NFPA 1600-2010 edition has been forwarded to NFPA’s Standards Council for issuance and will carry an effective date of December 5, 2009. NFPA advises me that the 2010 edition will be available for free download probably by the second week in January.
For updates on NFPA 1600 and to learn about the 2010 edition, please check out the “NFPA 1600 Resource Page” on the Preparedness, LLC website.
Don Schmidt, Chair of the NFPA Technical Committee on Emergency Management and Business Continuity (NFPA 1600), discusses the 2010 edition of NFPA 1600 and the Department of Homeland Security's intention to designate it for use in the Public Sector Preparedness Accreditation and Certification (PS-PREP) program.
http://www.garageband.com/mp3cat/.UZCPZSyG56Gn/01_December_2009.mp3
November 20, 2009 – NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs and 14 other NFPA codes and standards have been designated by the U.S. Department of Homeland Security (DHS) as “Qualified Anti-Terrorism Technology” (QATT) under the Support Anti-terrorism by Fostering Effective Technologies Act of 2002 (SAFETY Act). This is the first block of standards to receive this designation by DHS. Under the provisions of the SAFETY Act, these standards were also certified as “Approved Product(s) for Homeland Security.”
In September of 2008, NFPA was the first standards development organization to receive this designation for its codes and standards development process.
According to DHS, the SAFETY Act encourages the development and deployment of new and innovative anti-terrorism products and services by providing liability protections. Designation as a QATT and certification as an approved product for homeland security under the SAFETY Act provides legal protections for the NFPA codes and standards development process and now these 15 individual codes and standards as applied to anti-terrorism.
The 15 standards are listed in the NFPA press release linked to the title of this blog. They address emergency preparedness, first responder competencies and professional qualifications, personal protective equipment and specialized tools. NFPA 1600 is also one of three standards that DHS has announced it intends to adopt for application to the PS-Prep Program, a voluntary private sector preparedness program designed to improve the ability of private sector entities to withstand and recover from disasters including terrorism.
“NFPA is pleased to have these standards recognized as anti-terrorism technologies which are important in protecting first responders to terrorist events and also in improving the ability of our infrastructure to mitigate and recover from such events while protecting people and property,” said James M. Shannon, NFPA president.
Federal protections under the DHS designation and certification are retroactive and recognize NFPA’s technologies “earliest date of sale” as September 11, 2001.
All NFPA safety codes and standards are developed through a process accredited by the American National Standards Institute (ANSI). The more than 250 technical committees responsible for developing and updating all 300 codes and standards include approximately 4,000 volunteers, representing enforcing authorities, installers and maintainers, labor, research and testing laboratories, insurers, special experts, consumers and other users.
NFPA has been a worldwide leader in providing fire, electrical, building, and life safety to the public since 1896. The mission of the international nonprofit organization is to reduce the worldwide burden of fire and other hazards on the quality of life by providing and advocating consensus codes and standards, research, training, and education.
"October 28, 2009 –
NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs has been designated for adoption under the Department of Homeland Security’s (DHS) Voluntary Private Sector Preparedness Accreditation and Certification Program (PS-Prep).DHS/Federal Emergency Management Agency (FEMA) has published a request for comments in the Federal Register seeking public input on NFPA 1600 and two other standards that it intends to use as the criteria for certification of private sector preparedness programs as mandated by Congress in legislation that implemented the 9/11 Commission’s recommendations. The agency considered 25 standards and selected three based on scalability, balance of interest, and relevance to the PS-Prep program. NFPA encourages all interested parties to provide input to DHS/FEMA concerning the selection of standards for the PS Prep Program and to support the use of NFPA 1600 for this national program.
NFPA has made NFPA 1600 available for
free viewing and PDF downloads. Since making it publicly available in 2005, there have been over 120,000 PDF downloads. It is also available as a free iPhone application.Please submit your comments to FEMA by November 16, 2009. An electronic comment form and instructions are available at
http://www.regulations.gov/ in Docket ID: FEMA-2008-0017-0100. Additional information on the PS-Prep program is available from FEMA.Following the terrorist attacks of September 11, 2001, NFPA 1600 was endorsed in the 9/11 Commission’s report. The 9/11 Commission’s recommendation on private sector preparedness and NFPA 1600 was reiterated in Public Law 108-458 in 2004 and most recently in Title IX of Public Law 110-53. Title IX calls for the voluntary certification of private sector preparedness programs. In addition to the endorsement of the 9/11 Commission, NFPA 1600 has been adopted by the U.S. Department of Homeland Security under the category of Incident Management System Standards along with 26 other NFPA standards.
Development of NFPA 1600 began in 1991, and the first edition was promulgated in 1995. New editions have been published in 2000, 2004, and 2007. The 2010 edition has just been completed. Throughout its history, NFPA 1600 has been developed by subject matter experts from both the private and public sectors. Private sector input has come from a broad range of industries including those that control our nation’s critical infrastructure.
NFPA 1600 addresses emergency management, business continuity, crisis communications, and recovery in a holistic framework that includes organization, management, risk assessment, prevention, mitigation, resource management, response, continuity, and recovery. NFPA 1600 is aligned with the Disaster Recovery Institute’s 10 Professional Practices for Business Continuity. The standard recognizes and provides the flexibility entities need when developing individual preparedness programs and does not preclude the use of corporate or industry best practices.
The Canadian Standard Association’s Z1600 standard correlates with NFPA 1600 and was developed under license from NFPA to be used as the national preparedness standard in Canada. Besides becoming the most widely used preparedness standard in North America, NFPA 1600 has gained significant attention in Latin American and Asia. Most recently NFPA 1600 has been adopted as the national preparedness standard in Argentina. It is translated and used by national standards bodies in Chile, China, Colombia, Ecuador, Korea, Thailand, Tobago, and Trinidad. It is also being used by European insurance companies.
NFPA has been a worldwide leader in providing fire, electrical, building, and life safety to the public since 1896. The mission of the international nonprofit organization is to reduce the worldwide burden of fire and other hazards on the quality of life by providing and advocating consensus codes and standards, research, training, and education."
Links to
Title IX of Public Law 110-53, NFPA 1600, the designated standards, and resources for development of your emergency management and business continuity program can be found on the Preparedness, LLC website.WASHINGTON—Department of Homeland Security (DHS) Secretary Janet Napolitano today announced new proposed standards for a 9/11 Commission-recommended program for the private sector to improve preparedness for disasters and emergencies.
“Preparedness is a shared responsibility and everyone—including businesses, universities and non-profit organizations—has a role to play,” said Secretary Napolitano. “Ensuring our private sector partners have the information and training they need to respond to disasters will strengthen our efforts to build a culture of preparedness nationwide.”
DHS published a notice in the Federal Register today seeking public comment on three new standards identified for adoption under the Voluntary Private Sector Preparedness Accreditation and Certification Program (PS-Prep). PS-Prep is a partnership between DHS and the private sector that enables private entities—including businesses, non-profit organizations and universities—to receive emergency preparedness certification from a DHS accreditation system created in coordination with the private sector.
The notice proposes new PS-Prep standards to enhance operational resilience, business continuity management, and disaster and emergency management among participating private sector partners.
The notice proposes new PS-Prep standards to enhance operational resilience, business continuity management, and disaster and emergency management among participating private sector partners.
The notice proposes new PS-Prep standards to enhance operational resilience, business continuity management, and disaster and emergency management among participating private sector partners.
The proposed standards, developed by the National Fire Protection Association, the British Standards Institution and the ASIS International, were selected based on their scalability, balance of interest and relevance to PS-Prep from a group of 25 standards proposed for consideration following the publication of a Federal Register notice in December 2008 announcing the program.
In addition to the standards in the notice posted today, DHS is establishing classifications and methods of certifications that recognize the unique needs and characteristics of small businesses.
Individuals wishing to submit comments on the proposed standards, recommend additional standards for consideration or comment on other programmatic aspects of PS-Prep may obtain a comment form and instructions for submission online at www.regulations.gov, in Docket ID: FEMA-2008-0017. DHS requests comments by Nov. 15, though it will accept submissions at any time thereafter.
For more information, visit http://www.fema.gov/privatesectorpreparedness/.
As chair of NFPA’s Technical Committee on Emergency Management and Business Continuity, which is responsible for NFPA 1600, I have been involved in the PS-PREP program since the legislation was been written by Senator’s Lieberman’s staff. I have posted links to all of the related documents and organizations to the "Standards" and "Public Law 110-53" section of “Resources” page of the Preparedness, LLC website. In addition, I have posted a self-evaluation checklist on NFPA 1600 to the website.
After the 30 day comment period is over, DHS will finalize the list of standards. ANAB now has to finalize the accreditation rule and begin the process of certifying third parties to evaluate private sector programs. Only then can the certifying bodies begin evaluating any programs.
Checkout BrightTALK’s Business Continuity & Disaster Recovery Summit on October 6. This summit will feature leading experts exploring strategies and tactics to build a strong business continuity and recovery plan within an enterprise, the right technology choices for business recovery and best practices and tips to develop a strategy and architecture to meet 24/7 availability and recovery requirements.
I will be presenting at 3:00 PM Eastern Time on the subject of “Enterprise Preparedness Using Our National Preparedness Standard.” I will be discussing the essential elements of an enterprise preparedness program and provide information on NFPA 1600’s current edition and the upcoming 2010 edition.
Click here for a link to the full program or to my webinar session.
Forecasters William Gray and Philip J. Klotzbach of Colorado State University have adjusted their forecast for the Atlantic Basin hurricane season.
“Information obtained through July 2009 indicates that the 2009 Atlantic hurricane season will be less active than the average 1950-2000 season due largely to the development of an El Niño. We estimate that 2009 will have about:
The probability of U.S. major hurricane landfall and Caribbean major hurricane activity is estimated to be below the long-period average. We expect Atlantic basin Net Tropical Cyclone activity in 2009 to be approximately 85 percent of the long-term average. We have decreased our seasonal forecast slightly from early June.”
Unfortunately, it only takes one severe, landfalling hurricane to cause a lot of damage (Hurricane Andrew in 1992 for example). Monitor the weather forecasts and make sure your hurricane preparedness plan is ready.
Boston, MA / New York, NY; July 22, 2009 – The National Fire Protection Association (NFPA) and the Disaster Recovery Institute International (DRI) have joined forces to create an education and certification program that will qualify participants to audit disaster/emergency management and business continuity programs against existing standards and regulations. Certifications available are: Certified Business Continuity Auditor (CBCA) or Certified Business Continuity Lead Auditor (CBCLA).
NFPA, the authority on fire and life safety, and DRI, the leading certification and education body in business continuity planning, today announced a new interactive certification program that provides training, tools and hands-on experience. Through the program, participants will be able to apply the key components of disaster/emergency management and business continuity, the relevant standards, laws and regulations, the process of risk assessment, vulnerability analysis, loss prevention, risk mitigation, and develop, implement, test and maintain their plans and procedures.
“Professionals dealing with the growing need for disaster management and business continuity planning have been clamoring for a turnkey solution to help them measure the level of their organization’s preparedness against appropriate standards and regulations, and this certification program answer that call, “ said NFPA’s Bob Vondrasek, vice president for technical projects “This unique interactive program uses tools that allow novice and experienced corporate planners, internal and external auditors, and those interested in self-assessing their programs, or their clients’ programs, to perform an audit to better measure their state of preparedness.”
Course materials delve into existing legal and regulatory requirements by industry and country, as well as emerging requirements including: NFPA 1600, DRI International’s professional practices, financial services, insurance, healthcare, utilities, public sector guidelines and many others are explored. In addition, careful attention is given to the processes by which disaster/emergency management and business continuity programs are initiated with an eye toward corporate governance, policy, and procedures.
“Education is the key to success for professionals working in environments where they are expected to be well versed in the ever growing set of regulatory requirements, and laws and standards,” said DRI International Executive Director Al Berman. “This certification gives participants the opportunity to demonstrate their knowledge, experience to help entities assess their preparedness programs, which is something that is increasingly needed.”
At the end of the course, a qualifying examination is conducted and individuals who have passed will be eligible to apply for certification as a Certified Business Continuity Auditor (CBCA) or Certified Business Continuity Lead Auditor (CBCLA). The certification level (CBCA or CBCLA) will be granted based upon the amount of demonstrated audit experience of the applicant. Those seeking the CBCLA designation will be required to provide references to verify that they have at least five years of active audit experience. The certification will be granted by DRI International, the largest business continuity certification organization in the world. DRI International has certified over 12,000 applicants in over 90countries in its 20 year history.
Summer is thunderstorm season, and thunderstorms bring lightning, heavy rainfall, hail, and tornadoes. Resulting fatalities, property damage, and losses from business interruption are significant. Natural hazards can’t be prevented, but emergency management can protect life, mitigation can reduce property damage, and business continuity planning can speed recovery and reduce operational impacts.
What is the potential impact on your business from a lightning strike or surge? What would you do if a tornado warning were issued?
Review this eNewsletter to learn more about the hazards of thunderstorms, lightning, and tornadoes. Identify mitigation opportunities and considerations for your emergency management and business continuity program.
http://www.preparednessllc.com/enewsletter/enewsletter_home.html
The National Fire Protection Association, an ANSI accredited standards developing organization, has made the 2007 edition of NFPA 1600 "Standard on Disaster/Emergency Management and Business Continuity Programs" available as an application for your iPhone.
Through this application NFPA 1600 is fully searchable and is equipped with active links as well as phone numbers for NFPA and other agencies involved with emergency management programs, risk mitigation, and response.
A link to download the application, an introduction to NFPA 1600, the history of NFPA 1600, news, resources to assist with implementation of NFPA 1600, and other information can be found on the Preparedness, LLC website.
NFPA's Technical Committee on Emergency Management and Business Continuity, which is responsible for NFPA 1600 "Standard on Disaster/Emergency Management and Business Continuity Programs," met in St. Louis March 17-19 to act on a record number of public comments. The committee's report (known as the "Report on Comments") developed during the St. Louis meeting has been posted to the NFPA website. The "Report on Comments" incorporates the technical committee's actions on the public and committee comments, and it includes a "preprint" edition of the 2010 edition of NFPA 1600.
An introduction to NFPA 1600, the history of NFPA 1600, news, resources to assist wtih implementation of NFPA 1600, and other information can be found on the Preparedness, LLC website.
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.
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:
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 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.
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.
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 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 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 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.
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.
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.
Write a hurricane preparedness plan that includes multiple phases:
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.
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.
When a hurricane watch is issued, hurricane conditions are possible within 36 hours. This section of the plan should detail all facility preparations.
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.
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.
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 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.
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.
Numerous links to online planning resources can be found at the Preparedness, LLC website.
Having served as a firefighter in Prince Georges County, MD many years ago, my interest in a television news story was peaked last night. Firefighters in PG County responded to a natural gas leak and moments after evacuating the strip mall, it exploded.
Here is the accounting from PG County Fire/EMS:
"At 12:54 PM on Thursday, May 7, 2009, Prince George’s County Firefighter/Medics were dispatched on a call that no one is soon to forget. Firefighters were alerted to respond to the Penn-Mar Shopping Center, a large 1-story strip mall, in the 3400 Block of Donnell Drive in Forestville and arrived at 12:59 PM. First arriving crews initiated an investigation into a strong odor of natural gas inside the businesses. Firefighters evacuated 5 of the 6 stores that were in the area of the odor, a sixth store was vacant. Forty-five people were evacuated from the 5 stores and firefighters then started ventilation efforts and called for assistance of the Washington Gas Company. Firefighters discovered natural gas bubbling up from the ground on the exterior rear of the vacant store and minutes later reported that there was a fire on the interior. Within a minute, at about 1:20 PM, a massive explosion occurred. A MAYDAY call was sounded and additional resources including paramedics and a second alarm of firefighters were summoned to the scene."
Take this time to think about your facility. What if someone smells gas? What are you going to do? Take the time now to review your emergency plan to ensure it properly addresses gas leaks. Ensure the plan addresses:
Video of the incident is linked to the Fox Television in Washington, DC. A YouTube video is also available. A brief audio from engine 826 is available from the PG County Fire/EMS website linked to the title of this blog article.
The World Health Organization has raised the current phase of pandemic alert to 5. “Phase 5 is characterized by human-to-human spread of the virus into at least two countries in one WHO region. While most countries will not be affected at this stage, the declaration of Phase 5 is a strong signal that a pandemic is imminent and that the time to finalize the organization, communication, and implementation of the planned mitigation measures is short.”
The number of infections and severity of illness of this influenza outbreak is hard to estimate at this time. Therefore, it is prudent to review and update pandemic preparedness plans written years ago. This eNewsletter provides guidance on steps that your organization can take to review, update, develop, and exercise a pandemic preparedness plan.
Assemble members of your pandemic preparedness team, and review official reports of the swine flu outbreak, guidance from public health authorities with jurisdiction over your facilities, and the status of existing policies, plans, and procedures. Your pandemic team should be lead by senior management to provide direction and support. The heads of operations, legal, communications, human resources, medical, facilities, supply chain, security, environmental health and safety, emergency management, and business continuity or their representatives should participate.
If pandemic preparedness roles and responsibilities have not been defined within your plan, define them now.
Now is the time to promote proper personal hygiene by posting and distributing “cover your cough” and hand washing educational literature available from public health authorities. Consider providing hand sanitizers, setting up hand sanitation stations for visitors and or distributing literatures to arriving guests.
Evaluate methods for “social distancing” that may be needed to separate workers and make them more comfortable in the work environment.
Review company policies and procedures including travel, sick leave, family leave, and telecommuting.
Prepare to revise travel policies if governmental authorities issue travel advisories. Recognize that employees may resist assignments requiring travel to areas perceived to be at greater risk.
Review sick and family leave policies. Employees that are rewarded for not using sick leave may come to work even though they are ill. Review family leave policies regarding time off to care for sick family members. Consider employees needing dependent (child and elder) care when schools or other facilities are closed.
Test the ability to support large numbers of telecommuters and verify that employees have secure connectivity to work remotely.
The pandemic preparedness plan should align with the U.S. and WHO pandemic alert phases. Preparedness activities should be commensurate with the current alert level. Review your planning assumptions and discuss the implications of scenarios that are more severe than the assumptions used for development of your plan.
Pandemic preparedness plans should address the following planning tasks.
Review the succession of management, supervisory and operations staff and your organization’s governance requirements. If managers, supervisors, or key employees are sick or unavailable to work, who can assume their job duties? Review cross training and documentation needed for substitutes to assume the responsibilities of absent employees.
“the declaration of Phase 5 is a strong signal that a pandemic is imminent and that the time to finalize the organization, communication, and implementation of the planned mitigation measures is short.” WHO
Assign staff to monitor official instructions from public health and governmental authorities to ensure you have the latest and most accurate information. Subscribe to government mailing lists to receive their latest broadcasts.
Review your business continuity plan to identify critical business functions and the internal and external resources—including people—needed to support them. Evaluate critical suppliers and vendors and their ability to provide continuous service during a pandemic. Carefully scrutinize single or sole sources suppliers and identify backups, if necessary.
Monitor the health and well being of employees and their families. This will enable you to forecast absences and plan for the absences of sick employees or those who must care for sick family members or who must remain at home because of the lack of child or senior care. Review guidance documents on how to support the psychological needs of employees.
Communications during any emergency is critical, so implementation of a risk communications plan is essential. Consider all of the audiences that you need to reach including employees and their families, customers, suppliers, tenants within your buildings, and others. Provide timely, factual information and identify where recipients can obtain additional information.
Pandemic preparedness like all aspects of your emergency management and business continuity plan requires training and exercising. Conduct a plan walk-through exercise to familiarize personnel with the plan and their role and responsibilities. Conduct a tabletop exercise to identify any gaps in plans or the ability of team members to carry out the plan. Scribe action items, prioritize, and follow-through to assure that tasks are completed.
April showers bring May flowers, but they also can cause serious flooding. There have been 1,161 federal disaster declarations for flooding since 1954 and 300 since January 2000. One of six federally declared disasters this decade has been the result of flooding. The economic and human impact is also significant. Flooding causes more damage in the United States than any other severe weather related event—on average $5 billion a year. Over the past 30 years (1978 – 2007), 99 lives have been lost each year in floods.
Flooding is caused when bodies of water (e.g., rivers, streams, lakes, oceans, etc.) overflow their normal boundaries. Flooding can also occur as storm water runoff accumulates in normally dry areas.
Melting snow can combine with rain in the winter and early spring; severe thunderstorms can bring heavy rain in the spring and summer; or tropical cyclones can bring intense rainfall to the coastal and inland states in the summer and fall.
Flash floods occur within six hours of a rain event, or after a dam or levee failure, or following a sudden release of water held by an ice or debris jam.
Flood preparedness begins with site selection. Choose building sites that are not within a 500-year flood zone, not subject to flash foods, and not located where access roads, bridges, and critical infrastructure (e.g., utilities) will be disrupted by flood waters. Flood preparedness for existing buildings includes conducting a flood hazard analysis (risk assessment), mitigating the potential impacts of flood waters, development of a flood emergency plan, and development of a recovery plan to restore damaged equipment and reopen buildings.
There are many resources for assessing flood inundation. Flood Insurance Rate Maps (FIRMs) can be created on demand from FEMA’s online Map Service Center. Hard copies can be obtained at local municipal offices.
FEMA Flood Insurance Studies provide background information on the development of flood maps and describe the flood history of a community. Consult with local officials about past flooding and development in the vicinity of your buildings. Check the National Inventory of Dams to identify substandard dams that could fail causing flash flooding. Review recent development and changes to drainage or flood control efforts that could increase or decrease the potential for flooding.
The goal of the flood hazard analysis is to identify areas subject to flooding, maximum anticipated flood elevations, and whether flood waters will restrict access to the property or shutdown utilities that are required to run the facility. The maximum flood elevation should be compared to site and finished floor elevations to determine the buildings, storage, machinery, or utilities that could be inundated by flood waters. Keep in mind that flood surveys and flood maps are not perfect, and areas not thought to be subject to flooding are flooded, and “100 year” floods can occur in successive years.
Flood mitigation begins with evaluation of the site’s storm water management. Site layout, grading, and storm-water drainage should be sized and arranged to direct 100 year level flood waters away from important buildings, process equipment, outside storage, and utilities. Protect against soil erosion, and use grates, curbs, or other means to prevent drains from becoming clogged by debris.
Install backflow preventers on discharge lines connected to wastewater and storm-water runoff sewer systems, on floor drains, and any other equipment that have a history of backups.
Protect existing building entry points with barriers to keep water out as long as possible. Install ramps or stairways to go over the barriers. Locate or elevate critical machinery, equipment, and storage above the 500 year flood elevation. Securely anchor outside storage tanks and process equipment that could break away during flooding.
A flood emergency plan should be developed for all facilities that are subject to flooding. The plan should address protection of buildings or portions of buildings (e.g., below-grade or first floor) that are below the maximum flood elevation. The plan should also address the relocation, removal, temporary elevation of, or protection in place of raw materials and finished goods, production machinery and equipment, and utilities that could become flooded. Don’t forget to warn employees about the dangers of flood waters and never to drive into flooded roadways.
Ensure that maintenance and engineering facilities, spare parts, and engineering drawings, vital records, and restoration procedures are located in a safe area or relocated prior to a flood. This ensures that resources and information needed to recover from flood damage are immediately available after flood waters recede.
The flood emergency plan should include an organization that vests authority in a leader who is thoroughly familiar with the flood hazard, available resources, and the flood emergency plan. The plan should define roles and responsibilities and actions to be taken when flood watches and flood warnings are issued.
Monitor the National Weather Service’s River Forecasts and local emergency management officials’ forecasts of flooding in the area.
The plan should identify all resources (and how to procure all resources) to prepare for and recover from flooding. This includes the required complement of personnel and material handling equipment to complete flood preparations before evacuation is mandated or flood waters threaten. Periodically verify that all resources are available and in good condition.
The flood emergency plan should include the timing and shutdown procedures for gas and electric utilities, machinery, and equipment and the relocation of movable furniture, equipment, and storage to higher elevation.
A business continuity plan should define strategies and the resources needed to continue critical business operations for the maximum duration of any shutdown.
The flood emergency plan should also address repair and restoration of damaged buildings and equipment after flood waters recede. Contract for, or procure in advance, generators, pumps, and equipment to remove water, clean up mud and debris, and check and repair damaged utilities and equipment. Document manufacturer’s instructions or best practices for restarting water damaged systems and equipment in the plan, so work can begin as soon as it is safe. Review the “Directories of Products & Services,” “Machinery & Equipment Restoration,” and “Cleanup” resources on the Preparedness, LLC website for access to technical documents and resources.
Development of the 2010 edition of NFPA 1600, "Standard on Disaster/Emergency Management and Business Continuity Programs" is well underway with an expected publication date of April 2010. NFPA's Technical Committee on Emergency Management and Business Continuity completed work on the initial draft of the 2010 edition at its August meeting. This draft, also known as the committee's "Report on Proposals," has been posted to the National Fire Protection Association's website.
The technical committee met in St. Louis March 17 - 19 to act on a record number of public comments. The committee's report (known as the "Report on Comments") developed during the St. Louis meeting will be posted to the NFPA website late in August. A link will be provided as soon as it becomes available.
If you have AEDs (Automated External Defibrillators) in your facility(ies), then you should check to see if you have the ZOLL AED Plus Defibrillator manufactured from May, 2004 through February, 2009 and distributed from May, 2004 through February 9, 2009. These models have been recalled by the FDA because the AED failed to deliver the defibrillation energy.
This device is used by emergency or medical personnel, by others who have completed CPR AED training courses, or the public at large. It is intended to treat patients in cardiac arrest. The device analyzes an unconscious patient’s heart rhythm and instructs the user to press a button that delivers an electrical shock to the heart to restore a normal heart rhythm.
The company sent their distributors and customers an initial recall letter on February 12, 2009 by certified mail. This letter instructed customers to replace their batteries every three years. The company then sent their distributors and customers a follow-up recall letter on March 31, 2009 by certified mail. This letter instructed customers to download new software for their devices and to remove any battery replacement reminder labels.
ZOLL will send an email notice to all customers who included their email address as part of their contact information. ZOLL will also publish information about the recall in industry magazines.
For more information about this recall, please see the company’s website at: http://www.zollaedplusbatteryhelp.com/
ZOLL Medical Corporation 269 Mill RoadChelmsford, Massachusetts 01824, (978) 421-9655
Click here for directions for accessing this free webinar.
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:
Besides OSHA standards, there are many other regulatory requirements that dictate elements of the preparedness program. These include:
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.”
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 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, 2007The 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.
Development of the 2010 edition of NFPA 1600, "Standard on Disaster/Emergency Management and Business Continuity Programs" is well underway with an expected publication date of April 2010. NFPA's Technical Committee on Emergency Management and Business Continuity, which I chair, completed work on the initial draft of the 2010 edition at its August meeting. This draft, also known as the committee's "Report on Proposals," has been posted to the National Fire Protection Association's website.
Posting of this draft opens the period for submission of public comments. The comment period closes on March 6, 2009. Following the close of comments, the technical committee is scheduled to meet in St. Louis March 17 - 19 to review and act on all public comments. The document produced from that meeting will also be posted by NFPA late in August.
NFPA and the technical committee encourage all users to submit comments on the latest draft of NFPA 1600. In the past the technical committee has received hundreds of public proposals and comments, input which the committee has used to make the document better. I encourage everyone to review the latest draft and favor us with your comments.
You can submit comments on the ROP draft electronically using the NFPA's online submittal process, via email (proposals_comments@nfpa.org) outlining your comment on the NFPA's form, or via the U.S. Post Service also using NFPA's form.
In accordance with NFPA's regulations, the technical committee must act on every public comment. We can accept or reject. We can also accept in part, accept in principle, or accept in part in principle. It sounds complicated, but the process ensures that your voice will be heard.
I am developing a new page on the Preparedness, LLC website titled "NFPA 1600" to provide detailed information on NFPA 1600. Although a work in progress, I hope it will be helpful to those organizations evaluating or developing their preparedness program.
Following a recognized incident management system is a key to effectively managing the response to and recovery from an emergency or disaster. The National Incident Management System (NIMS) was developed after President Bush issued Homeland Security Presidential Directive/HSPD-5 in February 2003. This press release annouces the latest edition of "NIMS." NIMS is used within the public sector, and private sector organizations should be familiar with NIMS and how to work in cooperation with public sector agencies that may respond to their sites or who they may support during an incident. Links to information on NIMS, the Incident Command System (ICS), and available training can be found on the "Resources" page of the Preparedness, LLC website.
"The U.S. Department of Homeland Security's (DHS) Federal Emergency Management Agency (FEMA) today released a revised National Incident Management System (NIMS)-the national standard for incident management. NIMS establishes standardized incident management processes, protocols, and procedures that all federal, state, tribal and local responders will use to coordinate and conduct response actions.
NIMS expands on the original version released in March 2004 by clarifying existing NIMS concepts, better incorporating preparedness and planning and improving the overall readability of the document. The revised document also differentiates between the purposes of NIMS and the National Response Framework (NRF) by identifying how NIMS provides the action template for the management of incidents, while the NRF provides the policy structure and mechanisms for national-level policy for incident management.
"The National Incident Management System has been the single most significant improvement in incident management since the Department of Homeland Security was formed in 2003," FEMA Administrator David Paulison said. "It has enhanced interoperability among emergency responders at all levels of government and is the product of a collaborative effort involving hundreds of emergency personnel from across the nation. We incorporated lessons learned from Hurricane Katrina, clarified incident command system concepts, increased emphasis on planning and mutual aid, expanded the intelligence/investigation function, and better aligned the NIMS document with the National Response Framework," said Paulison.
With the oversight of FEMA, the newly released NIMS followed an extensive revision involving over 100 partners from all levels of government, private sector, nongovernmental organizations (NGO), and subject matter experts representing a broad spectrum of emergency management and incident response disciplines. Throughout three official nationwide comment periods, FEMA reviewed nearly 6,000 comments from more than 280 individuals and organizations, including extensive review and recommendations made by the National Advisory Council (NAC).
The basic tenets of NIMS remain the same. There have been several improvements to the revised NIMS document which will aid in readability and usefulness of preparing, preventing, and responding to incidents. For example, the revised document places greater emphasis on the role of preparedness and has reorganized its components to mirror the progression of an incident. Recognizing the importance of private sector partners and NGOs in incident response, FEMA has ensured that those entities have been more fully integrated throughout NIMS. The new document is consistent with the NRF, and together they provide a single, comprehensive approach to incident management."
Every facility emergency operations plan should include procedures for bomb threats and receipt of suspicous packages. When I reviewed the following article, I thought it was timely advice worth passing along. The following advice is reprinted from the Emergency Management and Response Information Sharing and Analysis Center (EMR-ISAC) CIP Bulletin 11-08, December 22, 2008. If you would like to obtain additional resources for bomb threats and suspicious packages, please check out the "Bomb Threats & Suspicious Packages" links on the "Resources" page of the Preparedness, LLC website.
Improvised Explosive Devices (IEDs) can be arranged in a number of configurations, the only limitation to their design and functionality is the bomber’s imagination. The first action for awareness is identification of the suspect IED. Unattended or suspicious packages or containers could potentially contain an explosive device and should be reported to security personnel immediately. Likewise, individuals behaving suspiciously or vehicles that seem out of place could also represent an explosive threat and should be reported immediately to security personnel.
Authorities, first responders, and citizens should take the following actions to strengthen the existing security posture in the event of a bomb threat:
Follow these steps when a suspect IED is encountered:
The following actions are vital, since the possibility for an additional incident cannot be eliminated:
Before the heavy snow warnings are broadcast and the frigid blasts of arctic weather arrive, it’s important to prepare your facility and your employees. Preparations now can save costly damage to equipment and facilities and maintain important fire and life safety systems.
A study by property insurer FM Global[1] for the period 1984 through 1995 revealed over 3500 freeze-related insurance claims. Of these incidents, 42% were due to sprinkler leakage, which accounted for 17% of the gross dollar loss estimate. Process equipment breakdown due to freezing accounted for 10% of the incidents but 26% of the gross dollars.
FM Global’s analysis revealed a pattern of freezing over the Christmas holidays when planned reductions in production, shutdowns, and vacations occur. Idle facilities contributed to reduced space heating, reduced or no heat in production equipment, and few or no people to monitor temperature and respond to freeze conditions.
Walk the entire roof and check to ensure roof drains, gutters, and downspouts are clear. Clean any accumulations of leaves or other debris that could be swept into and clog drains. Check all roof mounted equipment to ensure air conditioners, fan housings, antennas, signs, and other equipment is properly anchored and access panels are secure. Check to ensure roof flashing is intact and roof vents are tight. Plan for access to the roof in case the roof hatch is inaccessible.
Evaluate the structural strength of sections of roofs likely to accumulate heavy snow drifts and water. Excessive snow drifts increase the weight applied to the structure and can cause collapse. These areas include intersections of low and high roofs; valleys between two peaked roofs; intersection of roof and roof mounted equipment. Look for bent, deflected, twisted roof members/decks that might indicate susceptibility to overload.
Prepare all sprinkler systems, heating systems, process equipment, emergency generator, and snow removal equipment or service. Check that sufficient heat will be available in buildings protected by wet pipe sprinkler systems. Drain condensate from the low points of all dry pipe sprinkler systems and ensure that heating equipment in valve closets are working properly. Check fire pump house and suction/gravity tank heaters as well. Use approved heat trace on exposed pipes that cannot be drained.
This eNewsletter has been published by Preparedness, LLC and is available on our website. You can subscribe to future eNewsletters from the website.
[1] FM Global Property Loss Prevention Data Sheet 9-18/17-18, January 2007
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."
I just reviewed the following research paper on the potential impact of earthquakes in the Central United States. When we think of earthquakes, we think about the West Coast and California in particular. The fact is that all of the West Coast is susceptible as well as the New Madrid Region of the Central United States where a series of catastrophic quakes occurred in the early 1800's. There are other areas of the U.S.A. that could suffer moderate earthquake damage as well.
The follow abstract of a research study was recently published by the Mid-America Earthquake Center at the University of Illinois. The report is the outcome of one of the largest and most comprehensive earthquake consequence assessment projects fundedby the Federal Emergency Management Agency (FEMA). The report contains earthquake impact assessments for the 8 central US (CUSEC) states, and lists damage and other consequences to the built environment as well as social and economic impacts. The earthquake scenarios used represent the New Madrid, the Wabash Valley and the East Tennesseeseismic zones. The analysis employs new and more reliable hazard and inventory data that has not been used before.The project is managed by the US Army Corps of Engineers' Construction Engineering Research Laboratory, and the work was undertaken in partnership with the Institute for Crisis, Disaster and RiskManagement at the George Washington University, with contributions forthe 8 State Geological Surveys, IEM, FEMA, US Geological Survey and CUSEC.
"The region of potential impact due to earthquake activity in the New Madrid Seismic Zone (NMSZ) is comprised of eight states: Alabama, Arkansas, Illinois, Indiana, Kentucky, Mississippi, Missouri and Tennessee. Moreover, the Wabash Valley Seismic Zone (WVSZ) in southern Illinois and southeast Indiana and the East Tennessee Seismic Zone in eastern Tennessee and northeastern Alabama constitute significant risk of moderate-to-severe earthquakes throughout the central region of the USA.
The hazard employed in this investigation includes ground shaking for three seismic zones and various events within those zones. The NMSZ consists of three fault segments: the northeast segment, the reelfoot thrust or central segment, and the southwest segment. Each segment comprises a deterministic, magnitude 7.7 (Mw7.7) earthquake caused by a rupture over the entire length of the segment. The employed magnitude was provided by US Geological Survey (USGS). The NMSZ represents the first of three hazard events utilized in this report. Two deterministic events are also included, namely a magnitude Mw7.1 in the Wabash Valley Seismic Zone (WVSZ) and a magnitude Mw5.9 in the East Tennessee Seismic Zone (ETSZ) earthquakes.
The results are designed to provide emergency managers and agencies with information required to establish response plans based on likely impacts of plausible earthquakes in the central USA."
As you conduct your risk assessment to build your risk mitigation, emergency management, and business continuity program, you might want to take a look at this important research report. Take a look at some of the resource links on the Preparedness, LLC website to help you assess earthquake risk and build your program to respond to and recover from and earthquake event.
"By 2025, the accelerating pace of globalization and the emergence of new powers will produce a world order vastly different from the system in place for most of the post-World War II era, according to a projection by the federal government's top intelligence analysts.
The projection, prepared by the National Intelligence Council of the Office of the Director of National Intelligence, was made public by the ODNI today.
The ODNI report, “Global Trends 2025: A Transformed World” projects a still-preeminent U.S. joined by fast developing powers, notably India and China, atop a multipolar international system. The world of the near future will be subject to an increased likelihood of conflict over scarce resources, including food and water, and will be haunted by the persistence of rogue states and terrorist groups with greater access to nuclear weapons, the report says. Widening gaps in birth rates and wealth-to-poverty ratios, and the uneven impact of climate change, could further exacerbate tensions, “Global Trends 2025” concludes.
The report extrapolates from current and projected trends. It is not a prediction, and the authors stress that “bad outcomes are not inevitable.”
“International leadership and cooperation will be necessary to solve the global challenges and to understand the complexities surrounding them,” the report concludes.
“By laying out some of the alternative possibilities we hope to help policymakers steer us toward more positive solutions.” Other projections in “Global Trends 2025”: include:
The Global Trends series examines geopolitical trends and analyzes their likely outcomes, in an attempt to prompt public discussion of possible responses. The projections have covered five-year intervals, beginning with Global Trends 2010 issued in November 1997."
Posts
All Comments
