a and theirh, a nice person with a microphone. -- ah, there is a person with a microphone. there must be at least one question here for our panel. they have answered every single thing that you ever thought about your entire life? no. here is the question. and from a famous person. here we go. >> governor barbara -- barbour said will have a big catastrophe, it is going to encompass one city usually, so he thinks a governor should be in charge. but in this panel, nobody has mentioned the governor. what role leading the governor of california should have? >> i think you have to remember

who the governor is. i love jerry. [laughs] i clearly think of the wildfires and the earthquake that the governor has a role that is pretty critical for mobilizing the r and maybe resources outside the region. let's think about an earthquake. the kind of earthquake we're all theory in the bay area could also take out the levees, which would disrupt the water system for a lot of northern california. i would have to think twice. i mean, i think that the governor has to rally the state resources, but the governor may have multiple disasters on his hand, so rallying as overall resources to take care of what is probably going to be a multi- city, multi-issue kind of disaster, because it may be

search and rescue and fires in san francisco and oakland, but it could be water supplies throughout the rest of the state. it could be later-after-later in a major disaster, and i think the state is going to have to rally resources from the entire state and probably from washington in a major event like that. >> good. do we have another question from the audience? the gentleman over there was starting to raise his hand. well, if we do not have any more questions, i think that we have pretty much settled the issue here. we thank you all very much for being here. would you like to say a few words? >> jack, i appreciate you moderating. i appreciate the officials here for participating in the panel. i do not know, i felt pretty

good about the commonality here in terms of the agreement that you all had on the things that need to be done, particularly your expression of support for what we're trying to accomplish here. so would all of you please help me give them a big round of applause for this panel? [applause] i know that we have two mayors here and the supervisor, and i know your schedules are hectic. i appreciate you taking the time. and our port captain, we love her. she is one sharp cookie, and she does a great job here in san francisco. thank you also much. appreciated. i will ask all of you if your mind, take a quick break, because we're going to transition to our next panel. everybody has talked about the role of private sectors. we think now that we probably should someday do a whole day on the role of private sector, and we're going to have a great

panel here. i would like to say, let's start this, if we could come in five minutes. let's take a five-minute, maybe stand in place or if you need to make a head call, and get the panel up here so we can start it. >> how do we leverage the vast

resources of corporations and businesses in terms of employee donations and volunteers? those are some of the issues that we are going to be delving into this afternoon. certainly, if i may take a couple of minutes to tell you that businesses will find an ally in media during times of disasters and in particular, local media. i think most local media people feel that their greatest satisfaction, when they are helping their communities. for me, it happened very soon after vietnam when i began my commercial career during hurricane agnes in 1972. i remember this storm just stalled. that was hurricane agnes. we will give it a minute are too. i will continue my story.

the storm stalled over central pennsylvania and dump to record amounts of water. i suspect that we will have additional problems. does everything seems stable enough? people have told me i am windy, but i did not know this was going to happen. suffice it to say, the community needed a friend, and needed someone to sit there and be with them as they went through these extraordinary days of being isolated by flood waters of the likes of which central pennsylvania had never seen before. it was a thrill, almost, to be able to sit there and help people get from point a to point b. to let them know what services were available, how to get

supplies. the community responded and it worked very well. another occasion was not a natural disaster, but it happens to be three mile island. we talk about honesty being the best policy when it comes to businesses dealing with the public. in this case, it is not what happened. it made the circumstances much worse. the lieutenant governor came out to meet the press that night after a meeting governor thornburgh and met with of the owners of three mile island and said, metropolitan edison is giving you and us conflicting information. and their credibility to the rest of the crisis, it was one of those circumstances where we were on the air consecutively for 72, maybe 96 hours until the crisis passed. it took the nuclear regulatory

commission bringing in experts from washington, helping to restore some sense of credibility and believability so that people in that portion of pennsylvania could make smart decisions. more recently was the pipeline explosion. on that night, i was one of many reporters live at a shopping center where they were directing people that were evacuating their property to meet to find out what services were available. a producer of mine said, there is a woman behind you with a handful of clothing. i turned around and this was someone who got out with a handful of close on her back. it turns out she had understood that there were going to be people in need of clothing and other things and have brought

those clothes to start a donation pool. they had an entire truckload of clothing and ended up with far too much clothing and were able to share it with other agencies. cash donations began to come in. this is what makes us feel valuable. we understand the criticisms, and that is behind the business response as well. we want to be members of the community and helpful when there is a crisis. let me introduce the panel today, each has experience in the field of private-sector response which is certainly a merging, and there is some very impressive planning in place as you are going to see. the senior vice president for pharmaceuticals. the vice-president for the

harris corp.. the region chief of staff for federal health and the medical center. former wisconsin gov., president and ceo of a global technology nonprofit. and rebecca, the manager of employee engagement in disaster relief for hewlett-packard. the panel brings a great deal of expertise across many fields to our discussion today. we certainly want you to be involved in our discussion, so as questions come to your mind, who write them down. after the presentations, we would love to have discourse between new and our panel. you will see his extensive biography in your program, it is written more eloquently than mine. he is the senior vice president

for a pharmaceutical company where he spent the last 39 years of his career. >> is a real pleasure for me to be here, particularly talking about this topic because i am a california native. i have family here and i certainly have lived through a number of the issues we have had for natural disasters in this area. i work for a corporation headquartered right here in california and san francisco. it is the fifteenth largest corporation in america. we started in 1833, so it is a very old corp. and has a very long history of delivering medicine to the population of the united states. 1/3 of all pharmaceuticals are delivered from us to the hospitals and retail pharmacies and? a round of the u.s..

we have 28 warehouses, two of which are in california. one in sacramento, another in southern california. this is something that most people don't understand. all of our orders are sent to us electronically, at 8:00 at night. we received those orders and we deliver them to the pharmacies the next morning. if you ever had an occasion to go to a pharmacy, and if you come back at 10:00, that is the miracle of how that happens. we fulfill the order, and it is critical for how we handle national disasters as well. the orders can actually be routed to any of the distribution centers in our system at the moment notice. they are centralized in one location and we have great flexibility in times of national disasters.

it happened to be a relatively new facility, only of for a couple of years when the hurricane ike passed through. of a, i will just sit in all. it passed right through our facility, it was a disaster is a storm, and have tremendous implications. the one thing that is different about a hurricane, we had notice of the hurricane coming. we move inventory and to oklahoma city in preparation for filling orders for the texas market place out of that facility. after the storm passed through,

we were down for a very brief time. we used generators and we have enough gasoline to run them. we ran them for a week, so instantaneously, it was back up and running. it was one of the few places to have electricity to function. there were several pieces that were extremely important about this. since we were one of the few places that have electricity, we were able to organize food programs for not only our employees, but for both the police department and the fire department have found refuge in finding hot meals where we were. we also have the ability to house at a set up a nursery for our employees. since they had no services where

they were, they would come to our facility. we would feed them, we gave them gasoline to get people to jobs, and we were kind of a full- service facility. one thing you can imagine, we have tremendous employee loyalty in that facility. i am not uncommon to have 40 years, it is kind of a trade within our organization. the other thing that was key to us, how many of you are probably aware of the ability for the government to set up emergency pharmacies. in this case, it was done through the organization, and there are orders in the time of natural disaster. you need the ability to handle,

and those kind of things. you need those kind of things further on in a set of. one of the things that is critical for us is the response of the employees and the response of the governmental agencies that we work with. we work with the fda, and on more than one occasion, i have been able to reach out to the fda on a saturday or sunday and get relief. katrina was a great example of 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 immobilized search teams to find out where they were and to make