that. actually had to close the facility in louisiana, and they immediately handle anything that we needed to do to help ourselves and the pharmacy set up a brand new pharmacy in the area that handled the medical needs. i think that is a good beginning. >> i think so, too. the vice president of global marketing and business development for the harris corp.. an international communications company that serves more than 150 companies. the principal focus is the development of wireless connectivity. >> as what tom just said, i am from harris corp., our expertise is designing, implementing, and operating complex and critical networks.

we do that with federal civil programs. and we also do complex jobs such as the u.s. census. given everything i have heard, i will focus on one part, the part that as a radio communications. in that regard, there are three points that i would like to make that are shown here. communications before the disaster, it is focused on of ability. what i mean is that it has to work. there are redundancies that are extremely important. there is also a public safety infrastructure network recovery. i dunno why use some new words to say something that is quite simple and quite important. it turns out when the fcc hands of frequencies for public safety

communications, they hand out mutual aid frequencies. it is important that those frequencies be up and working. those are common denominators. we have heard a lot today that interoperable eddie has always been a challenge because the radios aren't different frequency bands. they were invented in different decades, and they work in different ways. there is opportunity to work together. i would also like to emphasize the role that was mentioned earlier, the national guard. they can act military communications to public safety communications as well as connecting those organizations to each other. during the disaster, what is very important as our mobility.

i will compare and contrast, if i could, 9/11 and katrina. all the antennas structures came down, too. that same day, within hours, we had a truck on the road from our facility in virginia to new york, and we were able to reestablish communications which had been destroyed on the empire state building instead of on the towers. that worked very well because we were able to restore communications within 24 hours. in katrina, we had a different challenge. given the situation on the ground, our people were not allowed to go in. one of the things that we should be thinking about is how to provide credentials to critical elements of recovery when they are needed so that they can get

in and fix our stuff that is broken. that is an important point for mobility. after we brought the system back up again, the issue becomes and profitability. how does one thing talk to another fan. if you have a pc and i have an apple, those operating systems are not compatible. but they both talked to the internet. and they can talk to each other. the same central core ideas i can be applied to radio technology, and we even applied it in a backwards compatible technology holloway back to analog radio. progress has been made, how one to deliver the message that there is no. in terms of domestic public

safety, it is being offered by everybody. the and dropper ability issue is a lesson, and again, if we look at the building of the right thing at the beginning, the opera ability, being able to mobilize operations will recover as quickly as possible. and the recovery after the disaster, because we have military and public radio's, the ability for those to work together is extremely important. an example of when you use each of those is the following. when there is no infrastructure left, like in haiti, we brought military radios with us. the military radios designed to

work without power and that kind of infrastructure. it is very important to make the determination if communications can be restored, do it quickly. if not, use a different kind of video technology. it is always possible to link those radio technologies across frequencies using ip technology. >> thank you very much. and we have an idea of the thinking right now in terms of the prepared mess from pharmaceuticals and wireless communications. what about hospitals? she is the west bay region chief of staff and the california pacific medical center. she is an expert in the field of safety, security, and emergency management. >> handy description here is one of the largest private not-for-

profit academic medical centers in california. we believe the largest medical center in san francisco. and we provide a wide variety of services to support our community, the public health system, etc.. i wanted to focus on the type of community resources that we offer, and what we have offered in the past both locally and nationally. i also want to dispel the emergency preparedness for all hospital as about the influx of casualties and patients. i will get into that story in just a moment. we provide resources to the community. we're working with a number of community churches to make sure that there are emergency planning processes are in place, that they can house multiple individuals if we have or when

we have a large disaster occurred. providing resources to other facilities and organizations. in 2003, the hospital council came together and formed an emergency preparedness taskforce and joined with the city agencies. since then, we have that incredible playing together. there were a few events have been -- happening to bring the hospitals together and partner together. like power outages, the need for immediate additional equipment or batteries. and we may end up sharing of those. we have done personal inventory is so we know who can help supply and support. we have provided in june of

2001, the tropical storm that touched the texas medical center. texas medical center is in multiple hospital and medical cities. it proceeded and the stalled and for five days, gave us an awful lot of rain. about a 3, it exceeded the ability to maintain the water. and just when you expect the disaster to be over, it was day three. resources were needed and over 1000 patients needed to be evacuated from three major hospitals within the city. that haven't taught us a great deal about our own dependence upon each other and planning

together within the city. as far as international, we have provided teams of doctors, nurses, and others to haiti. we have worked with doctors without borders to mobilize clinical staff and resources. we worked to provide a medical equipment to other countries and devastated by disasters. because of the resource that we use and activate every day, we provide a great deal of resources locally and abroad. the next we are talking about, i wanted to give you an idea of what their resources on a daily basis or an annual basis to the community are. it is a system of 24 hospitals, so we have regions where we can

rely on to back up and supply the resources and the people. and knowing that it has been in the community since 1856, we have been a long time partner and hope to continue to do so. what i would like to do is talk about these emergency plans. and it is not all about casualties. we activate our emergency plan at least 30 times a year. that is actual, real activation. you can put this one together, i was asked for a humorous story that i could share. it is not about an earthquake, so you are all trying to imagine that figure this one out. i went to my staff that challenged them with coming up

with something funny. about emergency preparedness? this is such a passion of mine, i usually don't joe allot about it. he reminded me of a couple of them. we had a power outage in the city. the local power went out. a transformer blew. it did not impact one of the generators. the local response was going to be an hour and a half. the building was completely black. the emergency generator for that portion was not working. so we ended up evacuating, at shutting down the outpatient units, got everybody out to the

evacuation point, to people cannot missing. an hour and a half later, we are still not able to account for two individuals. and about 10 minutes later, two of our employees that we were looking for that we have immobilized search teams to find out where they were and to make sure they were ok let me know that from this particular hospital, had taken a walk to the coffee shop because it was kind of boring in that little meeting area and went shopping. that is a link between coffee and curses. at the time it was not funny. i suppose in retrospect i can sort of laugh, not really. that is a good example of how we're activating our plans, we go alert a couple of times. will go on alert because it does

impact us. it does impact more than one operational unity, we may acquire additional resources, people, or supplies. we activate to an alert level and who think differently of how we maintain operations. there has been flooding within san francisco. not everything goes downhill, and it has caused some flooding. we have had to activate and we are not able to get resources between our campuses. again, i wanted to share that there are things other than mass casualties that we are preparing for. we have a great relationship with the city agency and partners within the community that help us do better planning. >> the governor is a former

governor of the great state of wisconsin, president and ceo of a matrix, a possessor of one of the lumber resonate as i have read and quite a while. balancing wisconsin's budget without raising taxes. so perhaps we can pick his brain for a different kind of disaster response, but that is for a different discussion, i suppose. it is a leading global technology that can conduct operations in six continents. he will tell us about the work of a matrix. >> i would like to thank this area for a number of people leaving in resiliency. they have been in a number of national groups, one of the leaders of community resiliency. some might complement seek to you.

and the employees of pg&e. their active involvement in disaster response. what we do, we are the leading technology nonprofit in the world. as an example, almost all of the charitable food in the united states goes through matrix technology. the most terrible food and the u.k., some food in africa, food in asia, we get to the earlier disaster program in japan. we were quite involved in that partially because some of our partners were in japan, and more importantly become as the second harvest works. it is that supply chain that was able to be put to use. that is what we do in foods. there are almost 50,000 organizations globally almost $2

billion worth of product flows through the systems at an annual basis. we do food, medical, but i am here today because of the work we do in disaster. the theme that the nation's system runs on our matrix will, there is a site where people can donate products, cash, or volunteer. had the nonprofits are able to see those, pull it off from one site, and to those needs are matched. it runs on 52 states and territories. nato runs the same system. they all look different, but the underlying technology is the same. what works for them as independent information that is compatible to work with others and is also the advantage of

having an aide a matrix that work because all the organizations control their own information, but they have the ability to collaborate, which makes the community stronger. the next slide you will see, if we can get to it, it is a full cycle of situational awareness, partially because some of the things we do or important prior to the actual event itself. it is something important for the bay area because you have one of the asset registry is already in place for the private sector. from the earlier speakers, five of blood to belabor what some of the local officials that were talking, but this can be used not only in preparing for disaster, but it can be used in everyday purpose to strengthen the community in your ability to respond a disaster. seven counties have combined to

use the asset registry in every day purchasing. and also a collaboration tool to share purchases. what i will argue, and you can't get enough information. the second problem is that there is too much information. the goal is to have a central location where you can go and had to dive down to be able to get the information you need. the next slide i have for several specific reasons. my wife said to never talked about supply chain if you want to keep your audience. i was asked to speak about the heating supply chain.

the other reason, we are given the number of slides we are supposed to have. the third reason is because we were told not to have more than three-fourths lives. why did i have more? because everything i have seen in disasters, there are rules. generally, a successful response comes from people in the community that break rules to respond to needs in a disaster. it is an important point because it drives the verdict alley of rules and the governments and the major organizations verses true resiliency in a community of horizontal response had people making decisions. there is an important to be able to make those decisions and have information. to haiti, to talk about haiti

and what we did. when the earthquake hit, there were several organizations that were on those tools. they were in the warehouses, they knew what the needs were. we were able to display up and down the system since we were internet based. there was a great deal of chaos. a group created a central portal out of chicago where 12 different nonprofits come by to work off of the major tool. of the chaos, what would happen in the field, asked the matrix to go live. they were able to link an and powered by action organizations. the end of registering and abetting ngos in the field,

which meant to those organizations were able to display their needs, a number of the nation's coming in from the private sector that never had to move logistically. they were virtually offered until then he was found and they were matched. the system can search warehouses and can mask the number of things. i will very specifically give an example of how it works in haiti. in many cases, i hesitate to say what did happen, and basically didn't want volunteers to go to haiti. we wanted to systems of volunteers. one system where nobody was ever really loved that, the other was a medical personnel that were needed. they put that the in the system. a number of volunteers that

match that need. a match was made. the question is, how do you transport them? the transportation component with over a thousand transportation and logistics companies to get transportation needs. we love the market system. it will work, for, it can be donated. there was a donation made to over 600 major carriers. one of them donated major fights and it was clear that they were able to see those and it shows from beginning to end, the match of need and in the field, the private sector being done virtually, having things come in to create a secondary disaster logistics'. i would argue that much can be done including virtual warehousing.

and we're starting to get to do it for a number of those things. i am going to stick to this rule, we were told to stay within the timeframe. i understand, i was in the state legislature. i appreciate the others yielding their time to me, but i think you and i will turn it over. >> is sometimes necessary to break rules. thank you, and congratulations on the win over nebraska last saturday. rebecca is the manager of employee engagement and disaster relief for hewlett-packard, overseeing the volunteer efforts of their 300,000 workers worldwide. >> i want to thank everybody here as well for the opportunity to represent h-p in the work that we do in the community.

as, mentioned, i am manager of employee engagement for all of our employees around the world. we have over 300,000 employees and 170 countries. with that, i feel like i have the best job in the world and at the same time, the scariest responsibility for all of these people to get motivated to give back to the community. and the people that live in those communities. to give you a sense of what h- p's office of global elevation is about, if you can save that three times fast, i will give you a free touch pad. just kidding. more than 70 years ago, our

founders created a company whose legacy continues to live on. a lot to stake a " they will find in your book click here. it is something that dave has set very early on in the beginning of the company that stands true today. the betterment of our society is not a job to be left to the few. it is a responsibility to be shared by all. that value is one that continues today and is integrated throughout our focus. we have gone from the idea of very traditional philanthropy in making the nation's to the community because it was the right hand to do. to the present in which a social innovation really stands for

what are the and of valuable assets that we can contribute to the society for the betterment of that society, and that includes us as the largest technology company in the world, it is our product and our people. and last, the cash that we can possibly offer, too. in a lot of cases, these are limited resources. and how can we best utilize those resources to improve the community? for the next few minutes, i want to focus on how we deliver on that promise in cases of disaster relief. in this case, i will focus on japan, because i think it was really unique in that within 48 hours of learning of the disaster there, our team with

the crisis management team and with the partners, we were able to identify how we were going to give and in what way we were going to give. within a week, h-p has donated $2.3 million worth of technology and cash and partnership with ngos. it was a partnership that we developed with microsoft and dell in donating laptops as well as our partnership with annatto. coming from the inside, it was like as a beautiful, seamless operation. when you think of the playbook that we probably all have under a pile of papers, we followed that playbook really well in

terms of responding to the disaster. i think it was a wonderful experience, following that framework to execute well in delivering promised to the community again. delivering valuable assets of around technology and people, through collaborations with the social sector and with other companies like microsoft and dull. in other respects, they can be our competitors. but when we deal with disaster relare put aside and it is focused on how we can improve society. dodge that is an impressive array of services. i remind everyo,