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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
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
10 Why Community Resilience is Good Business
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)
11 Why Community Resilience is Good Business
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
12 Why Community Resilience is Good Business
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
13 Why Community Resilience is Good Business
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
14 Why Community Resilience is Good Business
• 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)?
15 Why Community Resilience is Good Business
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
16 Why Community Resilience is Good Business
CRS Interactive Guidance
CRS Guidance Panel
Resources to
help you in the
CRS
What you have submitted in the CRS
17 Why Community Resilience is Good Business
Examples of Internal Resources
• Research360 – web-based GIS solution
• Aidmatrix
• 72hours.org
• Personal Recovery Concepts
18 Why Community Resilience is Good Business
Examples of External Resources
19 Why Community Resilience is Good Business
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
20 Why Community Resilience is Good Business
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?
21 Why Community Resilience is Good Business
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
22 Why Community Resilience is Good Business
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
23 Why Community Resilience is Good Business
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 Why Community Resilience is Good Business
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 Why Community Resilience is Good Business
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
27 Why Community Resilience is Good Business
• 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
28 Why Community Resilience is Good Business
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
29 Why Community Resilience is Good Business
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)
30 Why Community Resilience is Good Business
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
31 Why Community Resilience is Good Business
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
32 Why Community Resilience is Good Business
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
33 Why Community Resilience is Good Business
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
34 Why Community Resilience is Good Business
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
35 Why Community Resilience is Good Business
Why Should Business Care about
Resilience: Listen to Hancock Bank
» Gulf Coast Resilience: An American Tale (Video) The Road To Resilience
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)
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
QUESTIONS?
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
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
Ready OC
Online preparedness
resources
www.readyoc.org
County site with
current information
tied in with Facebook
and Twitter
One-stop-shop for
information
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
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
Thank You
Questions?