Developing An Emergency Response Plan

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Developing An Emergency Response Plan
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Alan Miller President of The National Safety
Council
Recently said
Preparedness must become part of our culture
and part of every public gathering , he said.
For example, every facility where the public
gathers including public facilities, businesses
and entertainment venues should have a plan in
place to properly direct its employees, visitors
and customers how to respond to an emergency and
evacuate the premises, if necessary.
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St. Louis Produce Market
Preparing for a crisis is like buying insurance.
You hope you never need it, but when and if you
do, It could very well save your hide.
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After
9-11-01
Many Communities began to

• Reassess their level of preparedness

As market operators we need to make sure we can
respond to emergency situations at our sites.
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MARKETS

• are places where 100s and 1000s of people
  congregate

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MARKETS
are also often places crowded with vehicles of
many different kinds and states of repair
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ALL RUSHING TO GET NOWHERE
WITHOUT A PLAN A SIMPLE SITUATION
CAN TURN INTO CHAOS !
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Even Parking Lot Markets Need To Have A Plan
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Lets Get Started

• Start by thinking about your site and its
  unique challenges

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Involve Professionals

• POLICE
• FIREFIGHTERS
• AMBULANCE
• AS WELL AS STAFF, VENDORS, ON SITE SECURITY,
  TENANTS, BOARD, DEC ETC.
• based on the available resources and the
  peculiarities of the site

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BRAINSTORM

• What Kinds of Emergencies Are Most Likely?

At many markets
Truck fires from a leaking gas tank maybe the
greatest threat
Unfortunately violence or terrorism is something
we have to consider
Spill of chemical or hazardous waste
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Other situations include

• Fire
• Sustained power loss
• Severe weather (tornadoes, high winds, snow, ice,
  frozen or broken pipes)
• Civil disturbance
• Chemical spills
• Train derailment
• Bomb threats
• Fatal or serious accidents
• Workplace suicide
• Criminal acts such as robberies, assaults,
  hostage situations etc.

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Response

• How you plan to respond to situations can be the
  difference between life and death.

An effective response plan should outline the
basic preparedness steps needed to handle
emergencies at your site. Although emergency
response plans cannot be all-inclusive they
should provide appropriate guidance on what to do
in an emergency.
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EVERY PLAN IS DIFFERENT

• - layout
• - security on site?
• - emergency response interval
• - accessibility of site

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St. Louis Produce market
 
 
Hughes
Responsibilities of Supervisor-in-Charge At time
of crisis call
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During and after a crisis, the Supervisor in
Charge ensures that the following steps are
taken

• Developed a checklist for key personnel.

Responsibilities of Supervisor-in-Charge During
and after a crisis, the Supervisor in Charge
ensures that the following steps are
taken Contact Market Manager. Clarence Hughes
Cell 960-9455 Home 636-940-1444 Provide
accurate information concerning incident. Consult
with Maintenance and /or Security officer as
appropriate Close section of Market where
incident occurred if appropriate. Provide
appropriate intervention for traumatized/injured
employees, Assist in normal return to operations
 
 

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St. Louis Produce market
 
 
Hughes
Responsibilities of Supervisor-in-Charge At time
of crisis call
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During and after a crisis, the Supervisor in
Charge ensures that the following steps are
taken

• Developed a checklist for key personnel.

Responsibilities of Market Manager Coordinates
all crisis response activities. Contacts
Officers, Board of Directors and initiates
notification of shareholders, employees, and
tenants. Phone lists are on pages 8 9.) Works
directly with police, fire department and/or
other federal, state, and local authorities.
(Emergency numbers are on page 7.) Assesses and
identifies facility and environmental
needs. Determines resources needed to handle the
crisis and obtains support. Coordinate repairs
and clean up with appropriate staff, Establishes
who and what will be done Manages the information
flow to employees, board of directors
shareholders, and tenants.
 
 

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Its Critical

• to outline roles and make sure everyone knows
  what specific actions to take. As well as a list
  of what needs to be done immediately!

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Key Contact Numbers

• Having them readily available is vital!

Include
-Emergency services including utilities
-contractors -staff and tenants -vendors
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EMERGENCY SERVICES
EMERGENCY 911 MARKET MANAGER cell 960-9455
office 621-4383 MARKET SECURITY 621-9255 POLICE
DEPARTMENT - 5TH DISTRICT 444-2500 POLICE
DEPARTMENT 4TH DISTRICT 444-5441 FIRE
DEPARTMENT 533-3406 CARDINAL GLENNON
POISON 1-800-366-8888 TOXIC CHEMICALS OR OIL
SPILLS 1-800-424-8802 SNOW REMOVAL BILL-KO,
INC 965-0515 SEWER MSD 768-6260 WATER -CITY
OF ST. LOUIS 771-2255//4880 GASLACLEDE GAS
CO 6216960
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EMERGENCY SERVICES
UNION ELECTRIC 342-1000 TELEPHONE-SW
BELL 1-571-1400 HOSPITALS BARNES JEWISH
HOSPITAL 747-3000 CHRISTIAN HOSPITAL
NE 653-5000 ST. MARYS HEALTH CTR 768-8360 BOILER
SYSTEM-SCHNEIDER SERVICE 994-7875 HEATING
COOLING- SCHNEIDER SER 994-7875 PLUMBING/WATER-JR
PLUMBING 849-1009 STORM SEWER-ABLE
INDUSTRIES 863-8755 ROOFER-BILL SPECK 846-6527
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EMERGENCY SERVICES
PEST CONTROL-ORKIN 343-7113 DOOR
CURTAINS-MASSEY EQUIPMENT 621-0972 WELDING-MKT
REPAIR 220-5040 FENCE/GATES-KENNEDY
FENCE 521-0936 GENERAL CONTRACTOR-PAT
KELLEY 280-1854
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Plans

• Include a plan to evacuate patrons and staff.

Our plan is aimed at safely clearing a 9 acre
site which on a Saturday may contain 1,000 cars
and trucks as well as 8,000 shoppers and 500
employees at any one time.
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CITY OF ROCHESTERPUBLIC MARKET

• HISTORY
• The September 11th disaster heightened
  sensitivity to security at municipal facilities.
  The Rochester Public Market has unique security
  challenges due to the nature of its function,
  design, history, and large attendance.
• Key characteristics include
• C Three major gateways with continuous flow of
  all types of vehicles
• C Hundreds of vehicles, of all types, parked
  throughout the site
• C A continuous flow of pedestrians entering the
  site via four pedestrian entrances
• C Thousands of shoppers carrying a variety of
  packages
• C Thousands of containers (boxes, crates,
  barrels, and bags) throughout the site
• Those characteristics do not allow for effective
  prevention measures for terrorist actions
  therefore, this plan focuses on effective ways to
  respond to any large scale emergencies at the
  site.

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CITY OF ROCHESTERPUBLIC MARKET

• PARTNERS
• The following offices have participated in the
• development of this plan, and will be responsible
• for its continuous improvement and
• implementation
• C Department of Parks, Recreation, and Human
• Services
• C Fire Department
• C Police Department

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• EMERGENCY EVACUATION PROCEDURE
• Lead market staff person(s), or back-up, will use
  the following procedure when an large scale
  emergency is identified at the Market.
• 1) ASSESS the nature and scope of emergency. It
  is a large-scale emergency if any of the
  following situations have been identified. In
  all cases use judgment.
• lt There is a large explosion
• lt A serious accident has occurred with
  multiple victims and there is potential danger
  to the public
• lt Firearm(s) being discharged
• lt A package/container is suspected to contain a
  bomb
• lt There is a fire that is not under control
• lt There is a chemical spill with fire or fumes
• lt A market structure has collapsed or is about
  to collapse
• lt Any Incident has occurred, or is about to
  occur, that places lives, property, or the
  environment at risk
• 2) CALL 911 to request assistance with the
  emergency.

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• EMERGENCY EVACUATION PROCEDURE
• 3) BROADCAST the attached evacuation script over
  the market public address system. This should be
  done simultaneously with the call to 911 to
  expedite evacuation of the market.
• 4) DIRECT public to exits. Distribute bullhorns
  to market staff to facilitate communications with
  the public. Assign staff to the following key
  areas of the market indicated on the attached map
  to ensure effective guidance for the public A
  Shed, C Shed, Winter Shed, Pennsylvania Ave.
  Gate, Union St. Gate, Railroad St. Gate.
• 5) TRANSFER management of evacuation to RPD
  officials upon their arrival at the market. The
  Citys Incident Command System (ICS) will be
  implemented. The goal of the ICS is the
  protection of life, property, and the
  environment.
• 6) SUPPORT the Citys ICS. Provide information
  about the incident, market facilities, and
  materials at the market. Provide full access to
  market facilities.

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PUBLIC MARKETEVACUATION SCRIPT

• ATTENTION! THIS IS AN EMERGENCY
• ALL SHOPPERS MUST IMMEDIATELY LEAVE THE PUBLIC
  MARKET THROUGH THE NEAREST EXIT GATEWAY.
• PLEASE REMAIN CALM.
• YOU SHOULD NOT TRY TO RETURN TO YOUR VEHICLE
  UNTIL DIRECTED BY OFFICIALS ON SITE.
• VENDORS AND PUBLIC MARKET PERSONNEL WILL HELP TO
  DIRECT YOU TO THE NEAREST EXIT GATEWAY.
• THANK YOU FOR YOUR COOPERATION.
• ltltltltltREPEATgtgtgtgtgtgt

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Keep On Rolling

• Your role is not over when the emergency
  personnel arrive

-Documentation of an incident may save your
organization thousands of dollars LATER!
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Final thoughts
1. Training, training, training
2.Review plan at least annually with staff and
emergency personnel.
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Final thoughts

• 3. Keep the plan simple

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Final Thoughts

• 4. Have multiple copies of the plan readily
  available

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• Also think about how you will handle media
  contacts. The St. Louis plan has specific
  guidelines

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MEDIA RESPONSE WHEN CRISIS OCCURS When a crisis
occurs, it is important that an accurate and
consistent message is conveyed. Inconsistent
messaging may result in rumors, inaccurate
information, and speculation that may cause
unnecessary worry for employees, their families,
and the general public. Reporters will and do
call anyone they can get information from. They
could contact you directly. If media should
contact you, it is important that you follow
these guidelines Do not make a statement or
provide any information to the media. All
Information should be channeled through the
Market Manager at 960-9455 or 621-4383. Ask what
information is being requested. Get
specifics. Take notes if possible of your
conversation Advise the reporter that the Market
Manager will return the telephone call as Quickly
as possible. Contact the Market Manager at
960-9455 or 621-4383 immediately.
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Remember

• The initial response to a crisis is critical.
  What occurs during the first hour or two provides
  the best opportunity for control of the situation
  and the internal and external precipitations of
  the market. The success of handling an incident
  is dependent on the actions taken immediately
  after the incident occurs. Over reaction should
  be favored as the initial response. Implementing
  plans before the severity of the incident is
  confirmed of the incident is confirmed may
  prevent the situation from spiraling out of
  control.

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Other Resources

• -National Safety Council
• -FEMA
• -OHSA
• -Dept. of Homeland Security
• -Local Office of Emergency Response

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Designed By
Cassie Price productions
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