NEW ORLEANS BUSINESS CONTINUITY GUIDE

NEW ORLEANS

BUSINESS CONTINUITY

GUIDE

TABLE OF CONTENTS

Introduction 1

About This Guide 1

Priorities & Best Practices 4

Business Disaster Planning 4

Financial/Operational Considerations 7

Physical Property/Assets Protection 10

Involving/Communicating with your Important Audiences 11

Case Studies in Continuity Planning 18

Circle Food Store 19

Dong Phuong Bakery 20

Gulf Coast Bank & Trust 21

Massey’s Outfitters 22

Pagoda Café 23

Parkway Bakery & Tavern 24

Redmellon Restoration and Redevelopment 25

Renaissance Publishing LLC 26

Resources 27

ACKNOWLEDGEMENTS:

The following organizations and businesses were instrumental in the development of this guide:

The City of New Orleans, New Orleans City Planning Commission, Circle Food Store, Dong

Phuong Bakery, Gulf Coast Bank & Trust, Massey’s Outfitters, Pagoda Café, Parkway Bakery &

Tavern, Redmellon Restoration and Redevelopment, Renaissance Publishing LLC

PREPARED BY:

Gail Moraton, Insurance Institute for Business & Home Safety (IBHS)

Miriam Belblidia & Alessandra Jerolleman, WaterWorks LLC

Dana Eness, The Urban Conservancy + StayLocal!

Dwight Norton, GCR Inc.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

INTRODUCTION

All New Orleans area businesses, regardless of

size, must take the time to prepare for a future

that may involve natural or manmade events that

are unpleasant to think about. Small businesses

whose operations are concentrated in one area

are particularly vulnerable to disruptions and at

risk of loss or damage.

Disasters of any type can be costly for businesses

in many ways and even result in permanent

closure, but successful businesses understand that

preparedness is not just about bracing for the next

“big one.” Ultimately, successful continuity

planning enables business owners to run their

operations as efficiently as possible regardless of

what disruptions may come their way.

About This Guide

This guide is intended to complement other

effective no-cost planning tools available to small

business owners: the Insurance Institute for Business

& Home Safety’s (IBHS) continuity planning toolkit,

Open for Business-EZ (OFB-EZ®,

at: www.disastersafety.org/ibhs-business-

protection/ofb-ez-business-continuity); and the

Urban League of Greater New Orleans’ 2013

Small Business Guide to Disaster Planning and

Recovery (at: www. urbanleagueneworleans.

org).

The purpose of this guide is to familiarize New

Orleans businesses with available resources that

can help them assess their disaster risk and

prepare for the unexpected. Providing a

practical, user-friendly and low-cost way for small

firms to complete emergency preparedness and

business continuity plans will improve the odds that

small businesses can remain viable in the face of an

unexpected property loss or temporary cessation of

operations due to a power failure, supply chain

disruption, or other external event. Business

continuity planning also is critical to preserving

strong links throughout the supply chains that support

our economy. Importantly, this guide also serves to

remind business owners that one of their greatest

resources is their peers. The insights of other business

owners who have had to learn the hard way the

importance of disaster readiness are perhaps the

most valuable.

Included in this guide is a compilation of the

findings from surveys of business owners along six

commercial corridors, as well as case studies which

illustrate how a variety of local businesses are

incorporating best management practices into

their operations. The survey findings present a

clear picture of some gaps in disaster

preparedness, while the case studies demonstrate

creative and applicable real-life solutions to

disaster scenarios. Our sincere hope is our New

Orleans small business owners see themselves in

some of the case studies and statistics presented

here, and take advantage of the growing

community of prepared businesses and business

WHO SHOULD USE THIS GUIDE?

• Any business owner or manager

• Any size business

• Home-based, internet-based or

traditional storefront businesses

NEW ORLEANS BUSINESS CONTINUITY GUIDE

technical assistance providers to improve their own

disaster responsiveness.

New Orleans Small Business

Preparedness: Where We Stand Today

A 2015 survey of almost 60 businesses from six

commercial corridors throughout New Orleans

indicated:



40% have a written emergency plan;



72% have a communications plan for

contacting their employees and customers in

the event of an emergency;



33% have a written business continuity plan;



39% have access to a back-up generator;



75% have purchased flood insurance;



57% have purchased business interruption

insurance;



15% have mutual aid agreements in place

with other businesses.

These findings indicate the need for greater levels

of preparedness on the part of businesses in New

Orleans; however, these local findings fall in line

with national figures. According to the Small

Business Majority/American Sustainable Business

Council’s 2014 report, The Toll Extreme Weather

Takes on Small Business & the Economy, 2014,

57% of small businesses nationally have no

disaster recovery plan, and of those that do have

plans, 90% spend less than 1 day per month

maintaining them. The fact is that very few

communities are as ready to rebound from a

disaster as they should be.

Priorities for New Orleans Businesses

This guide responds to today’s New Orleans-

specific small business concerns. The content is

inspired by feedback from restauranteurs, gallery

owners, retailers, landscapers, and others who

attended a series of business continuity workshops

as part of the City of New Orleans’ Main Street

Resilience Project.

Business owners who attended the resiliency

workshops expressed the case studies of local

New Orleans businesses were extremely helpful in

understanding and framing their own continuity

planning efforts and that they would like to hear

more from peers on their experiences and lessons

learned.

Workshop participants also appreciated learning

about resources available for planning, crisis

communication methodologies, and the re-entry

placard for businesses after mandatory

evacuations.

“

Despite the city’s

recent disasters, New

Orleans businesses

are no better

prepared on average

than small businesses

nationally.

”

NEW ORLEANS BUSINESS CONTINUITY GUIDE

Participants also asked for information on:



Use of technology during a disaster



Sheltering in place



Mentorship and community partnering



Best practices to develop a flexible,

business resiliency plan that responds to

multiple shocks and stressors.

This guide is divided into two sections:

Local Priorities & Best Practices: specific areas of

interest identified by the New Orleans business

owners.

Case Studies in Continuity Planning: Covers a

range of business types and experiences specific

to New Orleans.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

PRIORITIES & BEST PRACTICES

Business Disaster Planning

The Importance of a Business Continuity Plan

Business disasters come in all shapes and sizes. It’s

essential for business owners to take the time to

plan how they will react to give themselves a

better chance of reopening quickly and

maintaining their operations. There are many

good reasons for businesses to plan for the

unexpected, most importantly protecting and

preserving the bottom line. To keep it simple,

remember the ABCs:

A: Avoid Market Share Loss

With a business continuity plan, your business will

have a better chance of remaining competitive

and minimizing the loss of revenue and customers.

A solid and tested plan boosts customer

confidence. When your customers know you have

plans in place to provide continued delivery of

goods and services during a crisis, they are less

likely to flee to competitors if a disaster threatens

your area.

B: Brand Protection

Having a plan allows you to demonstrate that your

business is committed and prepared to protect

your employees, clients and their assets at all

times. This demonstrates a proactive attitude and

can enhance employee morale and public opinion

about your business. With increased confidence in

your business’s ability to operate during

unexpected circumstances, your positive

reputation grows with customers, staff, partners

and investors.

C: Communications

Having a business continuity plan will improve

communication within your organization and with

customers, suppliers, vendors, and key

stakeholders. This is a helpful way to improve

daily operations, not only in the event of disaster.

Another important step in business continuity

planning is to make sure your plan is regularly

reviewed and updated. Your business is

constantly changing. You may have new

products and services; upgrades to technology;

people coming, going, and changing

responsibilities; and new priorities. All of these

affect your business and therefore your business

continuity plan. At a minimum, your plan should

be reviewed and updated at least once a year,

but every six months is ideal. Once the plan is

updated, be sure to redistribute it and make

sure your employees are aware of the changes.

Additional Information:

“Know Your Key Customers, Contact, Suppliers &

Vendors” (p. 10, OFB-EZ) “Know When to Update

Your Plan” (p. 16, OFB-EZ)

Planning for Emergency Situations -

Emergency Response, Shelter-In-Place &

Evacuation Plans

Emergency Preparedness & Response Plan

An emergency preparedness and response plan

consists of specific actions and tasks needed

before, during and after a disruption, to protect

people and property from physical and economic

damage. Not having an emergency plan, or

having a poorly prepared or misunderstood plan,

could lead to disorganized preparation or

confused response, with the possibility of harm to

your employees or property.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

Most storms and many other types of natural

hazards provide advanced notice and can be

tracked, which allows for at least some

preparedness planning. But even if that is not the

case, a number of steps can help to make your

business more resilient and better able to

withstand an event that happens without warning.

Creating an emergency plan that deals with issues

specific to your worksite and location is not

difficult, time consuming, or expensive. The starting

point should be the “Know Your Risks” section (p.

4) of the OFB-EZ toolkit, which identifies the risks

to which you are most vulnerable. This will allow

you to make sure the emergency plan you create

is right for the hazards or situations of your

greatest concern.

The next step is to inventory your worksite layout,

structural features, and emergency systems, so you

can tailor your plan to your situation.

Emergency preparedness and response plans also

should include life safety procedures such as:



Procedures on how to report emergencies

(fire alarm, dialing 911, calling an internal

emergency number)



Medical emergency procedures (who can

perform them and to what extent, or

whether your business rely on the fire

department or ambulatory services to

provide these services)



Evacuation procedures (see more detailed

information on the next page)



Procedures on how to account for all

employees after an emergency evacuation

(sweep the area, check offices and

restrooms, conduct roll call in the assembly

area, etc.)



Shelter-in-place procedures (see next

section for more detailed information)



Life safety equipment maintenance

procedures (AED, personal protection

equipment, etc.)

For more detailed information on how to create an

emergency plan, go to: www.disastersafety.org/

ibhs/commercial-emergency-preparedness-and-

response-planning/.

Shelter-in-Place Plans

There may be times when you and your staff should

shelter-in-place, such as:



Following a hazardous material leak,



The onset of severe weather such as a

tornado or high wind event, or



An active shooter or other workplace

violence.

Listed below are a few basic steps to take:



Close the business and have employees and

customers/clients shelter in an interior room

above ground level with the least amount of

windows and doors. Ensure the room has a

landline phone in it.



In the event of a hazardous leak, close off

all air intakes from the outside such as air

conditioners, furnaces, and fans. Close all

windows and doors.



Take your emergency supplies with you into

the shelter room and seal around windows

and doors with plastic and tape. Wet

towels can be used to seal the gap between

the bottom of the door and the floor.



Record the names and emergency contact

information of all the employees and

customers/clients in the room. If possible,

have them call their emergency contacts.



Listen to local television or radio stations to

find out additional information, if an

evacuation order has been put in place,

NEW ORLEANS BUSINESS CONTINUITY GUIDE

and/or when it is all clear to leave your

shelter.

For more information on sheltering-in-place:



Due to a hazardous leak, go to the Red

Cross’ Fact Sheet on Shelter-In-Place:

(http://www.redcross.org/images/MEDIA_

CustomProductCatalog/m4340182_shelte

rinplace.pdf)



Due to a tornado or high wind event, go to

the Red Cross’ Tornado Safety Checklist:

(http://www.redcross.org/images/MEDIA_

CustomProductCatalog/m4340177_Torna

do.pdf)



Due to an active shooter or other workplace

violence, go to the U.S. Department of

Homeland Security’s Active Shooter How To

Respond and/or Active Shooter Pocket

Card:

(http://www.dhs.gov/xlibrary/assets/acti

ve_shooter_booklet.pdf or

http://www.dhs.gov/xlibrary/assets/activ

e_shooter_pocket_card.pdf).

Evacuation Plans

A disorganized evacuation can result in confusion,

injury and property damage. It is recommended

your business develop an evacuation plan that

includes evacuation routes, locations to meet after

the evacuation, accounting for employees after

the evacuation as well as any requirements for

special-need individuals. The evacuation plan

should be posted in prominent locations in your

business (including floor plan with locations of fire

extinguishers, alarms, exits and routes).

For more information on evacuation planning, go

to OSHA’s How to Plan for Workplace

Emergencies and Evacuations at:

http://www.osha.gov/Publications/osha3088.pd

Knowing the Re-Entry Plan

Just as the City has a plan to leave, it also has a

plan to re-enter. New Orleans uses a tiered plan

for re-entering the city after a mandatory

evacuation. Tiered re-entry means businesses

come back at different times, allowing all possible

essential services that citizens would need, such as

power, food supply, etc., to get back and up and

running. Businesses must register for a re-entry

placard at: http://reentry.nola.gov/to be

assigned to a tier that re-enters before citizens.

Businesses will receive a tier level and a certain

number of placards for vehicles needed to re-

enter the city. These placards are required for re-

entry.



Tier 1: Federal, State and local agencies

and those who provide critical services to

government and public agencies that are in

direct support of response efforts.



Tier 2: Major employers or businesses that

are essential for the future return of

economic vitality.



Tier 3: Essential retail businesses and their

employees, when sustainable living

conditions have been met.

Citizens do not need a placard to re-enter the

City. They will re-enter after the initial tiers. For

questions about placards, including re-setting

passwords, or to make an appointment to pick up

placards, call (504) 658-8714.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

Financial/Operational Considerations

Ensuring Your Insurance Coverage is

Sufficient

Business insurance provides an important cushion

to your business that will help it recover from a

disruption more quickly and successfully. Review

your business insurance policy and contact your

broker to determine if you have the right kind and

amount of coverage needed for your business and

risks. Keep these options in mind:

Replacement Cost coverage helps with

rebuilding if you receive physical damage

(Tenant coverage is available if you rent).

Business Income coverage protects against

loss of income and extra expenses due to

closure.

Contingent Business Interruption, Supply

Chain Disruption and Utility Interruption

(Services Interruption/Off Premises Power)

provide additional coverage against business

disruptions.

Commercial Flood coverage is available from

the National Flood Insurance Program (NFIP)

and some private insurers. Excess flood

insurance can also be purchased from private

insurers in addition to the National Flood

Insurance Program’s (NFIP) coverage of

$500,000 on the property and $500,000 on

the contents. More information on commercial

flood insurance is available on the NFIP

commercial section at:

http://www.floodsmart.gov/floodsmart/pag

es/commercial_coverage/cc_overview.jsp.

Other types of insurance to consider:

Interruption by Civil/Military Authority,

Equipment Breakdown, Cyber Risk and Key

Man coverage.

If you are a food service business, Spoilage

and Mechanical Breakdown coverage is also

an option. Spoilage insurance covers the value

of property spoiled as a result of a breakdown

of your temperature control system due to

conditions beyond your control. Mechanical

breakdown insurance covers mechanical or

electrical breakdown to your boilers, pressure

vessels, refrigeration systems, piping and

mechanical and electrical machines or

apparatus that generate, transmit or simply use

mechanical or electrical power.

More information on business insurance is

available at the business section of the Insurance

Information Institute (I.I.I.) website at:

http://www.iii.org/insurance-topics/business-

insurance.

Planning for a Telecommuting/Remote

Workforce

Telecommuting is a growing workplace strategy

that allows employees to work from home or any

location away from the office, while staying

connected through various I.T. networks.

Telecommuting can be a vital option during a

weather emergency or other workplace disruption.

For telecommuting to be a successful business

continuity tool, businesses need to plan ahead by

deciding which jobs are suitable for

telecommuting, training staff, putting the right

technology in place, addressing administrative

challenges, and testing the new system. Below are

some ways business owners can include

telecommuting in their business continuity plans,

and what other considerations should be made

before implementing this type of strategy.

These considerations should be well thought out in

advance.

Identify the telecommuting force

Telecommuting is an option only for employees

whose jobs can be performed from a remote

location, and only for employees whose work

requires minimal direct supervision. Generally,

jobs that require significant on-site resources and

NEW ORLEANS BUSINESS CONTINUITY GUIDE

equipment, hands-on service, or face-to-face

interaction are not well-suited for telecommuting.

Those that focus on reading, writing and

analyzing, or are phone-intensive, are more

suitable for telecommuting.

Manage employee concerns

When identifying only some employees for the

telecommuting force, it is important to manage

perceptions of unfairness—either for employees

who think they should get a “free day” if the

workplace is closed, or those who are required to

physically report to work during adverse

circumstances while others are not.

Document the telecommute policy

When the office is closed because of a disruption,

the business continuity plan should specify who is

expected to work remotely and how the activation

will take place, including the following

considerations:



Determine when and how employees will be

advised not to come into the office and to

begin working remotely.



Determine how employees’ time and

attendance will be tracked, verified and

controlled.



Establish guidelines for employees on

required communication by phone and

email with their supervisor/manager.



Decide whether to create a signed

agreement stating what is expected of

employees who telecommute during a

disruption or emergency.



Make sure telecommuting employees have

an appropriate work environment in order

to perform their job. The location needs to

have safe working conditions and the

employee must maintain protection of

proprietary information, records,

documents and equipment.

As part of the planning process, appropriate

technology for each job function must be put in

place, including equipment, communications

systems and security. Additionally, employees

should document what is in place at their remote

locations in order to provide and maintain I.T.

capabilities and support.

Equipment



If equipment is required, what will be

provided by the business and what is the

employee expected to possess?



What expenses will be covered by the

business (e.g., Internet, a second phone line

for business calls, etc.)?



What hardware is needed (e.g., desktop

PC, laptop, tablet)?



If the business issues supplies such as a

laptop or tablet, what triggers when the

employee must take it home to make sure it

is available if needed?



What software, applications, firewalls,

antivirus and anti-spyware will be needed?



Are there any other components necessary

to do the job (e.g., printer, scanner, a

particular operating system, UPS, etc.)?

NEW ORLEANS BUSINESS CONTINUITY GUIDE

I.T. Infrastructure



What type of Internet connection and/ or

bandwidth is required (broadband, DSL,

cable)?



What Wi-Fi systems will be in place, and how

can they be secured?



What type of communication equipment is

needed (phones, teleconferencing

capabilities, tools like instant messenger, video

conferencing and other online collaboration

tools, etc.)?



Determine how voice communications will be

handled. Will the capability of re-routing

the calls to employees’ home or cell phones

be available?



Provide a list of contact information as a

handy reference for telecommuting staff.



Will access to remote help desk support be

available to assist telecommuters with I.T.

issues?



What type of training is necessary?

Employees will need to be comfortable with

the use of I.T. systems (e.g., log-in process into

a virtual private network [VPN], etc.).

Lastly, it is important to establish practice and

testing schedules. If employees do not work from

home on a regular basis, the first few times may

be confusing and difficult. Practicing and testing

are key factors in having a successful

telecommuting recovery strategy program

available when needed. Additional information is

available in IBHS’s article:

https://disastersafety.org/ibhs-business-

protection/make-telecommuting-part-of-your-

business-continuity-plan/

Working Together as a Community - Mutual

Aid Agreements, Mentorship & Community

Partnering

To reduce the likelihood of an extended business

closure or disruption during an emergency,

business owners may want to consider a mutual aid

agreement. A mutual aid agreement is a written

promise or a pre-arranged understanding

between two businesses in which both agree to

assist each other on request, by furnishing either

work space, personnel and/or equipment. Such

agreements should be properly documented and

clearly understood by all parties involved. Once

in place, the agreements should be reviewed and

updated annually.

Property/Building Mitigation

Techniques

Refer to the New Orleans Building

Hardening Guide. The guide will walk you

through some ways to protect your business

from high winds, flooding, fire, winter

weather, and hail. These techniques range

from very minor, inexpensive retrofits which

you might do by yourself to far more

complicated measures which require the

assistance of a licensed professional.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

Another option for small businesses is to take

advantage of mentoring and community

partnering opportunities availability in the area.

One such program is the Big Business - Small

Business Mentorship Program, which was

created to motivate and encourage large

businesses to provide mutually beneficial

emergency preparedness, response, and recovery

expertise to small businesses. Small businesses are

given the opportunity to learn about business

continuity and resiliency from industry leaders with a

proven track record, foster an environment for

business growth, develop the tools to recover from

disasters, and build beneficial relationships with big

businesses. Businesses can register in less than five

minutes at: http://www.DisasterB2bMentor.org.

Physical Property/Assets Protection

Protecting your Inventory & Perishables

It is critical that food service establishments, such

as supermarkets, casual dining and fast food

restaurants, convenience stores, drug stores and

pharmacies, take precautions to protect

perishable foods and medications from spoilage.

Proper planning not only will reduce property and

economic losses, but it also will help to assure

refrigerated/frozen food and vital medicines are

available when they are most needed in the

community. One important consideration to keep

in mind as you create your spoilage prevention

plan is the inclusion of backup electrical power.

Generators are an integral part of the

preparedness planning process for food

establishments and drug stores to maintain power

to needed appliances. If a generator is not

available, consider renting a refrigerated truck or

other type of mobile refrigeration such as

transport coolers, refrigerators and/or freezers to

save perishables.

Take the time to establish and maintain accurate

and up-to-date records of your inventory. One

free option is the Allstate Commercial LockerSM

app and online tool (www.commerciallocker.com/),

an inventory software provided by Allstate

Business Insurance designed specifically for

businesses (you do not need to be an Allstate client

to use the software). An up to-date business

inventory is an important component of disaster

planning. It can help you purchase the right amount

and type of insurance and substantiate property

losses to make filing an insurance claim faster and

easier. If a loss occurs, inventory records will prove

what inventory existed and its value, so that the

insurance claim can be settled quickly. If inventory

losses can’t be proven, the payment for loss may be

delayed or possibly denied. Be sure to keep

purchase invoices and sales receipts, including

machine serial numbers and telephone numbers of

vendors that support your equipment.

Lastly, pay attention to weather reports and take

quick action to protect your property from

damage:



Move equipment, electronics, business

records and inventory out from any

crawlspace, basement or low-lying areas,

where flooding is possible, and move them

away from large windows.



If you find that your building is damaged

by wind or water, quickly dry out inventory

and equipment that can be salvaged,

before mold or rust occurs.

Additional Resources:

Find information about the USDA’s Food Safety

and Inspection Service emergency operations and

response activities here: http://www.fsis.usda.gov

NEW ORLEANS BUSINESS CONTINUITY GUIDE

Tips to Make the Most of a Restaurant Power

Outage:

http://revelsystems.com/blog/2014/04/14/rest

aurant-power-outage/

Additional information is available in IBHS’

articles: https://disastersafety.org/ibhs/dont-let-

spoilage-ruin-your-business/

https://disastersafety.org/ibhs-business-

protection/power-up-with-commercial-

generators/

Involving/Communicating with your

Important Audiences

Communicating with Employees, Customers

& Business Partners

Information is critical during catastrophic events

and emergencies. Precise, timely, and relevant

information is essential for businesses to maintain

trust and credibility; for employees, customers and

vendors, it can help in decision-making that may

affect personal safety or productivity. Most

importantly, it is vital to help provide rapid and

appropriate assistance to those who need it

following a crisis.

Given its important role, crisis communication must

be part of an effective business continuity plan,

and not come as an improvised afterthought.

Every business should have a crisis communication

plan to ensure accurate information is provided

before, during and after a disruption, which will

minimize problems caused by untimely or

misleading communications.

Most businesses have multiple stakeholders who

should be included in a crisis communication plan.

The most important and immediate targets are

employees who need to know about damage to

workplace facilities and the status of operations.

Once employees are provided with this baseline

information, it is important to reach out to others

based on specifics the business is facing (e.g.,

damage to the building, length of likely closure,

financial needs, etc.). This could include key

customers, suppliers, creditors, utility companies, and

neighboring businesses, as well as crucial business

partners such as insurance agents and financial

institutions.

A business’ crisis communication goal should be to

provide timely, accurate, and clear information to

prevent inaccuracies and rumors. To accomplish

this objective, a message containing the following

verified information should be sent to all

stakeholders as soon as possible after a disruption

has occurred:



What, when, and where a disruption has

occurred



How serious the problem appears to be



How the business has been impacted (e.g.,

damage to facilities and operations)

Additional information should be sent to

employees including:



Who is expected to report to work



Where and when to report to work



Where to direct questions



When more details will be available

All communications should be tailored to the

recipient, considering what they may be

experiencing as a result of the disaster. If possible,

it is helpful to be specific and stress positive

outcomes. This not only helps to maintain the business’

good reputation, but it also provides practical

information regarding when and where the business

will be “open for business.”

NEW ORLEANS BUSINESS CONTINUITY GUIDE

Key Stakeholder Information

EMPLOYEE



Is it safe to go back to work (and what is being

done to assure my safety)?



Do I have to report to work?



Will I be paid if the office is closed?



How and when will I be paid?



Will I have a job after this crisis is over?

CUSTOMER



When will I receive my order?



How will you make this right?

SUPPLIER



Will you be canceling your order?



When should we resume deliveries?



Where should we ship your current order?

CREDITOR



When can I expect payment?

NEIGHBORING BUSINESS

(If disruption is caused by your business)



How are you taking care of this matter?



What are you going to do to prevent this from

happening again?

Crisis Communication Steps

1. ASSIGN A COMMUNICATIONS

COORDINATOR

Identify an internal crisis communication

coordinator. This person is responsible for

managing the communications process, developing

messaging, and working with the business owner

or other senior management on preparation and

implementation.

2. CREATE MESSAGE TEMPLATES

Prepare message templates ahead of time to save

time and energy. Starting from scratch after an

actual emergency has occurred can result in

factual or tonal mistakes. If there is warning of an

impending disaster (e.g., a hurricane or blizzard),

it may be possible to refine the message

templates before the actual event.

3. CREATE AN EMPLOYEE EMERGENCY CARD

Create and distribute a wallet-sized emergency

card which includes critical information that may

be needed during or immediately after a disaster,

such as phone numbers. Even if you operate a

largely paperless office, a small employee

emergency card is a useful resource that should be

easy to access if electronic devices are down.

4. DECIDE WHEN TO POST INFORMATION

UPDATES

Set up a post-disaster communications schedule.

The most critical information should be released as

soon as possible following a disaster. Once the

situation stabilizes, it often makes sense to post

information at set intervals, such as every day at

noon. This is more convenient for various

stakeholders and reminds the business owner of

the need for frequent updates.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

Communicating during or immediately after a

major disaster can be almost impossible, as

thousands of people attempt to reach friends and

families to confirm their safety or to report on their

own situation. While cellular communications are

often the most reliable during a power or weather

emergency, the huge call volume can strain the

cellular network, making calls difficult.

To overcome this obstacle, a business’ crisis

communication plan should include multiple means

of reaching key stakeholders, such as text

messaging, emails, a business telephone hotline

with recorded messages (as well as the capability

of allowing the caller to leave messages), social

media (Facebook, Twitter, LinkedIn, etc.), a

business’ website or intranet site, or a third-party

emergency notification system.

How to Use a Phone Tree

A phone tree is a communication process that starts

with the communications coordinator or a

designated administrator who shares urgent

messages with pre-identified key employees.

These employees in turn contact another list of pre-

identified staff, and so forth, until all employees

are reached. For a post-disaster phone tree to be

effective, it should include up-to-date contact

information, and as many contact methods as

possible for each employee (e.g., landline and

mobile phone numbers, business and personal

email addresses, social media account usernames,

and emergency out-of-state contacts).

Phone trees are most efficient when they work

both ways. Employees should be instructed not to

just wait to be contacted; they should also know

who to contact at the business (and how) to report

on their safety and to receive any urgent

messages.

Additional information is available in IBHS’s

article: https://disastersafety.org/ibhs/crisis-

communication-is-a-key-business-continuity-

component/

“Know Your Employees” (p. 8, OFB-EZ)

Using Today’s Technology for

Tomorrow’s Disaster

Mobile technology and social media are

everywhere—in our pockets and purses, on our

wrists, and in our cars—and they are changing the

way businesses function on a daily basis and how

they respond to and recover from a disaster. Just

as technology improves efficiencies in everyday

business operations, it also can be incorporated

into a business continuity plan to facilitate both

work processes and communications if normal

systems are damaged or disrupted.

Social Media as a Communication Tool

Over the past decade, more and more emergency

management officials are using social media to

warn communities about approaching weather

conditions, including how to prepare and what to

do after an emergency or disaster. In addition,

more and more small businesses are also taking

advantage of social media to communicate with

employees, customers and business partners. This

allows them to communicate more quickly, more

widely, and more accurately, leading to more

efficient response and recovery efforts and

controlling misinformation and rumors. The social

media platforms listed on the next page can all

be used to provide important information to

employees such as updates on an organization’s

status. Importantly, the information is shared in real

time on platforms employees already use and can

access on their devices.

NEW ORLEANS BUSINESS CONTINUITY GUIDE



LinkedIn is a business-

oriented social networking

service. It is primarily used

for professional networking;

however, businesses can create LinkedIn

members-only groups. With a LinkedIn

company group, business owners can create

their own company intranet on the LinkedIn

platform where they can share information

related to a business outage or other

emergency with their employees. Members-

only group discussions can only be seen by

group members and discussions do not

appear in search engine results.



Twitter is an online social

networking service that

enables users to send and

read short 140-character

messages called “tweets.” Twitter offers the

ability to create closed groups and private

discussions. With the option to tweet

privately, business owners can share short

bits of information with their employees.

Using an emergency employee-only

hashtag such as #acmeemployees, business

owners can relay important information to

their employees.



Facebook is an online social

networking service that is

likely already being used

by many of your

employees. Businesses can create a private

Facebook group page for their employees,

which can then be used to share information,

links, photos, documents and videos.

Members of the business’ private Facebook

group page is limited to those people

invited and confirmed by the group

administrator.



Yammer is a secure, private,

social network for the

corporate environment. Access

to a Yammer network is

determined by a user’s Internet domain,

making access available only to those

individuals with the organization’s email

account. Yammer can be used to quickly

disseminate news and keep employees

updated.

Deciding which social media platforms will work

best for your business will depend on several

factors—most importantly, the platforms most

used by employees should be considered. This

determination should be part of pre-disaster

planning to ensure the chosen platforms are as

effective as possible.

Additional information on the use of mobile

devices and business continuity is available in

IBHS’ article:

http://www.disastersafety.org/ibhs/byod-and-

your-business-continuity-plan/.

Testing & Exercising Your Plan

An important, and often skipped, part of business

continuity planning is testing and rehearsing your

plan. Jonathan Bernstein of Bernstein Crisis

Management expressed it well, “Just as you

wouldn’t expect actors to put on a play after

thumbing through a script once; you can’t expect

yourself or your employees to flawlessly execute

a plan without extensive practice.” Yet in the event

of a business interruption, most businesses expect

their employees to perform under pressure without

ever practicing their roles or testing the overall plan.

Without exercising with your staff, you will never

know if your plan will work when needed. Most

businesses use one of the following methods to test

their plans:

NEW ORLEANS BUSINESS CONTINUITY GUIDE

Building Evacuation Exercise: This is different

from your regular fire drills. A building

evacuation exercise should include timing your

employee evacuation and then accounting for all

employees once they are out of the building.

Notification Exercise: This type of exercise

consists of activating your emergency notification

method. If it is the call tree method, this would

entail those with calling responsibilities contacting

all employees during non-working hours. This will

uncover issues such as if all contact methods were

used and successful; if phone numbers and/or

email addresses were correct; and how long it

took to reach all employees.

Alternate Site Exercise: If your business has

arrangements made for an alternate worksite, this

exercise would test your connectivity and

functionality processes. This type of exercise

should include the process of logging into your

servers and confirming the availability of all

systems.

Work-From-Home Exercise: This exercise tests

your employees’ ability to work from home (or any

remote location). Are your employees able to

connect from home by way of your VPN (virtual

private network)? Can your VPN handle your

entire staff logging in at the same time? Are your

employees’ Internet bandwidth connections

sufficient?

Tabletop Exercise: This type of exercise occurs

around a conference room table with as many

employees as possible. Using a specific

emergency scenario, your employees should work

through the plan, discuss their step-by-step

responsibilities and how they would react to the

particular situation. The scenario should include

several unexpected emergencies during the

exercise. This can identify documentation errors,

missing information and inconsistencies.

Weaknesses in the plan are identified, so the plan

can be updated and improved.

Full-Scale/Live Exercise: This exercise involves all

employees actually rehearsing the actions

contained in the plan. It is designed around a

realistic scenario; participants respond as though

the scenario were real, deploying the resources

that would normally be used. This is an advanced

type of exercise that requires a lot of planning,

and could require the shutdown of your business

and acting out of the steps outlined in your plan in

real time.

Additional information on testing your plan is

available in IBHS’ article:

https://disastersafety.org/%20ibhs/business-

continuity-planning/

“Know When to Test Your Plan” (p. 17, OFB-EZ)

Selecting Your On-Staff Business Continuity

Planner

Most people involved in business continuity usually

fall into the role without any prior experience.

Who should you select from your staff to be

responsible for creating your business’

preparedness plan? It should be someone with the

following attributes and characteristics:



Ability to think outside the box: Your

planner needs to be able to use logic and

reasoning to identify the strengths and

weaknesses of alternative solutions,

conclusions or approaches to problems.

They need to be able to identify complex

problems, develop and evaluate options

and implement solutions.

NEW ORLEANS BUSINESS CONTINUITY GUIDE



A subject matter expert: Your planner

could be a long-time employee who has

worked in various departments within your

organization.



I.T. background not necessary: They

should at least understand what drives your

product/ service in relation to I.T. issues, but

do not need to be an I.T. expert.



Able to interact with wide variety of

personalities and different employee-

grade levels: Your planner needs to be

able to relate to your upper and lower

level employees. They need the capability

to talk to others to convey information

effectively and adjust their actions in

relation to others’ reactions.



Inquisitive and investigative: They need to

have the ability to tell when something is

wrong or is likely to go wrong. They also

need to determine how a process/function

should work and how changes in conditions,

operations, and the environment will affect

outcomes.



Diplomatic in working with others: Your

planner needs to be able to give full

attention to what other people are saying,

take time to understand the points being

made, ask questions as appropriate, and

not interrupt. They need the ability to

consider the relative costs and benefits of

potential work-around actions/strategies in

order to choose the most appropriate ones.



Good salesperson: They need to be able

to market and sell business continuity

planning to your staff.

Whomever you end up selecting as your on-staff

planner, using IBHS’ OFB-EZ program (at:

http://www.disastersafety.org/ibhs-business-

protection/ofb-ez-business-continuity) does not

require any previous experience with or

knowledge of business continuity planning.

Personal Preparedness

Every employee should know what is expected of

them during an emergency and what they should

expect from their employer. Employees who are

included in the process and made aware of the

plan will be more likely to help and be more

equipped to assist with recovery in the event of a

business interruption.

Businesses also should promote personal

preparedness. After a disaster, your employees’

primary concern is going to be the safety and

wellbeing of their families. Therefore, it is critical

that every employee develop a family emergency

plan before an emergency situation arises. To

assist your employees’ families, refer them to the

Red Cross’ Make a Disaster Preparedness Plan

page at:

http://www.redcross.org/prepare/location/hom

e-family/plan.

To promote your plans and provide education on

personal preparedness, consider providing

information and educational items to staff using

the following methods:



A company business continuity Facebook

page or on your business’ website or

Intranet



Monthly or quarterly newsletters



Lunch-n-Learn meetings



Posters & Flyers



Training videos



Preparedness campaigns



Email reminders & alerts



Designating a Business Continuity Day at

your company

NEW ORLEANS BUSINESS CONTINUITY GUIDE



Including information in the business’

employee handbook and in new employee

orientation materials



Soliciting feedback and discussing during

staff meetings

Additional information is available in IBHS’ article:

https://disastersafety.org/ibhs/work-together-

to-get-prepared-the-human-factor/.

Connecting to Your Business Community

The hardest part of creating a continuity plan is

getting started. The good news is that every

business has already taken their first steps toward a

better, more comprehensive plan whether its owner

realizes it or not.

The strong relationships a business owner has with

other businesses, with his or her merchants

association, with vendors, customers, and employees,

form the foundation for more formalized plans down

the road.

The business owners along Freret Street don’t have

a signed and notarized official document titled

“Freret Street Mutual Aid Agreement,” but they do

have a shared interest in their collective success,

and that inspires informal understandings up and

down the eight-block corridor. A business that runs

out of small bills on a busy day knows who can

make change; others share generators or ice in the

case of a power outage.

Parkway Bakery and Tavern may not have a plan

for sheltering in place, but owner Jay Nix knows

how to contact all employees after an evacuation,

and they can expect to get a call from him

offering enticing cash incentives to encourage a

more rapid return to work.

Good continuity planning, like anything else, is

rooted in strong relationships and clear lines of

communication. It doesn’t have to be formal to be

consistent and useful.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

CASE STUDIES IN CONTINUITY

PLANNING

These case studies present many important lessons

on continuity planning and property protection

from local New Orleans businesses. For additional

information on how to protect your property,

please see the Main Streets Building Hardening

Guide. We have linked each case study to

different sections of the OFB-EZ toolkit and the

Main Streets Resiliency guides, and encourage

you to refer to these resources for additional

information on how you can apply these lessons in

your own business.

Brottworks Design Studio

Circle Food Store

Dong Phuong Bakery

Gulf Coast Bank & Trust

Massey

’s Outfitters

Pagoda Café

Parkway Bakery & Tavern

Redmellon Restoration &

Redevelopment

Renaissance Publishing LLC

Reference This Guide, Section 3

Planning for Emergency Situations

Knowing the Re-Entry Plan

Ensuring Your Insurance Coverage is Sufficient

Planning for a Telecommuting/Remote Workforce

Working Together as a Community

Protecting Your Inventory & Perishables

Communicating with Employees, Customers & Business Partners

Using Today’s Technology for Tomorrow’s Disaster

Testing & Exercising Your Plan

Selecting Your On-Staff Business Continuity Planner

Encouraging Employee Awareness & Personal Preparedness

Reference OFB-EZ Guide

Know Your Risks

Know Your Operations

Know Your Employees

Know Your Key Customers, Contacts, Suppliers & Vendors

Know Your Information Technology

Know Your Finances

Know When to Update Your Plan

Know When to Test Your Plan

Know Where To Go For Help

Main Streets Resilience Building Hardening Guide

NEW ORLEANS BUSINESS CONTINUITY GUIDE

CIRCLE FOOD STORE

Brooke Boudreaux, Director of Marketing and

Business Development

The Circle Food Store in the 7th Ward has a long

history dating back to 1939 when it opened as the

first African-American-owned grocery store in

New Orleans. As the city prepared for Hurricane

Katrina, Dwayne Boudreaux locked up and

advised his employees to evacuate. The

Boudreaux family anticipated there would be

some damages and loss of inventory from power

outages, but assumed that their insurance would be

sufficient to cover it. Their building was inundated

with over nine feet of water in the floods following

Hurricane Katrina and when the water dissipated,

the Boudreaux family began a long process of

trying to reopen the store. The family was

committed to reopening, even while struggling to

raise needed funds and constantly facing new

road blocks.

When Mr. Boudreaux was finally able to re-open

his doors in January 2014, he did so with the same

type of inventory he had stocked prior to Hurricane

Katrina. However, the neighborhood had changed

significantly over the intervening eight years and

the demographics of his client base had shifted.

The neighborhood had been struggling with

gentrification and changing economics. The cost of

living had risen with increased rents but salaries

remained stagnant. Additionally, Circle Food Store

was unable to accept WIC as a form of payment

when it first reopened. Original clients, as well as

the influx of new clients, eagerly awaited the

reopening of Circle Food and expected its offering

to be the same as they were before.

Mr. Boudreaux has long had a policy of listening

to his customers, and strives to be approachable.

As customers requested new items, he did his best

to secure them. His daughter, Brooke, worked hard

to ensure the grocery store responded to the needs

of its younger clientele and that it remains

competitive in a grocery market which is rapidly

changing. She watched to see what other retailers

were doing and worked to keep prices

competitive.

The re-opening of the Circle Food Store was

possible because of the strong commitment and

resolve of the Boudreaux family. They learned

many lessons from Hurricane Katrina, including to

be aware of the exact insurance coverage they

have and the risks they face. They work to

maintain their relationship with the community, and

to provide a living wage to their employees. Their

success in bringing back the Circle Food Store has

been due to their strong connections to the

neighborhood and determination in the face of

obstacles.

For more information on how to “Know Your Key

Customers, Contacts, Suppliers and Vendors,” see

the OFB-EZ toolkit, p. 10.

For more information on how to “Know Where To

Go For Help,” see the OFB-EZ toolkit, p. 19.

For more information on “Planning for Emergency

Situations,” see page 4 of this guide.

For more information on “Ensuring Your Insurance

Coverage is Sufficient,” see page 7 of this guide.

For more information on “Working Together as a

Community,” see page 9 of this guide.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

DONG PHUONG BAKERY

Kevin Tran, Son of Owners

The Tran family started Dong Phuong Bakery in

the 1980s on Chef Menteur Highway in New

Orleans East. Kevin Tran’s parents immigrated to

New Orleans in the 1970s, and took over an

existing Vietnamese restaurant, expanding it to

include a bakery.

The family business was fortunate during

Hurricane Katrina. While many other parts of New

Orleans East were hard-hit by the flooding, Dong

Phuong’s did not flood. The restaurant benefitted

from having a fairly secure building, with a

backup generator, shuttered windows, and a site

on relatively high ground. Leaks in the roof and a

flooded storage unit caused some damage, but

were repaired quickly.

Compared to other parts of the city, the

population in this part of New Orleans East came

back quickly to rebuild. Dong Phuong’s customer

base returned, even as demographics shifted

after the storm. As a result of having to close the

restaurant before dark in the aftermath of

Hurricane Katrina, when National Guard troops

were still patrolling the city, the family decided to

stick with the shorter business hours and downsized

their menu to make things easier for the staff.

The tightly run family business means that the

owners are always present. Kevin’s parents and

uncle know their emergency policies and

procedures by heart and due to the small staff

size, it is easy for them to keep in touch with

employees. Low employee turnover – two of their

waitresses have been with Dong Phuong’s for over

25 years – means that employees return after an

evacuation. Dong Phuong’s ability to return quickly

following an event speaks to the value of it being

a small, community-based business.

For more information on how to “Know Your

Operations,” see the OFB-EZ toolkit, p. 6.

For more information on how to “Know Your

Employees,” see the OFB-EZ toolkit, p. 8.

For more information on assessing risk to your

business, see Section 2: Assessing Your Structure

and Level of Risk of the New Orleans Building

Hardening Guide.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

GULF COAST BANK & TRUST

Guy Williams, CEO

Gulf Coast Bank has taken numerous steps to know

its operations and risks, and to be responsive to

changes in the banking industry. CEO Guy

Williams discussed how they have diversified their

locations and have offices out of state. They have

also made sure their buildings are more resilient:

locations are designed with operable windows to

make the building usable even during power outage.

Their buildings are built higher, and are designed to

use solar power for heating and cooling.

One change that impacts their locations is that

customers are less likely to come into banks as online

banking has become more prevalent. As banking

operations have shifted to be electronic, Gulf Coast

Bank made sure to have secure sites in Baton Rouge

and Dallas to keep their online operations functional.

These sites are interconnected, so that should one site

be affected, they are able to continue business

electronically in the affected area. With online

banking, customers can still have access to their

accounts even in the event of an evacuation. Account

holders are protected as the only ones who can

access accounts and are covered by the Federal

Deposit Insurance Corporation (FDIC).

As a larger business operation, Gulf Coast Bank has

written plans and a disaster recovery website that is

accessible to employees. They also have text and

Twitter alert systems, giving them multiple ways to

get in touch with employees should there be an

event. Individual computers are able to connect to

online banking, allowing employees to

communicate and work even if they have to

disperse.

For more information on “Know Your Operations,”

see the OFB-EZ toolkit, p. 6.

For more information on “Know Your Information

Technology,” see the OFB-EZ toolkit, p. 12.

For more information on “Planning for

Telecommuting/Remote Workforce,” see page 7

of this guide.

For more information on “Communicating with

Employees, Customers & Business Partners,” see

page 11 of this guide.

For more information on building hardening, see

Section 4: Techniques for Structural Hardening and

Property Protection of the New Orleans Building

Hardening Guide.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

MASSEY’S OUTFITTERS

Mike Massey, Owner

Massey’s Outfitters’ geographic spread helps

them be flexible: with five stores throughout the

region, they are able to shift merchandise to other

stores in the event of an emergency at one

location. They also made the decision to switch

from having a centralized, local IT infrastructure to

hosted servers, which allows them to get their

business operations back up and running quickly

or to work remotely if needed. Owner Mike

Massey explains they could also accelerate online

sales if they needed to turn over merchandise and

could not open their storefront.

Using experience from Katrina, Massey’s

Outfitters newest store location in Mid-City was

designed take on two feet of water and be back

up and running in a week, whereas at a past

location, two inches of water forced them to close

shop for two months.

Their new location included concrete flooring and

walls, elevated electrical systems, and

merchandise on wheeled racks, which could be

easily moved in the event of an oncoming storm to

protect their inventory.

This adaptability and continuity planning based

on past business experience has helped Massey’s

remain resilient.

For more information on how to “Know Your Risks,”

see the OFB-EZ toolkit, p. 4.

For more information on “Know Your Operations,”

see the OFB-EZ toolkit, p. 6.

For more information on building hardening, see

Section 4: Techniques for Structural Hardening and

Property Protection of the New Orleans Building

Hardening Guide.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

PAGODA CAFÉ

Shana Sassoon, Co-Owner

Dan Etheridge, Co-Owner

When considering how their business will continue

operations in the event of an interruption, Pagoda

Café co-owners Shana Sassoon and Dan

Etheridge take steps to make sure that their

employees are prepared. At the beginning of

hurricane season, they hold a staff meeting to

encourage their employees to have a plan and to

update contact information. In the event of an

oncoming storm, Dan and Shana stay in close

communication with their employees, knocking on

doors when needed.

When considering their finances, Dan and Shana’s

approach to reduce risk in the event of a serious

event is to minimize debt. As a new business, they

are not able to continue to pay salaries in the

event of an extended closure, but Dan and Shana

make sure employees are aware of this prior to

any event and encourage them to have an

emergency fund. They have also considered

treating evacuations as a medical event, which

would allow employees to use their health stipend

for evacuation expenses.

As a small business, Pagoda Café’s success has

come from how they take care of their employees

and their strong community support.

For more information on how to “Know Your

Employees,” see the OFB-EZ toolkit, p. 8.

For more information on how to “Know Your

Finances,” see the OFB-EZ toolkit, p. 14.

For more information on “Planning for Emergency

Situations,” see page 4 of this guide.

For more information on assessing risk to your

business, see Section 2: Assessing Your Structure

and Level of Risk of the New Orleans Building

Hardening Guide.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

PARKWAY BAKERY & TAVERN

Jay Nix, Owner

Parkway Bakery and Tavern has a long history,

dating back to 1911, when it opened as a bakery

in the Bayou St. John neighborhood. The

restaurant has experienced a number of storms,

including catastrophic flooding during Hurricane

Katrina, and managed to reopen just two months

later with a renewed understanding of their risk.

In 2012, Jay Nix experienced a different kind of

risk that affected his business: an extended power

outage due to Hurricane Isaac. With the hurricane

approaching, Jay and manager Jamie Kennedy

had to decide how to prepare. Shuttering the

restaurant prematurely would mean loss of

revenue and they still weren’t sure whether the

storm would affect New Orleans. However, if it

did affect their business they faced the potential

loss of their perishable inventory.

Understanding the effect a power outage would

have on its inventory, Justin Kennedy, manager

and head chef, decided to act preemptively: he

rented a refrigerated truck. Justin began

transferring the frozen items to the refrigerated

truck. The remaining inventory was documented

for insurance purposes, and then given out to

neighbors who were also suffering from the power

outage. The outage lasted 10 days, during which

Parkway needed to stay in touch with its employees

so they would know when to come back to work.

Before the event, Jay made sure he had an updated

list of all employee contact information, and set up

a designated time and phone number for employees

to check in. Jay and Justin understood their business

depended on their staff, and provided incentives for

employees to come back after the extended closure.

In Jay Nix’s words, “If you have your people back,

you can make anything happen.”

Another issue they dealt with was the need to

communicate with their customer base, and how to

inform them when they would be open again. They

decided to take out an ad in the newspaper to

announce their reopening after the power was

restored.

Jay also helped make the neighborhood more

resilient to future flood damage and became a

business leader within the water management

community and installed an innovative parking lot

that reduces street flooding in their neighborhood.

For more information on how to “Know Your Key

Customers, Contacts, Suppliers and Vendors,” see

the OFB-EZ toolkit, p. 10.

For more information on “Working Together as a

Community,” see page 9 of this guide.

For more information on “Protecting Your

Inventory & Perishables,” see page 10 of this

guide.

For more information on assessing risk to your

business, see Section 2: Assessing Your Structure

and Level of Risk of the New Orleans Building

Hardening Guide.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

REDMELLON RESTORATION AND

REDEVELOPMENT

Neal Morris, Principal

When Redmellon purchased the building at 2200

O.C. Haley Boulevard, the former site of Kay’s

Beauty College, from the New Orleans

Redevelopment Authority, Neal made certain to

incorporate resilience into the redevelopment. The

building was already elevated, but Neal was

certain to allow for open space between piers so

that water could more easily flow through.

Additionally, a permeable parking area was

installed to decrease run-off. These features are

in keeping with the historic character of the

corridor and reduce the risk to the current tenants

which include Redmellon, Bike Easy and Ride New

Orleans.

For more information on green infrastructure, see

Section 5: Site and Street Interventions of the New

Orleans Building Hardening Guide.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

RENAISSANCE PUBLISHING LLC

Todd Matherne, Chief Executive Officer

Renaissance Publishing was formed in 2006 when

Todd Matherne took over the MC Media

Company and re-launched it as Renaissance. At

the time of Katrina, the MC Media housed

everything on one server located on the 18th floor

of an office building. While it didn’t lose its

information to flooding, it struggled with accessing

its office in the aftermath of the storm and how to

continue its operations remotely.

When Todd took over management of the

company after Katrina, he moved the company

towards being more mobile by subletting an office

in Baton Rouge and having people work remotely.

Today, its server exists in the cloud and employees

have laptops, meaning it is able to move its entire

operations to another location within 24 hours.

Renaissance Publishing also worked with local

businesses that needed to advertise after Katrina

to let people know they were coming back.

Following Katrina, the magazine struggled with a

lack of advertising. Todd sent a letter to all

Fortune 500 companies explaining that they were

a small publishing company and asking them to

buy ads to support their recovery; 22 national

companies bought ads, focusing on their

commitment to New Orleans. They also worked

with local businesses, publishing a list of “Who

Opened Today” to keep residents informed of

which businesses were up and running.

Today, Renaissance Publishing has 34 employees

and is five times bigger than when it started in

2006. It has won small business awards and re-

launched magazines, emerging as a dynamic

company. As Todd explains, “What Katrina taught

me was ‘How do I take a devastating event and

turn it into an opportunity?’”

For more information on “Know Your Information

Technology,” see the OFB-EZ toolkit, p. 12.

For more information on “Planning for

Telecommuting/Remote Workforce,” see page 7

of this guide.

For more information on “Communicating with

Employees, Customers & Business Partners,” see

page 11 of this guide.

For more information on “Using Today’s

Technology for Tomorrow’s Disaster,” see page 13

of this guide.

NEW ORLEANS BUSINESS CONTINUITY GUIDE

RESOURCES

Allstate Commercial LockerSM: This mobile app

and online tool is an inventory software provided

by Allstate Business Insurance designed

specifically for small businesses (you do not need

to be an Allstate client to use the software).

https://www.commerciallocker.com/home

Big Business - Small Business Mentorship

Program: Designed to motivate and encourage

large businesses to provide mutually beneficial

emergency preparedness, response, and recovery

expertise to small businesses. The program was

created to improve the resiliency of small

businesses, and reduce recovery time after a

disaster.

http://www.disasterb2bmentor.org/BBSB/

Disasters and Financial Planning Guide: A

comprehensive guide developed to help people

and businesses take steps to minimize the potential

impact of disasters on their financial well-being.

Six sections covering topics such as making a

disaster plan and protecting your property,

income and records.

http://tinyurl.com/RCFinancialPlan

Disaster Assistance for Businesses: Explore

Business USA’s Seek Disaster Assistance tool for

resources available to help your business with

disaster preparedness or recovery.

http://business.usa.gov/disaster-assistance

FEMA Continuity Planning Guide: Developed by

DHS’ National Protection and Programs

Directorate and FEMA. This software was created

for any business with the need to create, improve,

or update its business continuity plan.

https://www.ready.gov/business-continuity-

planning-suite

Insurance Institute for Business & Home Safety:

The Insurance Institute for Business & Home Safety

(IBHS) is an independent, nonprofit, scientific

research and communications organization

supported solely by property insurers and

reinsurers. IBHS’ building safety research leads to

real-world solutions for home and business owners,

helping to create more resilient communities.

http://www.disastersafety.org/

Insurance Information Institute: The mission of

the Insurance Information Institute (I.I.I.) is to

improve public understanding of insurance—what

it does and how it works. For more than 50 years,

the I.I.I. has provided definitive insurance

information. They publish a host of helpful

pamphlets, articles and books ranging on

everything about insurance. Their central function

is to provide accurate and timely information on

insurance subjects. http://www.iii.org

Know Your Plan app: This free app was created

by the Insurance Information Institute. This app can

help employees plan ahead to better protect

them, their families, their homes, and even their

pets. The app offers preloaded checklists to learn

about important mitigation and preparation steps,

or users can create their own lists from scratch. Set

due dates, chart your progress, include notes with

your tasks, and share your checklists with family

and friends. http://www.iii.org/apps-and-

software

Know Your Stuff - Home Inventory: This free

online home inventory app was created by the

Insurance Information Institute. This app makes

creating and updating your home inventory easy

and efficient. The secure online storage gives you

access to your inventory anywhere, any time.

http://www.iii.org/apps-and-software

NEW ORLEANS BUSINESS CONTINUITY GUIDE

PrepareMyBusiness.org: An SBA website that

provides small business resources for disaster and

business continuity planning and testing, as well as to

provide free educational resources on key topics to

reduce your business’s risk and quickly recover

following a disaster situation.

http://www.preparemybusiness.org/

Ready.gov: Ready is a national public service

advertising campaign designed to educate and

empower Americans to prepare for and respond to

emergencies including natural and man-made

disasters. https://www.ready.gov/

Ready Rating Program: The American Red Cross

Ready Rating program is a free, self-guided

program designed to help businesses, organizations

and schools become better prepared for

emergencies. http://www.readyrating.org

Urban League of Greater New Orleans: The mission

of the Urban League of Greater New Orleans

(ULGNO) is to help individuals attain economic self-

sufficiency through advocacy and community

organization as well as program services in areas of

education, economic development, employment and

training, youth and family services. The ULGNO

partnered with Shell Oil to aid small businesses

through the Disaster Planning and Recovery

Initiative. The initiative consisted of a survey and

assessment of a range of small businesses, and then

through focus groups they gained a better

understanding of how businesses responded to and

recovered from the disasters. The result of the data

collected in the surveys, assessments and focus

groups was the development of the ULGNO’s Small

Business Guide to Disaster Planning and Recovery.

http://www.urbanleagueneworleans.org/