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Businesses in Cascadia - CREW

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K-12 who have experienced ShakeOut have <strong>in</strong> turn been rais<strong>in</strong>g awareness by educat<strong>in</strong>g theirparents.ShakeOut also triggers more th<strong>in</strong>k<strong>in</strong>g about what should happen or what you should do afteryou’ve crawled out from under the desk. As <strong>in</strong> New Zealand, many schools will be evacuatedafter the <strong>in</strong>itial earthquake; the students won’t return to the build<strong>in</strong>g until eng<strong>in</strong>eers certify thatthe build<strong>in</strong>g is okay. But even after students return to the build<strong>in</strong>g, they are likely to experienceaftershocks. In Christchurch, there have been as many as 11 aftershocks per week. If you extendthis to the bus<strong>in</strong>ess community, it is clear that the reality of bus<strong>in</strong>ess resumption is differentwhen you consider the aftershock issues.Property managers have found that the earthquakes <strong>in</strong> Christchurch and Japan, <strong>in</strong> addition to theShakeOut campaign, have really affected awareness and <strong>in</strong>terest. The recent earthquakes <strong>in</strong>Christchurch and Japan have also provided some useful examples of what is actually likely tohappen to a build<strong>in</strong>g (that is, the states of damage to expect).Both Fire Smart and ShakeOut have been effective, but we still need to be more proactive aboutearthquake: we can’t wait for it to happen. A large number of people still don’t know about orunderstand the earthquake hazard and risk here—they’re not aware, because it hasn’t yethappened. Moreover, the messages often don’t get back to the CEO or other person withauthority <strong>in</strong> a bus<strong>in</strong>ess or organization. Emergency Preparedness Week happens every year, butthe message simply isn’t reach<strong>in</strong>g the people who need to see it (small bus<strong>in</strong>esses, etc.). Theeducation that has occurred has had an effect, so there are “success stories”—nevertheless, manystill haven’t addressed the basics (e.g., first-aid attendant).Even when free preparedness tra<strong>in</strong><strong>in</strong>g is offered to companies, many will still do noth<strong>in</strong>g. Theexecutives of the company must be persuaded to buy <strong>in</strong> or noth<strong>in</strong>g will happen.Go to chambers of commerce to reach small to mid-size bus<strong>in</strong>esses.MARKETINGIt really comes down to market<strong>in</strong>g. Ideas for this <strong>in</strong>clude:• Gett<strong>in</strong>g a star athlete or someone with sex appeal to promote it.• Tak<strong>in</strong>g advantage of educational opportunities (such as ShakeOut) as they emerge.• Promot<strong>in</strong>g ShakeOut among the bus<strong>in</strong>ess community: The number of schoolsparticipat<strong>in</strong>g <strong>in</strong> ShakeOut is high, but the number of participat<strong>in</strong>g bus<strong>in</strong>esses is low.There is a ShakeOut website for B.C., but it probably needs a greater push(advertisements, a media campaign, a poster that bus<strong>in</strong>esses can put up to announce thatthey are participat<strong>in</strong>g <strong>in</strong> ShakeOut) <strong>in</strong> order to build <strong>in</strong>terest among those not alreadyhooked.• Gett<strong>in</strong>g WCB to be a proponent of (not just a participant <strong>in</strong>) ShakeOut.Vancouver, British Columbia | 39

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