by Judy K. Bell, CEM
Disaster Survival Planning Network
In today’s business environment, communications and information technology equipment transcend all organizational boundaries. Plans to restore both need to be an integral part of every organization’s business recovery plans. Some businesses believe they cannot afford the time to create recovery plans, then find out later that …
by Judy K. Bell, CEM
Disaster Survival Planning Network
PROCEEDINGS: 1993 NATIONAL EARTHQUAKE CONFERENCE; Earthquake Hazard Reduction in the Central and Eastern United States: A Time for Examination and Action. May 2-5, 1993, Volume 1, pp. 339-348
ABSTRACT
Experience has taught us after every major earthquake that the public telephone network will be congested. Both …
Communications Assessment Questionnaire
by Judy K. Bell, CEM
Disaster Survival Planning Network
1. Who is responsible for ensuring that back-up communications are established?
2. What are your existing communications capabilities?
A. Voice________________________________________________
B. Data_________________________________________________
C. Image Transmission____________________________________
3. Take an inventory of your existing back-up communications:
A. Radio_______________________________________________
B. Cellular______________________________________________
C. Amateur Radio________________________________________
D. Datafax______________________________________________…
Disaster Survival Planning Network
Before the Disaster:
Designate a contact point at work for messages if employees will need to let you know their status.
Have each employee provide you and their family an out-of-area contact name and number. This may be the only way to reunite employees with their families or let relatives know …
Disaster Survival Planning Network (DSPN)
Defining the Project
Every organization is unique in its structure, culture, processes, products and services, and physical facilities. To build an effective disaster recovery plan, each organization needs to create documents that will fit their own unique requirements and train key personnel for the kinds of disasters that they anticipate.…
by Judy K. Bell, CEM
Disaster Survival Planning Network
In past disasters businesses, schools, and public agencies set up temporary operations immediately after a disaster any way and anywhere they could. In the first weeks following the Northridge earthquake, makeshift cardboard signs were used extensively to convey critical information about hours of business and temporary …
by Judy K. Bell, CEM
Disaster Survival Planning Network
The earth begins to shake. You are at work. Your children are in school. Your retired parents are home alone. The shaking becomes more violent, and you duck under your desk to protect yourself. The first thought that flashes into your mind is, “this is it, …
“Business as usual” no longer applies to companies worldwide struggling with the effects of the latest bioterrorism threat. Providing a safe environment for employees has become top priority, with information being channeled to us through media outlets around the clock. Understanding the real threat, preparing for evidence of exposure, and providing a straight forward remedy …
McDaniel Lambert, Inc.
Guided refinery step-by-step through crisis response after 16-day chemical release at time when facility did not have a crisis response plan. Led the crisis media efforts by regularly serving as spokesperson to local and national media and providing training to others. Coordinated human health risk assessment and animal toxicity studies. Established community …
McDaniel Lambert, Inc.
Developed comprehensive crisis communication and community outreach programs for one of the world’s largest producers and retailers of agricultural fertilizer. Decentralized crisis communications program and customized crisis response to meet the needs of fifteen production facilities, and an extensive storage and transportation infrastructure.…
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