Averting Disaster Leslie VanSant Global Emergency Group, LLC Weekend In Boca 8 December 2009

HUMANITARIAN RESPONSE SUPPORT LOGISTICS SERVICES STRATEGIC CONSULTING TRAINING SERVICES COMMUNICATIONS CONSULTING

Averting Disaster

Leslie VanSantGlobal Emergency Group, LLC

Weekend In Boca8 December 2009

HUMANITARIAN RESPONSE CONSULTINGHUMANITARIAN RESPONSE CONSULTING

Agenda

Part 2

Recovery Planning

Service Resumption


Highlights from Session 1

• Defined hazards and risks• Identified risk• Preparedness strategy planning, started• Prioritization based on probability and critical

nature• Communication flow and process


Recovery Planning & Resumption of Services

• Setting goals• Working with the community• Reputation management• Consistent thoughtful behavior• Enable decision making and empowerment• Reputation management


What is needed for Service Delivery

Asset Allocation• What is needed where to re-start

business? People, supplies?

Changing Client Needs• Evaluate needs, adjust to meet.

Budget• What cash flow is needed to sustain?

Cash reserve vs. other capital access

Timing• When to resume, staging.


Community & Network

What role do you play in the community?•Are you involved? Chamber? Associations?•Service provision connections?

How can you fit in to assist the community•What can you do besides resumption of business?

How would the disaster of another impact your business?


1. Asses possible hazards and risks.

2. Review organization and internal processes.

3. Define business critical functions, goals for recovery.

4. Plan and practice, execute needed steps..

5. Communicate to all stakeholders.

Key Steps to Business Continuity Planning


1. Communication

2. Listening

3. Learning

4. Decision Making

Key Skills for Planning Process


Case Study Review

•What are the possible hazards?•What are the risks?•What is the affected community

network?•What are possible solutions?


Case Study: Small Not-for-Profit Group Home

Jane leads an organization that runs five group homes for people with intellectual disabilities in the Boston area. The residents include men and women with Down syndrome and other intellectual disabilities. The independence levels among the residents vary, but each group home has an overnight resident assistant. Residents prepare meals, clean their personal space and do their laundry. Once weekly, a cleaning crew thoroughly clean common areas and individual rooms to ensure that each house is a pleasant home. The group homes are all large single family residences with 3-4 bedrooms in residential areas in a mostly urban/suburban atmosphere. The structures were all donated to the organization and most are large, historic Victorians, retro-fitted to code. Jane lives within a 5 – 20 minute drive from each of the group homes. She interfaces with the neighbors, city and state authorities and manages a group of senior staff. The senior staff in-turn manage the group homes, staffing, and respond to all resident matters.


Case Study: Non-ProfitFree Clinic

Fred is the assistant director at a small, but critical non-profit organization that runs a multi-lingual health clinic in San Francisco. The clinic provides free ARVs to HIV/AIDS patients among other services. He speaks Mandarin Chinese. Most of the non-HIV patients are Chinese immigrants who do not speak English. Fred is responsible for reporting cases of highly communicable diseases, such as H1N1, TB and SARS to the local board of health. A registered nurse, Fred liaises between the health and non-health staff at the clinic. Suky is the executive director and founder of the clinic. She lost her son to HIV/AIDS 10 years ago. Since then, she increased her smoking and has gained a terrible amount of weight. She knows she should take better care of herself. The clinic is her passion; she puts in long hours, recruiting volunteer doctors and nurses, fundraising, payroll, accounts payable, managing the facility, purchasing and administration. The clinic has 5 regular paid staff and 50 volunteer doctors and nurses. Each week, more than 100 patients are seen, and ARVs distributed to 45 patients per week, and insulin to 50.


Next Steps

1. Start a conversation in your organization to raise awareness.

2. Refer to resources – DRB Toolkit, Chamber, network, consultations.

3. Evaluate operations.4. Develop strategy and plan.5. Execute


Leslie VanSantGlobal Emergency GroupMiddleburg, Virginia+1-540-687-7011leslie.vansant@globalemergencygroup.comglobalemergencygroup.com

Documents

Averting Disaster Leslie VanSant Global Emergency Group, LLC Weekend In Boca 8 December 2009