidents continued to decline due to improved operations planning and oversight.
- The company's materiality process ensures comprehensive identification of sustainability risks.
- Sustainable development is integrated into Anglo American's strategy and critical to its objective of being a responsible partner.
- In 2016, Anglo American will focus on transforming its business by focusing its portfolio, improving delivery, enhancing processes and fostering a high performance culture.
Taking Advantage of the New Banking LandscapeLaura Caton
The document discusses how the role of bank tellers has changed and provides recommendations for how to improve teller performance and retention. It notes that while the transactional aspects of a teller's job remain important, there is now a greater focus on connectivity, communication, and adapting to change. It recommends using behavioral assessments to evaluate if new hires have the appropriate strengths, and searching outside the banking industry to attract candidates with relevant customer service skills who may be a good fit. Selecting tellers based on both transactional abilities and social skills can help banks avoid high turnover rates.
This document provides an overview of Manulife Financial and financial planner Phua Ser Jin. It discusses Manulife's history and operations, Ser Jin's background and accreditations, key aspects of financial planning like risk management and estate planning, and the financial planning process. The document aims to educate about developing a comprehensive financial plan.
The document discusses recent trends in sustainability reporting. It notes that 95% of the world's largest 250 companies now report on corporate responsibility activities, and that reporting has increased among top companies in various countries. The Global Reporting Initiative (GRI) guidelines have become the dominant framework for reporting. Stakeholder demand is growing, driven by investors, customers and other groups. Due diligence on environmental, social and governance issues is increasingly important. Tools are available to research company reporting and performance on these factors.
Managing the Support Organization through Mergers and AcquisitionsLala Mamedov
Mergers and acquisitions are a fact of life. Chances are, most of us will be through this process several times in our careers, whether on the acquiring or acquired side. The challenges of managing thorough mergers and acquisitions often appear particularly intense for leaders of support organizations. We have to help the support employees stay focused, engaged, and delivering great support to the customers, all while the uncertainty about the future is stressing everybody out. In this presentation, you will gain insights into managing support organizations through mergers and acquisitions that will help you retain employees and customers, and deliver uninterrupted service while organizations, products, tools, and infrastructures are getting integrated. You will walk away with proven practices, checklists, and templates that will make you feel much more in control when the next M&A event comes around.
The document discusses building individual, organizational, and leadership resilience through a program called The Bounce. It argues that resilience enables faster recovery from challenges and finding advantages in difficult situations. Individual resilience benefits organizations by reducing time lost to adversity and increasing productivity. The program provides tools and techniques to build resilience capacity at individual, team, and organizational levels.
A presentation on the differences between business ethics and sustainability, how companies approach the issues, some of the methods of doing so, and possible results and impacts on stakeholders and corporate performance
Beyond Budgeting: Leading with Flexible Targets. 2-day seminarNiels Pflaeging
Slides from 2-day Beyond Budgeting seminar in Kuala Lumpur, Malaysia
The slides a re not entirely self-explaining. See the BetaCodex Network´s white papers for further detail.
This document discusses observations and ideas about the GEF's work on international waters projects. It addresses whether the TDA/SAP approach can work, if it is working, if it is too early to tell, and what constraints are being ignored. Key points made include that the TDA/SAP process takes a long time but builds ownership, immediate actions may be needed for success, and national commitment is required to implement SAPs. While frameworks for cooperation have been developed, it is still early to see environmental results. Political will for reform and linking projects to development are important overlooked constraints. The implications for the GEF include taking a flexible approach, ensuring riparian ownership, and providing long-term support and learning across projects
Sustainability Within the Utility IndustryEnergy909
American Electric Power (AEP) has undertaken a journey toward more sustainable practices and integrated reporting over the past decade. AEP generates most of its power from coal but has been increasing other sources like gas, nuclear, and renewables. Reporting allows AEP to tell its story, engage stakeholders, identify risks and opportunities, and increase shareholder value. Sustainability is now a bottom-line issue as various stakeholders expect companies to consider economic, social and environmental impacts. Transparent reporting of performance on these broader issues helps protect long-term shareholder value by managing reputational, regulatory and other risks. AEP's experience shows that support from leadership, transparency, stakeholder engagement, and a focus on material issues are important lessons
Working Together for the Wellbeing of the Poorrahimsaatov
The document discusses World Vision's ecosystem approach to development. It focuses on empowering communities through long-term, multi-sector interventions addressing the root causes of poverty. The ecosystem model aims to build sustainable communities through child-focused programs, community-based design, and long-term funding commitments. The document also outlines opportunities for partnerships between World Vision and private sector companies, such as providing agricultural inputs and training to small farmers or financial products tailored to low-income consumers.
Practical Techniques for early use in BA cycleSQALab
This document discusses stakeholder analysis techniques. It defines stakeholders as anyone who can impact or be impacted by a project. Stakeholders may be hidden and come from various groups like sponsors, customers, and experts. The document recommends mapping stakeholders on a grid by their influence and interest. Stakeholders can then be prioritized into categories like "keep satisfied" or "manage closely". It also provides tips for fact-finding about stakeholders through research. Finally, it advises creating a stakeholder map to plan engagement for a case study project.
The document discusses managing change and transition. It covers understanding forces of change, preparing for change, managing the change process and transitions, building change management skills, and changing organizational culture. It provides a case study on the Philippine telecom industry from 1997-2003. It discusses recognizing when change is needed in an organization in response to external and internal forces. It outlines the three phases of transition - ending, the neutral zone, and the new beginning. It provides strategies for helping people let go of the old ways and identity during the ending phase.
Speaker Presentation at 12th Annual NJ Organization Development Annual Sharing Day Conference.
Contact Information: Karen Toole, Ed.D., Principal WH Professional Services, LLC
ktoole@whprofessional.com or 682.502.4906
The added value of corporate responsibility rob challis aComprend
Corporate responsibility is important for managing risks, building reputation, and ensuring business sustainability. By understanding stakeholder concerns through engagement, companies can identify key non-financial risks and develop a corporate responsibility strategy that differentiates the business, builds trust and loyalty, and provides quantifiable returns. An effective program integrates these issues, is led from the top, and adapts over time to remain relevant to the business and stakeholders.
Rocco Addona is an Italian national currently located in Stockholm. He has a MSc in Engineering from the University of L'Aquila. After graduation, he worked as a university researcher and then moved abroad seeking new experiences. He has worked in Nigeria, the Netherlands, and as a management consultant for an oil and gas project. Most recently, he achieved his PMP certification and is looking for new challenges to apply his skills in customer value creation, project leadership, and market analysis.
Speaker: Kathryn Koelemay, Medical Epidemiologist, Public Health – Seattle & King County
All hospitals should be prepared to receive pediatric patients in a mass casualty incident and to provide
appropriate short-term acute care and more definitive management, depending upon the nature of the emergency and the extent of its impact on the region. Hospitals of the King County (WA) Healthcare
Coalition are in the process of implementing a regional pediatric disaster response plan, with the goal of
providing consistent, efficient and age-appropriate medical care to pediatric patients at every County
hospital with emergency services in an MCI that involves children. Our “pediatric toolkit,” which was
recognized as a 2010 NACCHO Model Practice winner, suggests guidelines for development of the
hospital‟s pediatric response plan. The regional plan also includes countywide adoption of a color-
coding system based on a length-based resuscitation tape to expedite accurate medication and equipment
deployment.
Speaker: Dick Bower, Building/Fire Safety/Emergency Management Director, City of Gig Harbor
Lack of coordination between members of the emergency management community adversely affects our
ability to protect citizens. While a host of federal, state and local sources provide the emergency
management community with guidance through the four phases of emergency management, such
guidance falls short of emphasizing the full value of an established multi-agency coordination (MAC)
entity and system. By building relationships between the governmental agencies, response partners,
private sector, non-governmental and faith based organizations that make up the community, effective
multi-agency collaboration spanning the entire emergency management continuum can be developed.
Such collaboration provides effective, efficient, and cost-effective emergency management across the
full continuum of emergency management activities. By redefining Multi-Agency Coordination to
include pre-incident/event collaboration planning, mitigation, response and recovery activities can be
greatly improved.
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This document discusses trends towards sustainability in the meetings industry. It notes that actions taken in the next few years will determine the industry's future as the effects of climate change accelerate. Several trends are already emerging that indicate the industry is transforming towards sustainability: 1) Corporations recognize sustainability as good business; 2) Consumers are more aware of sustainability issues; 3) Standards and certifications are becoming more established; 4) Reporting and measuring sustainability is growing. However, more action is needed to fully accelerate this transformation. Strategies suggested include understanding risks and opportunities, including sustainability in event planning, using existing frameworks, and influencing change.
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The document provides an overview of Anglo American's 2015 sustainable development performance and strategy. Key points include:
- Anglo American achieved its best ever safety performance in 2015 but regrets six fatalities. It aims to achieve zero harm.
- Environmental incidents continued to decline due to improved operations planning and oversight.
- The company's materiality process ensures comprehensive identification of sustainability risks.
- Sustainable development is integrated into Anglo American's strategy and critical to its objective of being a responsible partner.
- In 2016, Anglo American will focus on transforming its business by focusing its portfolio, improving delivery, enhancing processes and fostering a high performance culture.
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The document discusses how the role of bank tellers has changed and provides recommendations for how to improve teller performance and retention. It notes that while the transactional aspects of a teller's job remain important, there is now a greater focus on connectivity, communication, and adapting to change. It recommends using behavioral assessments to evaluate if new hires have the appropriate strengths, and searching outside the banking industry to attract candidates with relevant customer service skills who may be a good fit. Selecting tellers based on both transactional abilities and social skills can help banks avoid high turnover rates.
This document provides an overview of Manulife Financial and financial planner Phua Ser Jin. It discusses Manulife's history and operations, Ser Jin's background and accreditations, key aspects of financial planning like risk management and estate planning, and the financial planning process. The document aims to educate about developing a comprehensive financial plan.
The document discusses recent trends in sustainability reporting. It notes that 95% of the world's largest 250 companies now report on corporate responsibility activities, and that reporting has increased among top companies in various countries. The Global Reporting Initiative (GRI) guidelines have become the dominant framework for reporting. Stakeholder demand is growing, driven by investors, customers and other groups. Due diligence on environmental, social and governance issues is increasingly important. Tools are available to research company reporting and performance on these factors.
Managing the Support Organization through Mergers and AcquisitionsLala Mamedov
Mergers and acquisitions are a fact of life. Chances are, most of us will be through this process several times in our careers, whether on the acquiring or acquired side. The challenges of managing thorough mergers and acquisitions often appear particularly intense for leaders of support organizations. We have to help the support employees stay focused, engaged, and delivering great support to the customers, all while the uncertainty about the future is stressing everybody out. In this presentation, you will gain insights into managing support organizations through mergers and acquisitions that will help you retain employees and customers, and deliver uninterrupted service while organizations, products, tools, and infrastructures are getting integrated. You will walk away with proven practices, checklists, and templates that will make you feel much more in control when the next M&A event comes around.
The document discusses building individual, organizational, and leadership resilience through a program called The Bounce. It argues that resilience enables faster recovery from challenges and finding advantages in difficult situations. Individual resilience benefits organizations by reducing time lost to adversity and increasing productivity. The program provides tools and techniques to build resilience capacity at individual, team, and organizational levels.
A presentation on the differences between business ethics and sustainability, how companies approach the issues, some of the methods of doing so, and possible results and impacts on stakeholders and corporate performance
Beyond Budgeting: Leading with Flexible Targets. 2-day seminarNiels Pflaeging
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The slides a re not entirely self-explaining. See the BetaCodex Network´s white papers for further detail.
This document discusses observations and ideas about the GEF's work on international waters projects. It addresses whether the TDA/SAP approach can work, if it is working, if it is too early to tell, and what constraints are being ignored. Key points made include that the TDA/SAP process takes a long time but builds ownership, immediate actions may be needed for success, and national commitment is required to implement SAPs. While frameworks for cooperation have been developed, it is still early to see environmental results. Political will for reform and linking projects to development are important overlooked constraints. The implications for the GEF include taking a flexible approach, ensuring riparian ownership, and providing long-term support and learning across projects
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American Electric Power (AEP) has undertaken a journey toward more sustainable practices and integrated reporting over the past decade. AEP generates most of its power from coal but has been increasing other sources like gas, nuclear, and renewables. Reporting allows AEP to tell its story, engage stakeholders, identify risks and opportunities, and increase shareholder value. Sustainability is now a bottom-line issue as various stakeholders expect companies to consider economic, social and environmental impacts. Transparent reporting of performance on these broader issues helps protect long-term shareholder value by managing reputational, regulatory and other risks. AEP's experience shows that support from leadership, transparency, stakeholder engagement, and a focus on material issues are important lessons
Working Together for the Wellbeing of the Poorrahimsaatov
The document discusses World Vision's ecosystem approach to development. It focuses on empowering communities through long-term, multi-sector interventions addressing the root causes of poverty. The ecosystem model aims to build sustainable communities through child-focused programs, community-based design, and long-term funding commitments. The document also outlines opportunities for partnerships between World Vision and private sector companies, such as providing agricultural inputs and training to small farmers or financial products tailored to low-income consumers.
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This document discusses stakeholder analysis techniques. It defines stakeholders as anyone who can impact or be impacted by a project. Stakeholders may be hidden and come from various groups like sponsors, customers, and experts. The document recommends mapping stakeholders on a grid by their influence and interest. Stakeholders can then be prioritized into categories like "keep satisfied" or "manage closely". It also provides tips for fact-finding about stakeholders through research. Finally, it advises creating a stakeholder map to plan engagement for a case study project.
The document discusses managing change and transition. It covers understanding forces of change, preparing for change, managing the change process and transitions, building change management skills, and changing organizational culture. It provides a case study on the Philippine telecom industry from 1997-2003. It discusses recognizing when change is needed in an organization in response to external and internal forces. It outlines the three phases of transition - ending, the neutral zone, and the new beginning. It provides strategies for helping people let go of the old ways and identity during the ending phase.
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Contact Information: Karen Toole, Ed.D., Principal WH Professional Services, LLC
ktoole@whprofessional.com or 682.502.4906
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Corporate responsibility is important for managing risks, building reputation, and ensuring business sustainability. By understanding stakeholder concerns through engagement, companies can identify key non-financial risks and develop a corporate responsibility strategy that differentiates the business, builds trust and loyalty, and provides quantifiable returns. An effective program integrates these issues, is led from the top, and adapts over time to remain relevant to the business and stakeholders.
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Speaker: Kathryn Koelemay, Medical Epidemiologist, Public Health – Seattle & King County
All hospitals should be prepared to receive pediatric patients in a mass casualty incident and to provide
appropriate short-term acute care and more definitive management, depending upon the nature of the emergency and the extent of its impact on the region. Hospitals of the King County (WA) Healthcare
Coalition are in the process of implementing a regional pediatric disaster response plan, with the goal of
providing consistent, efficient and age-appropriate medical care to pediatric patients at every County
hospital with emergency services in an MCI that involves children. Our “pediatric toolkit,” which was
recognized as a 2010 NACCHO Model Practice winner, suggests guidelines for development of the
hospital‟s pediatric response plan. The regional plan also includes countywide adoption of a color-
coding system based on a length-based resuscitation tape to expedite accurate medication and equipment
deployment.
Speaker: Dick Bower, Building/Fire Safety/Emergency Management Director, City of Gig Harbor
Lack of coordination between members of the emergency management community adversely affects our
ability to protect citizens. While a host of federal, state and local sources provide the emergency
management community with guidance through the four phases of emergency management, such
guidance falls short of emphasizing the full value of an established multi-agency coordination (MAC)
entity and system. By building relationships between the governmental agencies, response partners,
private sector, non-governmental and faith based organizations that make up the community, effective
multi-agency collaboration spanning the entire emergency management continuum can be developed.
Such collaboration provides effective, efficient, and cost-effective emergency management across the
full continuum of emergency management activities. By redefining Multi-Agency Coordination to
include pre-incident/event collaboration planning, mitigation, response and recovery activities can be
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emergency responders and attendees as they learned each other‟s needs and responsibilities in
emergency preparedness. Also this event drew attention from other community based organizations and
emergency responders who expressed an interest in setting up in their location. Tips on setting up an
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Sharon Badger, Community Education Coordinator, Northwest Renal Network
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Chances are that while you read this, an unexpected disaster is causing an organization stress and
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organization‟s leaders prepared to handle it? Will they be able to recover? Disasters of every shape, size,
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The document discusses emergency preparedness planning between counties and municipalities in Washington State, outlining requirements for comprehensive emergency management plans and how counties can coordinate planning efforts with local cities and towns. Examples are provided of different counties' emergency management organizations and hazards they prepare for, along with lessons learned around overcoming challenges in the planning process and benefits derived from completing a coordinated plan.
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Rebekah Green, Associate Director, Resilience Institute
CJ Huxford, Project Coordinator, Resilience Institute
Riley Grant, Project Coordinator, Resilience Institute
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message correctly, no one really hears us. The message is only as good as the messenger. Everett
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children. Does that tell us about parents or about our messaging? Does our message catch the attention of those with a high school education more than those with a college education? Is our message missing
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no one is listening…
Speaker: Althea Rizzo, Geologic Hazards Program Coordinator, Oregon Emergency Management
Public education has consistently been shown to be an effective emergency preparedness and mitigation
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implementing and evaluating a public education and outreach program. Using real world examples, the
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Speakers: Mark Fedderson, Lieutenant, Tacoma Police Department
Frank Krause, Sergeant, Tacoma Police Department
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Speakers: Lauren Zeigler, Lead Case Manager, Catholic Community Services of Western
Washington
Barbara Nelson, Public Education Outreach Specialist - Pierce County Department of
Emergency Management
Susan Vaughn, Regional Chief of Operations, Catholic Community Services of Western
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to support case management of disaster victims. Consequently, case management was provided through
donated funds and by voluntary agencies. For disasters on a much smaller scale, such as an apartment
fire or flooding, recent experience in Washington State has demonstrated a similar need for a system that
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disaster rankings and fatality statistics - How to use the NWS web page such as interpreting the weather
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Speakers: Kathy Woods, Director, Business Continuity, Premera
Jennie Clinton, Program Manager, Crisis Management & Personal Preparedness, Premera
Our presentation will provide a case study on our approach to overall preparedness the personal aspect
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support keeping the company in business; 2. How to motivate and provide incentives for employees to
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Speaker: Nimisha Ghosh Roy, Program Developer and Coordinator, Cross Cultural Health Care
Program
The evolving demographics of our communities as well as the dramatic challenges surfacing in the field
of emergency management have resulted in the magnification of issues facing the provision of emergency services for racial and ethnic minority communities. Issues of diversity are present in every
human interaction and must be acknowledged and addressed competently in all emergency management
activities. The Cross Cultural Health Care Program (CCHCP) has worked with organizations and
communities across the nation addressing topics such as effective cross cultural communication skills
for diverse populations and disaster training for medical interpreters. In 2010 CCHCP hosted a
community event to explore the challenges in emergency management facing communities in the Puget
Sound. Through an interactive presentation style involving multimedia and case studies from CCHCP
projects, this presentation will define and discuss the imperative for cultural competency and share best
practices and strategies for culturally competent emergency management.
Speaker: Chris Utzinger, Emergency Logistics Program Manager, Washington State Emergency
Management Division
This presentation provides insight and guidance for local distribution of resources using Community
Points of Distribution (CPODS). The target audience for this session is volunteer organizations
interested in providing distribution assistance and emergency managers that need help getting CPOD
planning started in their jurisdictions. The session is based upon the IS-26 Guide to Points of
Distribution course provided by FEMA‟s Independent Study program and includes an overview of
CPOD layouts, staffing, operations, and public interactions. A sample CPOD kit is presented
highlighting needed personal protective gear and other equipment. The Adopt-A-Pod program, wherein
jurisdictions work with volunteer groups to staff and manage CPODs, is also highlighted. Audience
interest and understanding is enhanced by a hands-on sand table exercise where participants design their
own CPOD layout. Audience participation is highly encouraged, especially with attendees that have
dealt with distribution issues in previous events and can provide case studies for discussion.
The 2009 novel H1N1 epidemic identified the critical need for the emergency managers‟ knowledge of
the US public health infrastructure and core concepts. The core concepts of public health -
epidemiology, environmental health, health policy/administration, health behavior and biostatistics - that
comprise most health departments and influence emergency planning assumptions and response
mechanisms will be discussed. With over $1.35 billion in CDC administered PHER grant funding to
date, the 2009 National Health Security Strategy‟s perspective that preparedness programs are not
coordinated or efficient and significant disparities in breadth and quality of preparedness programming
exist highlights a huge area for emergency management improvement and involvement. The current US
public health preparedness infrastructure and grant programs will be outlined to identify areas for local
and State EM coordination and interaction. The health reform bill‟s impact on emergency planning
assumptions, including shifts in insurance structure and health paradigms, will also be presented. Public Health 101: What Every Emergency Manager Needs to Know
Level: Intermediate
Brian Spendley, Associate, Hagerty Consulting
Nicole Errett, Emergency Management Planner, City of Baltimore Mayor's Office of
Emergency Management
Speaker: Ted Buehner, Warning Coordination Meteorologist, National Weather Service (NWS)
This session will introduce how the National Weather Service (NWS) partners with the emergency
management community throughout the Pacific Northwest, focused on the joint mission of protection of
life and property. The material to be covered includes an understanding of NWS operations, products
and services, terminology, joint warning message dissemination, Pacific Northwest weather hazards, and
all-hazards weather support, all meeting the needs and requirements of the emergency management
community 24/7. Ted Buehner, Warning Coordination Meteorologist, National Weather Service (NWS)
This session will introduce how the National Weather Service (NWS) partners with the emergency
management community throughout the Pacific Northwest, focused on the joint mission of protection of
life and property. The material to be covered includes an understanding of NWS operations, products
and services, terminology, joint warning message dissemination, Pacific Northwest weather hazards, and
all-hazards weather support, all meeting the needs and requirements of the emergency management
community 24/7.
Speakers: William Lokey, Program Director, Witt Associates
Diane Newman, Regional Planner, Regional Catastrophic Preparedness Grant Program
Lise Northey, Acting Program Manager, Regional Catastrophic Preparedness Grant
Program
This session will center on an interactive workshop to stimulate participants‟ thinking about how they
can prepare for a catastrophic incident. Most public and private sector emergency management plans in
our state address “routine” emergencies, not what FEMA Administrator Craig Fugate calls the
“Maximum of Maximums” that require new ways of doing business. The exercise will also introduce
participants to the Puget Sound Catastrophic Disaster Coordination Plan and its Annexes. We will
challenge participants to identify and commit to a series of “next steps” they can take to become better
prepared for a catastrophic incident.
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Business Continuity is going mainstream - are you?
1. Business Continuity
Business Continuity
y
is going
is going
Mainstream
M i t
‐ are you?
are you?
are you
you?
Partners in Emergency Preparedness
Ron Kamps, CBCP
2011
2. Objectives
Obj ti
• Examples of Business Continuity in the Mainstream
• Impact of going Mainstream
• Themes for Success
• Review your Program – Exercise / Handout
• Identify Opportunities
d tif O t iti
• Find a Nugget
PEP 2011 2
3. Common Themes
C Th
• Interwoven into the presentation….
p
o Roles and Responsibilities
o Ownership
o Success
o Reports & Metrics
o Innovation
o Partnerships
o Value
o Adapting
o Maturity
o Process Reasonableness
o Tools
o Customers
PEP 2011 3
4. Background
B k d
• Ron
o AT&T Wireless
• IT / Business
• CBCP 2002
o Alaska Airlines
• IT
o Safeco Insurance
• Business Continuity & Safety
o Liberty Mutual (Division: Agency Corporation)
• Business Continuity, Security & Risk Management
• Liberty Mutual
o Founded in1912
• Headquarters in Boston
o Global Footprint (1993)
o Fortune 100
• Fifth largest property and casualty insurer in the US
• Annual revenue – 33 B
• 45,000 employees in more than 900 offices throughout the world
PEP 2011 4
5. Miscellaneous
Mi ll
• Terms
o Organization = where you work – private or public
o Stakeholders = your manager or organization’s management
o Business Continuity = ____________
PEP 2011 5
6. Business Continuity Vendor
Safety
S f t
Management Programs
Disaster
Business Continuity
Business Continuity
Recovery
Emergency
Response
Culture
Approach
o
Resiliency
Audit
/
Sustainability Standards
Regulations
Risk Crisis
Crisis
Management Management
6
7. Miscellaneous
Mi ll
• Terms
o Organization = where you work – private or public
o Stakeholders = your manager or organization’s management
o Business Continuity = ____________
• Observations
o One Person
o Not Scientific or Quantifiable
• Intermediate Level
o Solid understanding of Business Continuity
• Interaction
o Looking for Your Input
PEP 2011 7
8. Inspiration
I i ti
• What inspired y
p you to choose Business Continuity?
y
• Or, what is your current inspiration?
• Turn to someone and tell them what inspires you to
work in Business Continuity.
• Examples ___________
PEP 2011 8
9. Adapting ‐
Adapting
Ad ti ‐ example
l
Seattle Times: March 13, 2011, Howard Shultz, Starbucks
• Q: how do you reconcile the need to hold onto
Starbuck’s roots while also growing and even doing
things that aren’t coffee, like you’ve talked about
lately?
lately?”
• A: There’s been a seismic change in consumer behavior,
and it demands innovation and it demands relevancy.
The challenge and the art is for us without question to
embrace the core values and the core experience while
innovating on the edges, and we’ll do that and do it
well.
well
• Question – has your approach to Business Continuity
changed?
PEP 2011 9
10. Mainstream
M i t
• What does this mean?
• Levels You /
• Examples… Passion
Employees /
Expectation
Organization
/ Culture
PEP 2011 10
11. Daily Visual
D il Vi l
• Nightly Newscasts
g y
o Anchor Desks
• Volume of Sources
o Local / National / International
o Internet / iReporters
• Saturday, April 23 - King5 News evening news –
Disaster Training with Pierce County Emergency
Management for Schools and Hospitals.
• All Month
o Tornados and Flooding
• Is the Frequency of Disasters Up?
PEP 2011 11
12. 2010 Headlines
2010 H dli
A Brief Overview of 2010 Natural Hazards Headlines
• Haiti - earthquake
• Peru - Machu Picchu was hammered by torrential
rains. 2,000 tourists became stranded.
• Iceland volcanic eruptions of April and May 2010 –
impacted worldwide flights for weeks
weeks.
• China flooding and landslides and 1,300 people
have been reported missing.
• Pakistan thousands impacted by deadly floods
PEP 2011 12
13. Local Headline
L l H dli
Seattle Times, Sunday February 13, 2011
Hwy. 99 tunnel would be prepared for potential disasters
• The tunnel is subject to state seismic requirements to withstand a
"2,500-year" quake.
• The tunnel team dismisses any risk of tsunami.
• A worst-case event would be triggered by a rift in the Puget Sound
seafloor generating a wave that covers part of Sodo in water
between knee and head height
height.
• However, the only known tsunami from the Seattle Fault occurred
about the year 930 and generated a 10-foot wave. To breach the
current seawall, which is 9 feet above the average high tide, it would
, g g ,
require a record tsunami at high tide. Such an event might occur
once in 23,000 to 60,000 years, according to consulting firm Parsons
Brinckerhoff.
PEP 2011 13
14. Gota (Go
G t (G ogle Data)
t )
Term Search Term Search (millions)
15
• Business Continuity
• Disaster Recovery 10
• BC Management 5
• Business Resiliency 0
DR BC Resiliency BCM
• Emergency P
E Preparedness
d Term Search (millions)
• Incident Management 25
20
• Business Sustainability 15
• Continuity of Business 10
• Emergency Operations 5
0
• Crisis Management
PEP 2011 14
15. Gota
G t
Job Search (millions)
Job Search
5
• Business Continuity
4
• Disaster Recovery
3
• Business Continuity Mgmnt 2
1
0
DR BC BCM
PEP 2011 15
16. Job Postings
J b P ti
• Took a sample from various j
p job sites 2 months ago
g
and 2 weeks ago.
• What did you notice?
o Volume of j b
V l f jobs
o Variety of titles
o Variety of levels
o Variety of areas - DR, BC, BCM, EM
o Interns
o Combination of disciplines
• BC/DR, Security, Safety, Risk
PEP 2011 16
17. Worldwide Standards
W ld id St d d
• North America
o National Fire Protection Association NFPA 1600: Standard on
Disaster/Emergency Management and Business Continuity Programs
• ISO
o Published by the International Organization for Standardization (ISO)
ISO/PAS 22399:2007 Guideline for incident preparedness and operational
continuity management
• United Kingdom
it d i d
o Produced by the British Standards Institution (BSI), BS 25999 is a Business
Continuity Management (BCM) standard in two parts.
• ANSI/ASIS SPC
o Organizational Resilience: The ANSI/ASIS SPC.1-2009 Organizational
Resilience: Security, Preparedness, and Continuity Management
Systems Requirements
Systems—Requirements with Guidance for Use American National
Standard is under consideration for inclusion in the DHS PS-Prep,
PEP 2011 17
18. Laws & Regulations
L &R l ti
• UK Data Protection Act 1998
• Health Insurance Portability &Accountability Act (HIPAA) 1996
• Gramm-Leach-Bliley Act of 1999 (GLBA), also known as the
Financial Services Modernization Act of 1999
• Sarbanes-Oxley Act of 2002 (SOX) Section 404 of the act
requires publicly traded companies to assess the effectiveness
of their internal controls for financial reporting in annual reports
p g p
they submit at the end of each fiscal year
• Payment Card Industry Data Security Standard (PCI DSS)
establishes comprehensive requirements for enhancing
p q g
payment account data security.
• Private Sector Preparedness Act of 2007 / Title IX Public Law.
Require suppliers to be certified under the voluntary
q pp y
preparedness certification process being established
PEP 2011 18
19. Volunteers
V l t
First Response Team of America
• Tad Agoglia - 34-year-old and his four-man
team constantly rush to disaster sites, where
they open roads and provide other urgent
services for emergency personnel "I looked at
personnel. I
the devastation …"I realized that there was a
need, and that I had the ability to meet that
need. How could I turn my back?“
• Agoglia started First Response in 2007. Over
the next 18 months, the team responded to 1
disaster a month. Team uses four customized
trucks, high speed cranes, hovercraft,
trucks high-speed cranes hovercraft
generators, and water pumps to clear roads,
remove debris, and provide emerg power.
You!
• Text Donations +
PEP 2011 19
20. Movies
M i
• What are the most famous disaster movies?
o Titanic
o Towering Inferno
o Independence Day
o Earthquake
o Poseidon Adventure
• What do these all have in common?
o _______________
o Why?
PEP 2011 20
21. Mega Di$a$t $
M Di ter
The mega disasters, which were selected by Zurich based on overall
business impact and ranked chronologically, are:
1. 9/11 - 2001
2. SARS - 2003
3. U.S./Canada power outage - 2003
4. Indian Ocean earthquake and tsunami - 2004
5. Hurricanes Katrina, Rita and Wilma - 2005
6. Financial crisis - 2008
7. China earthquake - 2008
8. H1N1 pandemic - 2009
9. Iceland volcano - 2010
10. Floods in Europe and Pakistan - 2010
• What do these all have in common?
PEP 2011 21
22. Advertisements
Ad ti t
• Print
o Crisis Management
• Children’s Tylenol, Motrin, Over The Counter meds
o Preparedness
• What companies are/have been doing
• TV Commercials
o Risk Management
• Zurich Panama Canal
o Crisis Management
• BP & Toyota
• Company Web Sites
o Large and Small Organizations
• Some are ‘regulated/required’ to post - others are not
o Your Competitors?
PEP 2011 22
23. Association
A i ti
About Tide Loads of Hope How it works:
• Over 34,000 loads of laundry • 1Disaster Strikes
cleaned for families affected
by disasters, and counting…. • 2Help Is Sent – Fleet of
Mobile Laundromats.
M bil L d t
• 3Laundry Provided
• Multiple days at the
disaster site washing,
drying and folding
clothes.
l th
• In times of disaster people
turn to the most basic of
human needs—and one
PEP 2011 of those is clean clothes.
23
24. TV !
TV !
Outsiders begin to define our space.
g p
• February, 2011 - former Gilmore Girl has been cast in
the new Shonda Rhimes pilot, DAMAGE CONTROL,
an ensemble b
bl based on th career of legendary
d the fl d
crisis management consultant Judy Smith.
• Rhimes’ new project will follow the life and work of a
Rhimes
professional fixer, and her dysfunctional staff.
PEP 2011 24
25. Continued Learning
C ti dL i
• Trainings
g
o On line
o Classroom
• Conferences
o Regional
o National
o International
• Certifications
o FEMA
o DRI International
o CRP
• Education
o Undergrad
o Graduate – Masters of Science in Business Continuity, Norwich University
PEP 2011 25
26. Vendor
V d $
If there are vendors around there is money to be
y
found!
• Accepted
• Need
• Gota
o Business Continuity Vendors
o Vs.
o Business Continuity Jobs
o ____________
PEP 2011 26
27. Awards
A d
• The Business Continuity Awards - recognize
y g
excellence within the field of business continuity
and operational risk management.
• M
May, London; B
L d Began i 1999
in
• I am not based in the UK. May I still submit an entry?
Yes. The Awards are internationally recognized.
• Categories (19)
o Most Effective Recovery of the Year
o Most Innovative Solution of the Year
o Business Continuity Team of the Year
o Lifetime Achievement
o Industry Personality of the Year
y y
PEP 2011 27
28. Employee Expectations
E l E t ti
• If we agree that Business Continuity has gone
g y g
mainstream….how has that changed the way we
do our jobs and what expectations do employees
now have?
1. _______________
2. _______________
3. _______________
4. _______________
5. _______________
PEP 2011 28
29. Employee Expectations
E l E t ti
• If we agree that Business Continuity has gone
g y g
mainstream….how has that changed the way we
do our jobs and what expectations do employees
now have?
1. Awareness
2. Understanding
3. Knowledge
4. Acceptance
5. Expectations
PEP 2011 29
30. Program Challenges
P Ch ll
How can I meet the (new) employee expectations
or go Mainstream? I can’t even get support in
some of these areas - from last year’s PEP -
year s
Partnerships
• Sponsorship
• Reduced Staff
• Added Responsibilities
• Competing Priorities
• Lack of Funds
• Program Support
PEP 2011 30
31. Program Worksheet
P W k h t
• DRI International – Professional Practices
o 10 Subject Areas
• Questions – two questions & two perspectives
o Answer 1 and Answer 2
o You and Stakeholders
NOTE: You may not have oversight/participation in all Areas
• Purpose
o Areas where your Organization is strong and has opportunities
o Areas of variance
o Identify and p
y partner with key S
y Stakeholders
• Take a few minutes to compete
PEP 2011 31
32. Program Worksheet
P W k h t
• Areas of Variance
o Examples ___________
o Should there be a significant difference?
• Business Continuity Chain – 10 links
o Recognize that Organizations are different
o Culture and Industry plays a part
o Should all of these be on your/Organization radar?
o Do they all need to advance?
o Does one approach work in all Areas?
• You / Organization need to
g
o Understand
o Agree
o Plan
PEP 2011 32
33. Worksheet Results
W k h tR lt
• Hypothesis – I’d like to test
yp
• Working for Organizations that created a new
Business Continuity position?
• Working for same Organization more than 6 years?
• Worksheet Variance? __________
• Time in Position
• Common occurrence is the Business Continuity
Professionals Dance – move from one company to
another. My opinion, it impacts the Organizations’s
program maturity and customers.
mat rit c stomers
PEP 2011 33
34. Success – t
Success – story
S
• Safeco Insurance
o New leadership brought a Crisis Management model from a previous
Organization; it was very different from the current model. They told me
what they wanted and expected.
o Success or not? ________
• Liberty Mutual + 2 years
o New Organization brought in their own Crisis Management model; it was
very different from Safeco. They told me what they wanted and expected
Safeco expected.
o Success or not? __________
• How could two so different models both be
successful? S
f l? Success and Business C ti it are a lot
dB i Continuity l t
alike – everyone has their own definition. In this case,
the definition (and therefore the success criteria)
( )
were determined by my Stakeholders.
PEP 2011 34
35. Wrap Up ‐ thoughts
Wrap Up ‐ th
W U ht
Mainstream Themes
• News • Ownership
• Gota • Measure
• Jobs • Transparency
• Standards • Time in Position
• Volunteers
l t • Partnership - S
t hi Success
• Ads • Maturity
• TV • Success
• Vendors • Customer
• Awards • Reasonable
PEP 2011 35
36. I
Irony of What We Do
f Wh t W D
• We have seen examples of disasters that may have
p y
been preventable or impact reduced with better
preparation and planning.
• Th irony is those leaders, who may have not h
The i i th l d h h t have
supported strong Business Continuity Management,
are now dealing with the harsh reality of not being
prepared when disaster strikes and the harsher
reality of additional Mainstream expectations.
PEP 2011 36
37. The New C
The New Crisis Management ??
h
Crisis Management Consultants help to put a
positive spin and direction on the lives of important
figures (and also to avoid bad publicity).
Tony Hayward, “I want my life back”
Hayward I back
Now, as W d returns to golf to
N Woods lf
restore his career, the focus shifts to a
key crisis-management objective:
changing the subject
PEP 2011 37
38. Mainstream Ideas
M i t Id
State Farm – Mayhem like me!
PEP 2011 38
39. Conclusion
C l i
Amazon.com:
Business Continuity
Planning made Simple
(Vol.1&2 Set)
$200.00
PEP 2011 39