Disaster preparedness for healthcare workers,american girl movie saige cast,books on consumer electronics companies - 2016 Feature

Citizens, local governments and the federal government alike were not prepared for the devastation because they used history as a template for future events.
The mantra leading up to a natural disaster, from local authorities and even from many experts is to stock up on candles, food, water and batteries and have enough for at least three days.
The manual has not been updated to account for an antiquated infrastructure and power grids and it does not consider the financial conditions of cities and the country as a whole. Emergency shelters are not stocked with food, water or other essentials while large generators sit idle due to maintenance problems. There is currently a debate in Washington DC as to whether or not to allocate funds for the cities and citizens affected by super storm sandy, this is months after the storm.
The following is a list of recommended supplies, tools and materials and it is not a comprehensive list.
Store and operate your generator where it is protected from rising waters, rain, snow and other damaging conditions.
Never operate a generator in an enclosed area to include crawlspaces, garages, and carports or near any openings into the home. It is recommended you have a generator capable of handling up to 7,000 watts of surge to ensure you can operate a refrigerator, heater or water pump at the same time.
Review: Ruger Mini 14 Traveling Tip for BOBa€™s and Backpacks Hick’s Law Dandelion Jelly Sale! The most critical step in being able to recover from a disaster is being prepared for one in the first place. Anyone who has actually managed a business' recovery from a disaster knows that the most critical factor when it comes to business and operation continuity is having a plan in place before the disaster strikes. In an emergency, the most wasteful use of workers' time (and sometimes their safety), is in setting up makeshift IT triage—that is, on-the-fly access to data and applications after a disaster.
Disaster preparedness means having, at the very least, the data and apps that are required to keep day-to-day operations already running in a remote location and ready to access. Also it's practically guaranteed that, after experiencing a disaster, a company will not be running with its full staff. In short, IT contingency in wake of emergencies should be as seamless, as compliant with corporate security policies, and as easy for end-users to access as possible. Easier Than Ever Such disaster preparedness is easier than ever for companies to deploy because of changing trends in technology. So, why are many organizations still not on-board with creating strong disaster preparedness plans? IntroductionThe intent of Assessing Disaster Preparedness was to have an honest and open dialogue with key stakeholders across different sectors about the level of preparedness in the Bay Area to respond to a major natural hazard such as an earthquake.
For example, BAREPP, (Bay Area Regional Earthquake Preparedness Project) existed in various forms between 1983 and 2002. One weakness with the government is the lack of information within and outside about level of preparedness and enhancements to preparedness due to lack of standardized metrics and measures.
It is widely understood that the non-profit sector is crucial to the survival and well-being of the vulnerable, underprivileged and underserved communities who would be most affected in the event of a major disaster in the Bay Area. The discussion began with presentations by two non-profit organizations, both providing different perspectives on disaster preparedness.
Ana-Marie Jones, Executive Director of Collaborative Agencies Responding to Disasters (CARD), followed with a plea to revisit current messaging and methods around disaster preparedness. The participants also recognized the vital role of faith communities in preparing for disasters. There was consensus that a comprehensive map of the major non-profit providers in a community and the services offered by each in various geographical areas would be an invaluable resource to the community. Estimates suggest that over 80% of the productive resources required for disaster response and recovery are controlled by the private sector. Peter Ohtaki, Director of Business Executives for National Security (BENS), spoke to their model of partnerships between the private sector and the government around issues of disaster preparedness and national security. Colin Lacon, President and CEO of Northern California Grantmakers, spoke to the role of philanthropy in preparing for disasters. Throughout the conference and in the afternoon discussion around preparing for disasters five core themes emerged, around which the group coalesced and formed consensus. LeadershipCurrently there is no constituency for emergency management, which was referred to by a participant as a 'policy without a public.' While most people in the Bay Area agree that disaster preparedness is important, it is not an issue that is at the top of the lists of politicians. MessagingCurrent emergency management messaging focuses on the negative, or advocating preparedness, in order to prevent negative results such as the loss of property or life.
All agreed that the media is an important constituent in any initiative on preparedness and resiliency. Measurement and MetricsThe lack of available and accurate data contributes to inefficient and unsuccessful planning. It was agreed that any initiative should include a component that objectively assesses and baselines current levels of preparedness and is able to chart progress from it. On the heels of this discussion about measurement, Arrietta Chakos, Assistant City Manager of the City of Berkeley, eloquently pleaded with the group not to mistake measurement for wisdom. The group recommended that while measurement tools are being developed, there begin to be movement forward toward the prioritization of gaps and execution of solutions. Coordinating OrganizationThere is a great deal of concern about the 'silo' or 'stovepipe' approaches. Call for ActionJim Aldrich of the San Francisco Office of Emergency Services summarized the call to action as follows, "There is a sense of urgency in the Bay Area emergency management community.
We resolve to make the Bay Area the most resilient community in the world; a resiliency that we can prove.
The motion was accepted and the participants suggested that a 'compact' to record the group's intention to commit to further research, while at the same time moving toward action to improve areas of obvious gaps, should be established. The approach shall be holistic and include households, businesses, government experts, academia, non-profit groups and philanthropy.
The initiative shall be led by a neutral, non-governmental third party and supported by a diversity of funding sources. The approach shall include significant outreach components in the form of marketing and media to create a 'public' and gain support from politicians.The approach shall include research to develop metrics to baseline and demonstrate progress.


The initiative shall have the support of conference participants who will bring additional partners.
Standards shall be developed to encourage best practice, provoke media attention and facilitate additional funding to support the local model.
The group asked Fritz Institute to incubate this initiative and report back with proposed next steps.
The most recent super storm that ripped along the Eastern Seaboard of the United States left death and destruction in its wake.
Therefore, the a€?once in a lifetime occurrencea€? can happen again because you cannot use history as an indication of future events. Many cities and communities are struggling financially and this plays a role in recovery efforts. The ad hoc repairs always seem to be just enough to get a city or community to the next disaster.
The number of items you might possibly need would fill several garages so you have to prioritize and realize that if you currently live in an apartment or house you will already have many of the essentials needed.
Obviously if your area is susceptible to a storm surge or heavy flooding it is assumed you will evacuate but otherwise rivers and streams may cause a few inches or feet of water to be present and equipment must be above the floodwaters.
Use the proper gauge extension cords and if you have a standby automatic generator make sure, the local power company is aware you have one. While disaster recovery will always involve some on-fly decision making and adapting to realities on the ground, both of these can be made orders of magnitude easier by having contingency plans and systems already in place, and staff who are already trained how to implement them. Disaster recovery (without proper preparedness) may mean IT scrambling to find a place to set up a replacement server, take a copy of the data and applications from the damaged server, and then restore that data and re-install mission-critical apps to give end-users the alternative access they need to continue key operations. Often, such implementations in the wake of an emergency, are not properly configured, may be insecure, and may not meet required corporate compliances, such as HIPAA. It also means having trained end-users how to access that in-place, contingent data so they can continue to get to the systems they need, whether they are working on company-issued machines or their own mobile devices.
IT employees, who would setup these temporary disaster recovery fixes, may not be available or present to implement them, so redundancies need to be built in, and plans clearly documented, so that whoever needs to step in can do so. Cloud computing, virtualization, and the continuing increase of always-connected and relatively powerful mobile devices in the hands of end-users are all key ingredients in deploying a strong and effective disaster preparedness solution.
In a recent survey conducted by Symantec of IT decision-makers in small- to-mid-sized businesses, only 26 percent have a disaster preparedness plan in place. The conference participants represented the Office of Emergency Services (OES) at the state, regional and local levels, heads of non-profit organizations such as the Red Cross, Salvation Army and United Way, the corporate sector, academia, and philanthropy.
Anisya Thomas, Managing Director of Fritz Institute, who spoke to the genesis of the project and the conference.
Thomas reviewed the common themes that emerged from pre-conference interviews that were held with each participant. Kathleen Tierney, Director of the Natural Hazards Center at the University of Colorado, formally opened the conference by reviewing the results of the previous day's discussions among the most prominent academics on disaster preparedness and management . Many in the room felt that emergency management and disaster preparedness were a 'policy without a public', and as a consequence did not get the prominence or importance that they deserved from city or state officials. However, there is considerable skepticism about the inherent capability of these organizations to function effectively if a disaster strikes. Harold Brooks, CEO of the American Red Cross Bay Area Chapter spoke to his organization's interest in leveraging partnerships with the local non-profit community as well as the private sector to improve their capacity to deliver services. Her view was that using fear to urge people to prepare for disasters was a disempowering and ineffective approach. Research around the social response of citizens during times of emergency shows that even those who are not members of a faith community reach out to local churches, synagogues and mosques for assistance. Further, many participants felt that having a common framework and definition of disaster preparedness, and a common metric to assess preparedness and delineate gaps could stimulate funding and collaboration. Yet, there are almost no linkages between the private sector and the government emergency services departments or the non-profit community-based organizations. The participants agreed that there were many impediments to the government and non-profit organizations collaborating with corporations, including a difference in cultures and approaches. His view, shared by Sandra Hernandez, CEO of The San Francisco Foundation, was that philanthropy is recognizing its responsibility to invest in the resiliency of the Bay Area.
Further, at the national level, government spending weighs heavily in the direction of homeland security, rather than emergency management. It was agreed that at the current time, no one could speak to the level of resiliency or preparedness in any community in the United States as there are no common tools or metrics.
The group would like to begin development of a strategy for deciding which issues to tackle first and how and who should lead these efforts. While it was agreed that there is a great deal of activity and thinking around disaster preparedness, different stakeholders often have limited visibility to the activities of others. The storm has also shown that politics and bureaucracy played a role in the reaction time and recovery efforts of the government. In other words, the government assumes they will have boots on the ground within three days of a disaster. The super storm was not categorized as a hurricane because it was not considered hurricane strength. In addition there were representatives from various city governments and national disaster preparedness organizations and emergency preparedness accreditation organizations (see Participant List). The conference was sponsored by the Hewlett Foundation, The San Francisco Foundation and PG&E as an initial component of a project that seeks to provide an objective, third-party view of the landscape of disaster preparedness. Among the activities were two reviews of the preparedness metrics literature conducted by Jeannette Sutton and Dr. Nonetheless, the group agreed that it was unreasonable to expect the government to be the sole provider of disaster response and recovery services and had mixed views on the level of preparedness and effectiveness of the office of emergency services at the city, region, state and national levels. It was comprised of representatives from the government, emergency management practitioners, scientists, and community groups. While many organizations in this sector have begun to create business continuity and disaster preparedness plans, many others have not. He suggested that the key to creating enduring and sustainable community resiliency was in sharing resources and knowledge and forging trust among the various actors charged with serving the community.


CARD is built on the concept that preparing for disasters is an essential part of every person's responsibility to themselves, their organizations and their families. It is clear that there needs to be a realistic and achievable strategy for incorporating faith communities in any local disaster preparedness initiative. Further, recent research has suggested that only 33% of Bay Area businesses have a business continuity plan, fewer have plans to assess and ensure employee well-being, and almost none have concrete plans or partnerships to participate in community recovery. He cited this conference and other initiatives under the aegis of Northern California Grantmakers, The San Francisco Foundation and the United Way, which are all directed at gaining knowledge about gaps in disaster preparedness so that philanthropy can focus on addressing these gaps before a disaster, and also understand how to best use resources immediately after a disaster.
As a consequence, there is a lack of transparency around the allocation of resources, previously directed toward preparing for natural disasters.The experts agree that there needs to be an emphasis on advocacy around this subject and a strategy to elevate the subject on the agendas of local and national governments.
Several participants felt that messaging around disaster preparedness could be made more positive by focusing on community resiliency and economic development. Although all agreed on the importance of measurement, the group also seconded Arietta's call to action. There was wide recognition of the need for the creation of a coordinating organization to aggregate efforts, establish metrics and standards, facilitate cooperation and partnerships and advocate for disaster management policy change. The take away from all this is that you as a citizen may very well be on your own for days, weeks or even longer in the event of a natural disaster. This of course is no longer true and has been proven such from recent and not so recent events. The items are not disaster specific because you will need most of the supplies, tools and materials during any crisis. In this first of four articles on disaster preparedness, we tell you how to start thinking about disaster preparedness and how to gather the information you will need to create an effective, efficient plan for recovering from whatever fate throws at you. Conference participants were selected through discussions with their peers who identified them as leaders and experts in the disaster management community. It is hoped that this exercise would lead to proposed ways to assess preparedness, so that gaps, if any, can be funded by the philanthropic community prior to the onset of a large-scale disaster.
Some members of the group felt strongly that there was an absence of strong leadership and that the subordination of FEMA to the Department of Homeland Security and the focus on terrorism had severely affected the nation's capability to respond to natural disasters. They focused on providing information about hazards and their potential impact, and on targeted messaging and marketing.
Small community-based organizations cite lack of funds and knowledge as significant impediments. She argued eloquently that the survival of the Bay Area rested on its ability to bounce back after the inevitable earthquake and maintain the viability of the region as a center of innovation and commerce.
Yet, experience suggests that businesses are strategic players after major events, willingly providing resources and expertise.
The group discussed the fact that the philanthropic community needed to be an important part of a local initiative as its funds could address important issues that the government has been unable or unwilling to do. However, in addition to 'top-down' leadership, the group felt that 'bottom-up' leadership that was 'local' was also critical.
A call for a neutral party to step forward into this role was logged several times during these conversations. We need to make sure we can tie the resources and services to them quickly to reduce suffering.
The group was critical about the lack of transparency in government spending and the lack of accountability of the government in how funds were spent and the resulting outcomes. The initiative was funded by FEMA and the State of California, and was widely regarded as being very successful. Philip Padgett, EMAP Private Sector Committee Chair, and David McMillion, Project Manager of the Metropolitan Washington Council of Governments and an EMAP assessor, provided information on the EMAP process. Larger organizations expressed frustration at not knowing what their role would be relative to the Red Cross, which is the dominant recipient of donations and the auxiliary to the government. She urged the audience to use this economic development perspective in accessing funds to prepare. Unfortunately, such responsive actions do not allow for the optimization of core competences. Focusing on preparedness for one hazard in lieu of another creates missed opportunities for leveraging investment and optimizing community resiliency.
The group's consensus was for Fritz Institute to serve as the organization providing leadership in this umbrella role. These reviews summarized existing measures of preparedness at the household level, organization level and community level using both primary and secondary data. However, it was also clear that many felt that the Bay Area was more prepared than other regions in the country due to frequent natural disaster exposure and experience in responding to those incidents.Richard Eisner, Regional Administrator, Southern Region Branch of the Governor's Office of Emergency Services, reflected on his career and experience in hazards management. Participants agreed that both these models thrived because they were created outside the bureaucracy of government, but included the government, and because they were independent and autonomous.
EMAP starts with a self-assessment online which is followed by an on-site visit from five assessors who conduct a week-long review and audit of disaster preparedness plans and then make recommendations.
All agreed that coordination and collaboration with each other is critical, and that insufficient coordination and collaboration is a current problem.
As a result, this lack of coordination and collaboration with front-line players such as the government and community-based organizations results in many valuable resources remaining unaccessed, or unused. He reminded the group about relevance of population diversity and the inabilities of the system to address the needs of the most vulnerable populations in disaster scenarios. Tierney concluded her presentation by providing a framework for measuring disaster preparedness that could be used across sectors and levels of analysis with existing indicators and instruments and included eight dimensions.
He reiterated the critical importance of local preparedness and spoke to the effectiveness of various models of community participation in disaster planning that had emerged in the past and dissolved due to the lack of funding and political will.
As an example of the relevance and usefulness of this rigorous process, they described the experience of the National Capital Region in undergoing the assessment, the resulting lessons learned, the funds raised and the improvements being undertaken as a result.



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