The document summarizes a business resiliency workshop presented by the City of Anaheim. It discusses the importance of community resilience for businesses. Building community resilience helps minimize disruption during crises and allows for more rapid economic recovery. The workshop highlights tools and resources available through the Community Resilience System to help communities and businesses prepare for, respond to, and recover from disasters. Attendees learn about best practices for enhancing business and community resilience.

2. CITY OF ANAHEIM PRESENTS
BUSINESS RESILIENCY WORKSHOP
AN INTRODUCTION TO BUSINESS EMERGENCY PREPAREDNESS
THURSDAY, OCTOBER 4, 2012
ANAHEIM CONVENTION CENTER

3. WELCOME
AND THANK YOU FOR ATTENDING
TOM TAIT
MAYOR, CITY OF ANAHEIM

4. BOATLIFT
An Untold Tale of 9/11 Resilience

5. WELCOME
AND THANK YOU FOR ATTENDING
TOM TAIT
MAYOR, CITY OF ANAHEIM

7. BUSINESS RESILIENCE
AND COMMUNITY RESILIENCE
ROBIN K. WHITE, Ph.D.
SENIOR MEDIATOR & PROGRAM DIRECTOR
MERIDIAN INSTITUTE

8. Why Community
Resilience is Good
Business

9. 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
Why Community Resilience is Good Business
9

10. 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.” 10
Why Community Resilience is Good Business
10
— Vale and Campanella
The Resilient City (2005)

11. 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 vulnerabilities
Low Response Recovery
Time • Recover normal operations more
quickly following a disaster
• More effectively understand and
manage risks posed by acute and
chronic disturbances
Why Community Resilience is Good Business
11

12. 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
Why Community Resilience is Good Business
12

13. 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
Why Community Resilience is Good Business
13

14. What is the Community Resilience
System (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

15. 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

16. CRS Interactive Guidance
What you have submitted in the CRS
Resources to
help you in the CRS Guidance Panel
CRS
Why Community Resilience is Good Business
16

17. Examples of Internal Resources
• Research360 – web-
based GIS solution
• Aidmatrix
• 72hours.org
• Personal Recovery
Concepts
Why Community Resilience is Good Business
17

18. Examples of External Resources
Why Community Resilience is Good Business
18

19. 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 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

20. 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?

21. 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

22. 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

23. 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

24. 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 Premiums
Business 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

25. 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

26. 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 homes
Recovery 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

27. 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

28. 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
Why Community Resilience is Good Business
28

29. 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)

30. 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

31. 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
Why Community Resilience is Good Business
31

32. 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

33. 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
Why Community Resilience is Good Business
33

34. Redevelopment
Issue: Need to redevelop business in a way that is
more resilient while considering business needs and
interests
1. Consider Land use and rebuilding in sensitive areas
2. Examine building codes, building materials for more
resilient rebuilding
3. Identify and plan for availability of sources of capital for
redevelopment
4. Identify opportunistic improvements that can be made
post-disaster
Why Community Resilience is Good Business
34

35. Why Should Business Care about
Resilience: Listen to Hancock Bank
» Gulf Coast Resilience: An American Tale (Video) The Road To Resilience
Why Community Resilience is Good Business
35

37. STATE PERSPECTIVES
ON BUSINESS RESILIENCE
PAT A. DENNEN
SOUTHERN REGION ADMINISTRATOR
Cal EMA

38. Cal EMA: A Look Ahead
Pat Dennen, Southern Region Administrator
Mark S. Ghilarducci
Secretary, Cal EMA

39. 2012 At a Glance
Imperial County Floods and
Japan Marine Debris Earthquakes
Multiple Wildland Fires
Public Outreach Training and Exercises

40. 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)

41. Worst Fire Season – Ever?
• North, 3,324 (814,024)
• South, 3,793 (81,519)
• Rush Fire, 315,000
acres

44. CalEMA 2012 At a Glance
*Challenges*
• New administration
• Ongoing budget concerns Identity
• Pending reorganization Crisis….?

45. Back to Basics
• Increase efficiencies
• Focus on Recovery
• Organize appropriately
o SEMS/ICS
• Operational Readiness

46. Improved Customer Service
• Simplify grant
guidance/processes
• Better communications
tools
o Web EOC
o Webinars

47. Strong Partnerships
• MOU’s with Private
Partners
• Business/Utilities
embedded in SOC
• Training
o BUOC Exercise 6/14

48. • 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 Assoc
BUOC / CalEMA Business Partners

49. Build a Culture of Preparedness

50. 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

51. 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

52. 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

53. 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

54. 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.

55. Benefits of partnerships
• Continuity of community
• Enhanced situational awareness
• Increased information flow
• Improved private sector support
• Development of close partnerships
• Relationships before disasters

56. 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)

57. 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

58. QUESTIONS?

59. Pat A. Dennen
Pat.Dennen@calema.ca.gov
(562) 795-2900

61. PREPARING BUSINESS FOR RESPONSE
MATT ANKLEY
EMERGENCY PREPAREDNESS MANAGER
DISNEYLAND RESORT

62. Preparing Business for
Response
Matt Ankley
Emergency Preparedness Program
Manager,
Disneyland Resort

63. Overview
• Why Plan?
• Business Resilience Basics
– Response Standards
– The Emergency Management Cycle
– Keys to Success

64. 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

65. Reasons Why to Plan
• People assume things will return to normal
soon
It’s the right thing to do

66. 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”

67. 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

68. 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

69. 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

70. Mitigation
Preparedness
•Planning / Plan Writing
•Training
•Drills and Exercises
•Evaluation
Response
Recovery

71. 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

72. You are Here

77. Other Examples….

85. 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
Shooter
85

86. 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

87. 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

88. 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

89. 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

90. 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

91. 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”

93. 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

94. 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

95. 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

96. 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……. !

97. 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

98. Matt Ankley
Matthew.e.ankley@disney.com
(714) 781-7883

100. INCREASING BUSINESS RESILIENCE BY
MITIGATION AND PLANNING
ELLEN LOPEZ
EMERGENCY MANAGEMENT DIRECTOR
ANAHEIM FIRE & RESCUE

101. 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

102. 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

103. 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

104. 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

105. Whole Community Approach
Faith Based Organizations Public and Private Schools
Senior Living Facilities Access & Functional Needs

106. 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

107. 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.

108. Potential Disasters

109. 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?

110. Anaheim Hazards: GEOLOGICAL
 Landslides occur due to
various factors,
including steep slope
conditions, erosion &
rainfall

111. Anaheim Hazards: EPIDEMIC / PANDEMIC
 2009 Influenza A
H1N1 Pandemic
2011 Sunkist Church POD Site Free Community Drive-Through Vaccinations

112. 8 Point of Dispensing (POD) Sites
Sunkist Church
LDS Anaheim
Peter Marshall School
Cornerstone Church
Baden Powell School
Ana. First Christian
Temple Beth Emet
Magnolia Baptist

113. 2012 Exercise Point of Dispensing (POD)
 Friday, October 19
 11am to 2pm
 Anaheim First Christian
Church
 520 West South Street
92805
2012 Anaheim First Christian Church POD Site  Free Flu Vaccinations

114. Anaheim Hazards: WILDLAND FIRES
2008 Freeway Complex Fire
3 Counties – 6 Cities
215 Structures Destroyed
161 Structures Damaged
Local Assistance Center

115. Anaheim Hazards: SPECIAL EVENTS
 2010 All Star Games
 2007 Stanley Cup
 2003 World Gymnastics
 2002 World Championships

116. 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

117. 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

118. Ready OC
 Online preparedness
resources
www.readyoc.org
 County site with
current information
tied in with Facebook
and Twitter
 One-stop-shop for
information

119. Notification Systems
Anaheim Alert
 Register your email or
cell phone for text
messages
 Receive 3 levels of
notification from
routine to emergency
 www.anaheimalert.net

120. Notification Systems
Alert OC
 Register your email, cell
phone and landline
phone
 Receive notifications
from the City or County
regarding large-scale
disasters or evacuations
 www.alertoc.org

121. 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

122. 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

123. 14 CERT Neighborhood Teams Rally Points

124. Anaheim Community Emergency Response Team Training Class
To register, visit
www.anaheim.net
e-mail
cert@anaheim.net
or call
(714) 765-6955
Registration fee of $25 is due at first class.

125. Workplaces who’ve completed CERT
Hilton Anaheim Hotel Fisker Automotive
Sheraton Park Hotel
Magnolia Baptist Church

126. 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 elopez@anaheim.net
714 765-6951

127. Thank You
 Questions?