Emergency Operations Plans

 

An employee complains of chest pains. A delivery truck backs into the gas meter, and a strong odor of gas invades the building. A “suspicious” package is found in the unattended lobby. Gunfire erupts in the shop area, and coworkers are fleeing. A severe thunderstorm warning has been issued following an earlier tornado watch. Blocks away a group of protesters is growing larger. The power goes out on a bitterly cold day. Water is leaking through the ceiling of the server room.

Who is going to act? What actions should be taken to safeguard life and protect property? How quickly can they react? How effectively can they act? The actions taken in the critical initial minutes of an emergency often dictate the outcome.

An emergency operations plan that is risk-based, makes best use of available internal and external resources, and is executable by an organization with defined roles and responsibilities is essential.

Objectives, Priorities & Resources

The number one priority of emergency operations is to safeguard life. Other objectives include protection of property, the environment, and the organization’s reputation. Continuity of business operations benefits from effective emergency operations.

Priorities for emergency operations become apparent when conducting a risk assessment. Threats and hazards with high probability of occurrence or potential for significant impacts should be high on the list. The increasing frequency and severity of civil unrest, active shooter incidents, wildland fire, power outages, and severe weather warrants the need for enhanced planning.

Often overlooked when considering objectives and priorities is the availability and capabilities of internal and external resources. Are sufficient personnel with the required knowledge, skills, and abilities available during operational hours to respond to foreseeable threats? Are facilities protected with detection, alerting, warning, suppression, and life safety systems that have been designed, installed, and maintained in accordance with national standards? What are the capabilities of public emergency services, their knowledge of the facility and its hazards, and their response times? Answers to these questions will identify resource limitations that must be overcome for effective response to emergencies.

Planning for Emergencies

The emergency operations plan is a product of a process that includes understanding risk, the availability and capabilities of resources, and applicable regulatory and accreditation requirements. The risk assessment identifies threats and hazards that require protective actions. The resource needs assessment identifies the required personnel, competencies, systems, equipment, and supplies for response to the identified risks. The assessment also evaluates the availability and capabilities of resources and identifies limitations that must be overcome. Minimum requirements for emergency response are established by applicable Federal and state health, safety, and environmental regulations, state and local fire codes, and accreditation requirements (e.g., Joint Commission for health care facilities).

Together, the risk assessment, resource needs assessment, regulations, and accreditation requirements inform decisions about the functions of incident management teams and the actions they will take.

Download the Preparedness Bulletin "Emergency Operations Plans" to learn more about:

• Planning committee
• Regulations & standards
• Risk assessment & impact analysis
• Incident management team
• Alerting, warning, and communications 
• Incident management facilities 
• Emergency operations plan
• Concept of operations
• Incident management system
• Protective actions for life safety
• Threat or hazard-specific tactical plans
• Crisis communications
• Implementation, maintenance & continuous improvement

Hurricane Preparedness

Hurricane season begins on June 1 and forecasters predict an “average” or “near normal” season. Fewer hurricanes, however, do not necessarily mean a lesser threat of disaster. Records for the most intense U.S. hurricane (1935 Florida Keys hurricane) and the second costliest, Andrew in 1992, occurred in years which had much below-average hurricane activity.

A recent survey of business leaders also indicates businesses may not be as prepared as they should be. Interviews of 100 U.S. and Canadian financial executives from large U.S. and Canadian corporations for the FM Global commissioned 2008 Natural Disaster Business Risk Study found that 48 percent are not well-prepared for a hurricane.

2009 Hurricane Season Forecast

National Oceanic and Atmospheric Administration (NOAA) forecasters predict a near-normal Atlantic hurricane season is most likely this year. Forecasters say there is a 70 percent chance of having nine to 14 named storms, of which four to seven could become hurricanes, including one to three major hurricanes (Category 3, 4 or 5).

In their April 7 forecast Professor William Gray and Philip Klotzbach at Colorado State University foresee average activity for the 2009 Atlantic hurricane season. “We anticipate an average probability of United States major hurricane landfall.”

The Colorado State University scientists are forecasting:

• 12 named storms
• 6 hurricanes
• 2 intense hurricanes (category 3, 4, or 5)
• 54% probability of at least one major (category 3-4-5) hurricane making landfall in the United States

Professor Mark Saunders and Dr. Adam Lea from the Aon Benfield Hazard Research Centre at the University College London predict an active hurricane season with a “high likelihood that activity will be in the top one-third of years historically.”

Hurricane Hazards

Hurricane hazards include damaging wind, hurricane-spawned tornadoes, flooding from heavy rainfall, and coastal flooding from storm surge. Cascading impacts result from damage to critical infrastructure including electrical power, telecommunications, and transportation. Hurricane Katrina proved that these cascading impacts include widespread supply chain disruption.

Wind

High winds from a tropical storm or hurricane can damage buildings in many ways, and roofs are particularly vulnerable. Perimeter flashing can be loosened or removed. Failure of perimeter flashing allows wind to lift a portion of the roof covering and insulation. The covering may peel back, and roof deck panels may be dislodged.

Heating, ventilation, and air conditioning systems (HVAC) and equipment, antennas and satellite dishes, stacks, vent pipes, sky lights, and other fixtures and equipment on top of the roof may be damaged by the wind or by windblown “missiles”—objects or debris carried by the wind.

High winds and windblown debris also break windows and window assemblies, open poorly secured doors, and blow wall cladding in or out. When high winds are able to penetrate a building envelope, they increase internal building pressures that can result in structural damage to walls and roofs. Openings in walls or the roof allow rain to enter causing water damage to building contents.

Flooding

High winds may not be the most significant hazard from tropical cyclones. Heavy rainfall associated with a slow moving or stalled tropical system can cause regional flooding. A large portion of the damage in four of the twenty costliest tropical cyclones (1851-2006) resulted from inland floods caused by torrential rain. Tropical Storm Allison (2001) produced rainfall amounts of over 30 inches in portions of Louisiana and southeast Texas. The Houston tunnel system, depicted in Figure 2, was inundated with water.

Storm Surge

Storm surge is water that is pushed toward the shore by the force of the winds swirling around the storm. The advancing surge of water combines with the normal tides to create a hurricane storm tide.

The storm surge can increase the mean water level to heights impacting roads, buildings, and other critical infrastructure. In addition, wind driven waves are superimposed on the storm tide. This rise in water level can cause severe flooding in coastal areas, particularly when the storm tide coincides with the normal high tides.

In 2008 Hurricane Ike made landfall in Texas as a Category 2 hurricane. Although only a Category 2 hurricane (on a scale of 1 to 5), hurricane force winds extended as much as 125 mi from the center, and this large storm created a peak storm surge of 15-20 ft. By contrast, Hurricane Charley, which had Category 4 storm force winds extending only 25 mi from the center, had only a 6–7 ft. storm surge.

Because much of the United States' densely populated Atlantic and Gulf Coast coastlines lie less than 10 feet above mean sea level, the danger from storm surge is tremendous.

Tornadoes

Tornadoes are often produced by and embedded in hurricanes causing pockets of heavy damage. They are most likely to occur in the right-front quadrant of the hurricane, however, they are often found embedded in rainbands well away from the center of the hurricane.

Tornadoes can develop at any time of the day or night during landfall. Tornado production can occur for days after landfall when the tropical cyclone remnants maintain an identifiable low pressure circulation.

Studies have shown that more than half of the landfalling hurricanes produce at least one tornado; Hurricane Buelah (1967) spawned 141 according to one study.

Hazard Mitigation

Hazard mitigation can substantially reduce the damage caused by hurricanes. Property insurer FM Global compared the loss history of its policyholders that implemented its loss prevention recommendations with those with outstanding recommendations to complete. FM found that those policyholders that fully implemented its preparedness recommendations had on average 75% to 85% lower dollar losses than those policyholders that did not implement such measures [FM Global data provided to InterCEP ].

Prior to hurricane season survey the entire property and inspect all buildings to identify vulnerabilities. Begin at the roof level and inspect the flashing along the perimeter. Repair loose or damaged flashing and ensure sufficient mechanical fasteners are used.

Inspect the roof covering for evidence of ponding, blistering, alligatoring, delamination, surface erosion, or cracks that could result in tears or leaks. Verify that all access panels and doors to mechanical equipment and roof hatches have been properly secured. Confirm that all antennas, satellite dishes, and other appliances installed on the roof have been securely anchored.

Inspect all exterior walls for openings that could be penetrated by wind and evaluate methods to protect when a storm watch is issued. Consider installing glazing rated to withstand debris impact, hurricane shutters, or pre-cut plywood for protection of exterior glass that is especially vulnerable. Check all exterior doors—especially loose fitting, large overhead doors. Make exterior doors weather tight and equip them with secure latches.

Inspect exterior storage, tanks, equipment, signs, and vehicle storage and verify they are properly anchored to withstand expected wind forces. Identify what can be moved inside a building or removed from the site, if a storm watch is issued.

Focus on critical building areas, equipment, and utilities including data centers and process systems. Evaluate means to protect against damage from water entry in the event of structural damage or flooding.

Hurricane Preparedness & Response Team

Organize a hurricane preparedness and response team and appoint a person in charge. Assign responsibilities to each department head and ask each department to prepare a plan for preparing their department.

Department heads should become part of the team that directs hurricane preparedness activities when a hurricane watch is issued. They should meet periodically to manage preparedness efforts until the watch is rescinded or upgraded to a warning. This team also manages recovery after the storm.

Appoint staff for safety, crisis communications, liaison with external service providers and other company facilities. Assign responsibility for planning, logistics, and finance/administration in accordance with the Incident Command System.

Resources

There are many resources needed for hurricane preparedness. First, identify the complement of staff, including contract employees, needed to prepare your facility in the available time between a hurricane watch and hurricane warning.

Procure materials and equipment to prepare the facility including storm shutters, plywood, sandbags, and the power tools, equipment, and supplies to install them. A supply of tarpaulins and plastic sheeting can be used to cover valuable furnishings or equipment and provide temporary protection after a storm. Service pumps and emergency generators to ensure they are in good condition, and calculate the required quantity of fuel for each.

Procure weather monitoring equipment and ensure reliable access to broadcast and internet weather reports including forecasts from the National Hurricane Center. On-site weather monitoring equipment enable you to monitor local wind conditions and rainfall.

Evaluate communications capabilities assuming that landline telecommunications will be interrupted. Test communications equipment including two-way radios and satellite telephones. Evaluate how communications equipment could be used if roof mounted antennas are damaged.

Stockpile supplies for cleanup and repairs. Don’t forget food and water for employees restoring the facility.

Arrange in advance for procurement of equipment, supplies, and contractors from firms located well outside the immediate area for cleanup, repair, and restoration of buildings, equipment and stock. Establish mutual aid agreements with other company facilities outside the storm’s potential impact area.

Hurricane Preparedness Plan

Write a hurricane preparedness plan that includes multiple phases:

• Before hurricane season
• Tropical Storm or Hurricane Watch
• Tropical Storm or Hurricane Warning
• During the Storm (only if personnel must and are authorized to remain on-site during a storm)
• After the Storm

Watch and warning phases can be expanded to include additional actions when a major hurricane has been forecast and to address a facility’s vulnerabilities to hurricane hazards.

Before Hurricane Season

Preparedness prior to hurricane season begins with conducting or reviewing the facility’s hurricane risk assessment, which is the basis for the hurricane plan.

Contact public officials to obtain the latest information on wind fields, storm surge, and flooding, which should be incorporated into your plan. If available, obtain official credentials for managers that will enable them to re-enter your facility after a storm but before the area is opened to the general public.

Walk the entire site and facility top to bottom to evaluate vulnerabilities and hazard mitigation. Complete hazard mitigation activities as soon as possible.

Review property insurance coverage including flood coverage, which may require a special endorsement. Evaluate business interruption limits especially if multiple facilities may be impacted by a single storm.

Verify that all resources required for preparing the facility for a hurricane are available and in good condition. This includes all pumps, generators, communications equipment, personal protective equipment, hand and power tools, and supplies.

Conduct training of all staff, so they know their role and responsibilities as defined in the plan. Conduct a tabletop exercise to familiarize the leaders of your hurricane preparedness and response team with the plan and identify any gaps or deficiencies.

Storm or Hurricane Watch

When a hurricane watch is issued, hurricane conditions are possible within 36 hours. This section of the plan should detail all facility preparations.

Hurricane Warning

When a hurricane warning is issued, sustained winds greater than 74 mph or higher associated with a hurricane are expected in a specified coastal area in 24 hours or less. Preparations must be rushed to completion before any mandated evacuation order is issued.

After the Storm

A damage assessment protocol should be developed and assignments made to quickly assess the condition of infrastructure, buildings, utilities, furniture, equipment, and supplies. Prior to conducting the damage assessment, identify hazards such as downed electrical lines, leaking hazardous materials (e.g., liquids and gases), broken glass, and collapse hazards. Prohibit entry into unsafe areas.

Employee Family Preparedness

In addition to planning for your facility, be sure to provide preparedness information for employees to share with their families. Distribute information from Ready.gov and your local emergency management agency.

Ask all employees to develop a family disaster plan that includes a communications plan. Encourage them to prepare a family disaster kit. Make sure that you have emergency contact information for all employees, which includes the name and telephone numbers for a distant relative who can be contacted if the employee has evacuated.

Business Continuity Planning

Business continuity planning is in some ways easier with a forecasted event such as a hurricane. Data and paper records can be backed up offsite and systems can be shutdown without data loss. Relocation and or protection of raw materials, finished goods, equipment, supplies, and vital records can be accomplished before damaging winds or flood waters arrive.

However, a regional event such as a hurricane may impact a wide area that encompasses more than one company owned facility. Planning must address all facilities potentially impacted by the storm. Competition for resources including computer “hot sites” may be keen forcing some users to relocate great distances to available backup data centers or worksites.

Business continuity plans must be based on a business impact analysis that identifies the potential impacts from damage to or loss of all facilities within the path of a hurricane. Strategies must be developed to ensure the continuity of critical functions, processes, and services. Sufficient resources, outside of the area impacted by the storm, must be available even in the face of competition—even competition from government authorities. Following Hurricane Katrina in 2005, generators brought into storm damaged areas by private businesses were redirected by public officials and never reached their intended facility.

Plan for the Challenges

Hurricanes pose numerous challenges for emergency planning. Forecasting the intensity and landfall of an approaching storm is extremely difficult. Over the past 25 years “no statistically significant improvement or degradation is noted for landfall position forecasts. Time of landfall forecasts indicate significant improvement for the 19–30-hr period.” . Public officials have to be conservative and issue warnings sufficiently in advance of predicted landfall to allow residents in vulnerable areas to evacuate to safety inland. Mandatory evacuation orders may require completion of preparedness efforts earlier than expected.

Coordination with emergency management officials is essential to ensure you have the latest forecast, are aware of the timing for issuance of mandatory evacuation orders, and understand the time needed to safely evacuate on crowded roads.

The availability of resources to prepare a facility becomes limited when a hurricane watch is issued as businesses and citizens compete for materials and labor. Employees have to prepare their own homes and ensure the safety of family members.

A hurricane plan that accurately identifies the resources and time needed to prepare a facility has the greatest chance of success. Procuring necessary resources before hurricane season and arranging in advance for labor to assist with hurricane preparations is essential. Providing resources to protect the homes of managers will allow them to focus their attention on preparing your facility.

Build a project management plan that defines major tasks and the resources and time needed for completion. Use the timeline to calculate when preparations must begin, so they are completed before a mandatory evacuation order is issued.

Planning Resources

Numerous links to online planning resources can be found at the Preparedness, LLC website.

Business Case for Preparedness

National standards, such as NFPA 1600, provide the criteria for developing, implementing, and evaluating an emergency management and business continuity program—a preparedness program. One of the most important elements—the foundation of the program—is management support. Without management commitment, direction, and support, the program is apt to collapse over time because the foundation cannot support the structure.

Management will ask “what is the business case for preparedness?” as they assess how much must to invest in the program. The answer to the question is a blend of good governance, effective risk management, and building resiliency into the organization to ensure the organization can grow and compete over time.

There are many reasons for investing in preparedness:

• Regulatory compliance
• Legal liability
• Insurance program requirements
• Rating agency criteria
• Customer requirements
• Competitive advantage
• Business “resilience”

There are many regulations that require preparedness. Occupational Safety and Health Administration (OSHA) standards require emergency action plans and fire prevention plans. Standards for medical treatment, firefighting, rescue, and hazardous materials response may apply depending upon facility location, hazards on-site, and other factors.

Besides OSHA standards, there are many other regulatory requirements that dictate elements of the preparedness program. These include:

• Building codes
• Fire prevention codes
• Life safety codes
• Americans with Disabilities Act and Executive Order #13347
• Environmental regulations
• Information security and privacy regulations
• Industry-specific business continuity requirements
• Homeland security requirements

Beyond regulations, there are many industry “best” practices that should influence or may be the basis for parts of your program.

When an incident results in casualties, third party losses, or customer impact, litigation often follows. The legal perspective continues to be written, but it takes into account foreseeability of hazards, the magnitude of potential impacts, and the standard of care exercised by those who could have prevented or mitigated the incident. The evolving “standard of care” is continually redefined by civil litigation and the national standards that the courts have used to render judgments.

If you’re looking for incentives to make the case for preparedness, insurance cost savings may be one. Well protected businesses with large insurable values are often able to qualify for the competitive rates and favorable policy terms of “highly protected risk” insurance underwriters. Smaller facilities that are rated on a grading schedule may also benefit from enhanced protection.

Standard & Poors announced in 2008 that their rating surveys would look at the ability of a company to recover following an emergency. It remains to see whether this will be meaningful as the 9/11 Commission had intended when it endorsed a national standard for preparedness.

The quest for maximum efficiency has eliminated redundancy and excess capacity. Single suppliers are commonplace as businesses attempt to minimize costs and streamline the supply chain. Unfortunately, these efforts have increased the potential for business interruption. Large and medium sized businesses recognize the vulnerability of their supply chains and the need for their suppliers to implement business continuity plans. Preparedness is now a customer requirement and subject to audit.

Business leaders are motivated by their vision for growth and development of their organization’s potential. They must also be concerned about the expectations of stakeholders. Business “resilience” is an increasingly common term used to describe the ability of an organization to continue to meet its customers’ needs even in the face of interruptions or disruptions. The Council on Competitiveness reported[1] “Leading organizations do not manage specific scenarios, rather they create the agility and flexibility to cope with turbulent situations. The investments and contingency plans these leading companies make to manage a spectrum of risk create a capability to respond to high-impact disasters as well.”

Making the Business Case for Preparedness

There are many factors that should be considered when selling management on the need for preparedness. Connect the need for preparedness with your organization’s mission and vision and management’s goals and objectives.

If a company has experienced a significant event in the recent past, that experience often influences management thinking. If a major incident occurred in the past and the current management team is unaware of it, then a carefully crafted review of the impacts of the incident may help them to understand why preparedness is so important.

If your organization has not experienced a major incident, but one has occurred within a peer in your industry, a review of that incident may resonate with your management. Research “lessons learned” to find case studies.

How much should be invested?

How much to invest in the preparedness program is difficult to define. At the very least, minimum regulatory and customer requirements must be met. If you want to be “best in class,” your program must be dynamic and integrated into day to day operations and management decision making.

A careful assessment of the broad spectrum of risks, vulnerabilities, and impacts; prevention and mitigation strategies; and the scope and implementation of your emergency response and business continuity program will provide you the information needed to decide.

[1] The Resilient Economy: Integrating Competitiveness and Security, Council on Competitiveness, 2007

FEMA CGC 1 "Continuity Guidance for Non-Federal Entities"

The Federal Emergency Agency has just published "Continity Guidance Circular 1" (CGC 1) with subtitle "Continuity Guidance for Non-Federal Entities ." "The Department of Homeland Security, Federal Emergency Management Agency, in coordination with non-federal partners, developed this guidance document to provide direction for the development of continuity plans and programs for non-federal entities. " "In this guidance document, the elements of a viable continuity capability are identified and discussed. The provisions of this guidance document are applicable for State, local, territorial and tribal governments and the private sector. " The document provides good information, and it's worth a look. Just prepare yourself for the government terminology and view of the world of business continuity.

Comment Period Open for Title IX Voluntary Private Sector Preparedness Accreditation and Certification Program

The Department of Homeland Security has posted a Federal Register notice seeking public comments about the Voluntary Private Sector Preparedness Accreditation and Certification Program. The program is mandated by the Implementing Recommendations of the 9/11 Commission Act of 2007 to establish a common set of criteria for private sector preparedness, including disaster management, emergency management, and business continuity programs. The goal of this voluntary program is to enhance nationwide resilience in an all hazards environment by improving private sector preparedness.

DHS has posted the Federal Register notice at http://www.regulations.gov/. (Identify Docket ID FEMA-2008-0017.) Comments may be submitted to http://www.regulations.gov or FEMA-POLICY@dhs.gov.

For more information on the program, check out the "Resources" page of the Preparedness, LLC website. It includes links to Public Law 110-53, the ANAB Accreditation Program, NFPA 1600 (the standard recommended by the 9/11 Commission and under consideration for this program), and presentations on what it all means.

I will be testifying on behalf of the National Fire Protection Association at the January 13 hearing in Washington, DC. I will provide updates on the program as information becomes available.

WORLD AT RISK: The Report of the Commission on the Prevention of WMD Proliferation and Terrorism

After the terrorist attacks of September 11, 2001 I was asked to coauthor a book to provide guidance to the private sector on the subject of terrorism and how to protect employees, facilities, and operations. The book, "Business at Risk How to Assess, Mitigate, and Respond to Terrorist Threats," is still current today and it provides a wealth of information. That's why this report immediately captivated my interest.

Frankly, with the economic climate, businesses are looking to survive financially and are largely unable to focus on the threat of terrorism. I argue that managing the potential impacts of natural, man-made, and technological hazards—including terrorism—needs to be integral to the planning of every business. Sound emergency management, business continuity, and crisis management programs are an essential part of that planning.

If something significant happens, how prepared will businesses be?

WORLD AT RISK: The Report of the Commission on the Prevention of WMD Proliferation and Terrorism

"The Commission believes that unless the world community acts decisively and with great urgency, it is more likely than not that a weapon of mass destruction will be used in a terrorist attack somewhere in the world by the end of 2013.

The Commission further believes that terrorists are more likely to be able to obtain and use a biological weapon than a nuclear weapon. The Commission believes that the U.S. government needs to move more aggressively to limit the proliferation of biological weapons and reduce the prospect of a bioterror attack.

The Role of the Citizen

A well informed and mobilized citizenry has long been one of our nation’s greatest resources. The next administration therefore should, within six months, work with state and local governments to develop a checklist of actions that need to be taken to improve efforts at all levels of government to prevent WMD proliferation and terrorism. Citizens should hold their governments accountable for completing this checklist.

Insufficient effort has been made to engage the public in the prevention of WMD terrorism, even though public tips have provided clues necessary to disrupt terrorist plots against the homeland. We need to give our citizens guidance on what to expect from their government at all levels and on how to be engaged in the prevention of WMD terrorism.

RECOMMENDATION 13: The next administration must work to openly and honestly engage the American citizen, encouraging a participatory approach to meeting the challenges of the new century."

Voluntary Private Sector Preparedness Accreditation & Certification Program

Title IX of Public Law 110-53 (“Implementing Recommendations of the 9/11 Commission Act of 2007”) requires the U.S. Department of Homeland Security (DHS) to develop a voluntary private sector preparedness accreditation and certification program. DHS was charged with tasks to establish the program including:

• Designate one or more organizations to act as an accrediting body
• Designate one or more standards for assessing private sector preparedness
• Provide information and promote the business case for voluntary compliance with preparedness standards

Since the law was passed in August 2007, DHS has designated FEMA Administrator Paulison to administer the program and chair the Private Sector Preparedness Council. The council includes leadership from the Science & Technology Directorate, Office of Infrastructure Protection, and the Private Sector Office.

DHS has signed an agreement with the ANSI-ASQ National Accreditation Board (ANAB) to develop and oversee the certification process, manage the accreditation, and accredit qualified third parties to carry out the certification in accordance with the accepted procedures of the program.

ANAB has organized its “Committee of Experts” to advise ANAB on the qualifications of the “Certifying Bodies” that will accredit qualified third parties. Don Schmidt, CEO of Preparedness, LLC and Chair of the NFPA 1600 Technical Committee, is a member of the ANAB Committee of Experts along with representatives from other standards developers and private sector industry representatives.

DHS has not yet formally designated any standards for assessing private sector preparedness under this law, although DHS’ Science & Technology Directorate has adopted NFPA 1600. At the October ANSI Homeland Security Standards Panel plenary meeting in Washington, officials stated they are not picking a “winner” and that all reasonable standards will be included. DHS, however, has privately informed ANAB to begin work using NFPA 1600.

DHS has also published an initial draft of their “target criteria,” which will be used to select standards for assessing private sector preparedness. The “target criteria” for selecting standards includes:

• A scope and/or policy statement.
• Identification and conformity with applicable legal, statutory, regulatory and other requirements.
• Objectives and strategies.
• Hazard and threat identification, risk assessment, vulnerability analysis, and impact analysis.
• Incident management, strategy, tactics, operational plans and procedures.
• Communications and warning.
• Training.
• Resources management and/or logistics.
• Assessments, audits and/or evaluation of programs.
• Program revision and process improvement including corrective actions.

These “target criteria” align almost exactly to the elements within NFPA 1600. Accordingly, we will discuss each of these criteria within upcoming newsletters.

Although this program is voluntary, businesses are watching closely. Whether they choose to seek certification or not, business leaders are evaluating their preparedness program. In the end, that’s what it’s all about—protecting employees, property, business operations, the environment, and the business entity itself.

Protecting the Education Infrastructure

As reported in the Emergency Management and Response Information Sharing and Analysis Center (EMR-ISAC) INFOGRAM 37-08, September 25, 2008: "Much effort has been expended to protect the nation’s critical infrastructures, including those of the Emergency Services Sector (ESS). However, Department of Education officials concede that educational institutions are not specifically identified as among America’s critical infrastructure sectors or key resources, which potentially makes soft targets of schools, colleges, and universities. Experts say learning facilities are vulnerable to terrorism, because of the high consequence of an attack against children. The Emergency Management and Response—Information Sharing and Analysis Center (EMR-ISAC) gleaned from various case studies that the threat to schools may not be detected or prevented by physical security measures alone. Therefore, the EMR-ISAC suggests that ESS leaders can offer encouragement and assistance to educational centers as they conduct emergency planning and develop crisis action plans. For example, it is important that a school’s emergency plans are effectively integrated with the emergency response plans of the community in which the teaching establishment resides. Case studies further indicate that municipal authorities and their ESS leaders consider the following activities to improve the overall security of the local education infrastructure:

• Deliver “all-hazards” awareness training for school administrators, staff, and students.
• Train school administrators and staff regarding emergency actions.
• Review and validate all school emergency response, crisis management, and communications plans.
• Conduct drills and exercises to test and refine emergency response and crisis management plans.
• Provide primary and secondary interoperable communications systems for each school.
• Implement and test plans to maintain reliable contact with schools and school buses.
• Arrange for a “closed-campus” environment with a single point of access for all personnel.
• Increase police presence on school grounds by ensuring frequent visits as part of patrol routes.

There are national standards, including NFPA 1600, that address the essential elements of emergency management program. In addition, a new school preparedness standard is being developed in conjunction with the U.S. Department of Education. I am principal author of that new standard, and I will provide updated information on the standard when it can be released to the public.

If you are interesting in learning more about school emergency preparedness, check out the resource links at http://www.preparednessllc.com/resources/resources.html.

Parents May Not Heed Evacuation Orders

An interesting survey was published by the National Center for Disaster Preparedness at Columbia University's Mailman School of Public Health. The 2008 American Preparedness Project: Why Parents May Not Heed Evacuation Orders & What Emergency Planners, Families and Schools Need to Know

"2008 survey data illustrate that in the event of an order to evacuate parents say they are overwhelmingly likely to disregard existing community emergency plans and instead attempt to pick up their children directly from school or day care instead of evacuating separately. Were this to occur in the immediate aftermath of a sudden disaster, chaos would ensue and public safety would be jeopardized."

The studies authors made several important recommendations for schools:

• All schools should have "well thought out" emergency plans coordinated with local emergency officials.
• Parents need to be aware of school emergency plans and what they should do.

I have worked with numerous school systems over the past 10 years, and here are some specific recommendations:

• Schools should conduct a detailed risk assessment to identify hazards that could injure students, teachers, staff, and others as well as damage property or interrupt school activities. The risk assessment should lead to the develop of strategies to prevent hazards or mitigate hazards that can't be prevented. The strategy should be endorsed by the superintendent, school committee, and others who need to provide funding.
• Schools should have plans at the Superintendent or district level to manage the overall incident including communications with the community.
• Schools should have organized emergency response teams and procedures to respond effectively to the different types of emergencies that may occur. Types of emergencies include the ones we all think of (e.g., fire, medical, act of violence, etc.) Plans should also address regional or community-wide emergencies (e.g., earthquake, act of terrorism, etc.) that are not as probable, but would put the school in the position of having to fend for itself for the initial minutes or hours.
• Plans must include detailed procedures for evacuation, shelter-in-place, lockdown, and student/family reunification. These plans must be coordinated with public agencies including fire, law enforcement, and emergency medical services.
• All members of school emergency response teams must be trained so they understand and can fulfill their responsibilities as defined in the plan.
• Drills (evacuation, shelter-in-place, and lockdown) and exercises (tabletop, functional, and full-scale) should be conducted to familiarize everyone with emergency procedures and identify any gaps in plans, procedures, resources, or the capability of those who have to carry out the plans.
• Every teacher should be trained in basic emergency procedures and every classroom should be equipped with a concise list of emergency procedures.
• Parents need to be informed through outreach by administrators, PTO, websites, flyers sent home, and by their own sons and daughters who actively get them involved.

A national standard on school emergency preparedness is being written under the auspices of ASTM International, one of the national standards developers. I am one of the members of the committee writing the standard and we expect to present our preliminary draft to the U.S. Department of Education in November.

If you would like more information on Preparedness, LLC's services to public schools, click here.

If you would like to see an example of a school emergency preparedness website, click here.

References & Resources: Links to Helpful Information

I recently updated the "Resources" within the Preparedness, LLC website. It includes more than five printable pages of references and resources for risk assessment, prevention and mitigation, emergency planning, business continuity, training, and more. There are links for laws and regulations, codes and standards, government agencies, nonprofit/professional organizations, and more. There are also many links to excellent, peer reviewed technical documents that open in HTML or PDF format from their hosted websites. It will always be a work in progress, but I will do my best to keep it updated. If you have suggestions for additons to the page, please let me know.

Copycat White Powder Mailings

From the Emergency Management and Response Information Sharing and Analysis Center, INFOGRAM 35-08 September 11, 2008:

“Various State Fusion Centers and news sources recently reported about the rash of copy cat mailings throughout the nation containing white powder. The letters and packages have been sent to well known political figures and local government offices as well as to the homes and work sites of individuals not involved in public life. Upon reviewing these reports, the Emergency EMR-ISAC learned that to date none of the mailings were determined to be dangerous by responding hazardous materials teams."

Do you remember what happened in October 2001 when Senator Daschle, Tom Brokaw, an innocent grandmother in Fairfield County Connecticut, and others received anthrax laden mail? Thankfully these cases have been hoaxes, but are you prepared if someone reports receiving a suspicious envelope or package. CDC and GSA have some good information to help with planning. The guidance needs to be integrated into an emergency management program that includes people organized and trained to respond.

Work Begins on European Disaster Preparedness Standard

The list of disaster preparedness standards is growing longer:

"The Brussels Management Centre of CEN, the European Committee for Standardization, is the site of two meetings today that will lead to creation of a new standard for protecting the populace against natural disasters and terrorist acts. CEN, which develops voluntary standards, was asked by the European Community to address this issue, and it formed CEN BT/WG 161, "Protection and Security of the Citizen," to accomplish the task."

In the United States we have NFPA 1600, and in Canada Z1600 (the Canadian standard based on NFPA 1600). ISO published ISO PAS (Publicly Available Specification) 22399 "Societal Security" late last year, and now this new project originates in Europe.

September is National Preparedness Month

September is National Preparedness Month, and I provide some information from the Ready Business Fact Sheet. A national survey of businesses with 2-999 employees conducted by The Ad Council in December 2007 found:

• 38 percent said their company has an emergency plan in place in the event of a disaster
• 59 percent assessed their own business as “very” or “somewhat” prepared in the event of a disaster
• 55 percent of businesses surveyed said that they had taken either significant or small steps to improve emergency preparedness in the past year
• The surveyed businesses said that the most important threats for them to address are fires followed by cyber attacks and then hurricanes, winter storms, tornadoes and terrorist attacks.

It's good to see that work is being done even in these days of a challenging economy, but every workplace needs to have a basic emergency plan in place. The Occupational Safety and Health Administration (OSHA) requires emergency action plans for companies with 10 or more employees. Fire and life safety codes also require emergency plans.

It's good to see that businesses are focusing on natural hazards. With tropical storm Fay, Hurricane Gustav, and possibly Hurricane Ike, the dangers of tropical cyclones are clearly evident. With the 7th anniversary of 9/11 approaching, it's good to see that people haven't forgotten that terrorism is still a threat. The reality is, however, that there are dozens and dozens of hazards that can impact businesses today. We'll take a look at hazards—natural, human-caused, and technological—and risk assessment in the coming days and week.