Emergency Preparedness

1
Emergency Preparedness

• An emergency is
• an unplanned event that can cause death or
  significant injuries to employees or the public,
• or that can disrupt a business or its operation,
  cause physical or environmental damage or
  threaten the organization's financial standing or
  public image.

2
Emergency Preparedness

• Identifying and analyzing the potential events
  and their impact on the organization are first
  two steps in planning to manage an emergency.
• Emergency management involves, planning then
  organizing then leading and controlling.

3
Classes of Disasters

• Disasters can strike an organization in many
  different ways.
• Typically, disasters can be classified as
• Natural events
• Technological events
• Man-made events

4
Natural Events

• Drought
• Fire
• Snow/ice/hail
• Tsunami
• Windstorm/Tropical Storm
• Hurricane
• Lightning storm

• Biological
• Extreme heat/cold
• Flood/wind-driven water
• Earthquake/land shift
• Volcanic eruption
• Tornado
• Landslide/mudslide
• Dust/sand storm

5
Technological Events

• Hazardous material release
• Explosion/fire
• Transportation accident
• Building/structure collapse
• Power/utility failure
• Extreme air pollution

• Radiological accident
• Dam/levee failure
• Fuel/resource shortage
• Strike
• Business interruption
• Financial collapse
• Communication interruption

6
Human Events

• Economic
• General strike
• Terrorism
• Sabotage
• Hostage situations

• Civil unrest
• Enemy attack
• Arson
• Mass hysteria
• Special events

7
Phases of Emergency Management

• The activities involved in emergency management
  can be categorized as follows
• Preparedness Preparing to handle an emergency
• Prevention Means actions taken to avoid an
  incident or to intervene to stop an incident from
  occurring.
• Response Responding safely to an emergency
• Recovery Recovering from an emergency
• Mitigation Reducing the severity

8
Preparedness

• Includes plans or preparations made to save lives
  and to help response-and-rescue operations.
• Evacuation plans and stocking food and water are
  both examples of preparedness.
• Preparedness activities take BEFORE an emergency
  occurs, such as identifying the hazards and
  quantifying risks.

9
Prevention

• Includes any activities that prevent an
  emergency, reduce the chance of an emergency
  happening.
• Means actions taken to avoid an incident or to
  intervene to stop an incident from occurring.
• Involves actions taken to protect lives and
  property.

10
Response

• Includes actions taken to save lives and prevent
  further property damage in a disaster or
  emergency situation.
• Response is putting your preparedness plans into
  action.
• Seeking shelter from a tornado or turning off gas
  valves in an earthquake are both response
  activities.
• Response activities take place DURING an
  emergency.

11
Recovery

• Includes actions taken to return to a normal or
  even safer situation following an emergency.
• Recovery includes getting financial assistance to
  help pay for the repairs.
• Recovery activities take place AFTER an emergency.

12
Mitigation

• Reduce or eliminate risks to persons or property,
  or
• Lessen the actual or potential effects or
  consequences of an incident
• Mitigation activities take place BEFORE, DURING,
  and AFTER emergencies.

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Emergency Management and Planning

• Emergency management is the process of preparing
  for, mitigating, responding to and recovering
  from an emergency.
• Emergency management is a dynamic process.
• Planning, though critical, is not the only
  component.
• Training, conducting drills, testing equipment
  and coordinating activities with the community
  are other important functions.

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Steps in Emergency Planning

• 5 steps in emergency planning
• Step 1 Establish a team
• Step 2 Analyze capabilities and hazards
• Step 3 Conduct vulnerability assessment
• Step 4 Develop the plan
• Step 5 Implement the plan

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Step 1 Establish a Planning Team

• The size of the planning team will depend on the
  facilitys operations, requirements and resources.

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Using a Group Approach

• Usually involving a group of people is best
  because
• It encourages participation and gets more people
  invested in the process.
• It increases the amount of time and energy
  participants are able to give.
• It enhances the visibility and stature of the
  planning process.
• It provides for a broad perspective on the
  issues.
• Demonstrate managements commitment and promote
  an atmosphere of cooperation by authorizing the
  planning group to take the steps necessary to
  develop a plan.
• The group should be led by the chief executive or
  the plant manager.

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Step 2 Analyze Capabilities and Hazards

• This step entails gathering information about
  current capabilities and about possible hazards
  and emergencies, and then conducting a
  vulnerability analysis to determine the
  facilitys capabilities for handling emergencies.

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Analyze Capabilities and Hazards

• Review Internal Plans and Policies Documents to
  look for include Evacuation plan Fire
  protection plan Safety and health program
  Environmental policies Security procedures

19
Meet with Outside Groups

• Meet with government agencies, community
  organizations and utilities.
• Ask about potential emergencies and about plans
  and available resources for responding to them.

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Identify Codes and Regulations

• Identify applicable Federal, State and local
  regulations such as
• Occupational safety and health regulations
• Environmental regulations
• Fire codes

21
Identify Critical Products, Services and
Operations

• Company products and services and the facilities
  and equipment needed to produce them
• Products and services provided by suppliers,
  especially sole source vendors
• Lifeline services such as electrical power,
  water, sewer, gas, telecommunications and
  transportation

22
Identify Internal Resources and Capabilities

• Resources and capabilities that could be needed
  in an emergency include
• Personnel fire brigade, hazardous materials
  response team, emergency medical services,
  security, emergency management group, evacuation
  team, public information officer
• Equipment fire protection and suppression
  equipment, communications equipment, first aid
  supplies, emergency supplies, warning systems,
  emergency power equipment, decontamination
  equipment

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Step 3 Vulnerability Assessment

• The next step is to assess the vulnerability of
  the facility
• Vulnerability assessment is the process of
  identifying and quantifying vulnerabilities in a
  system.
• Vulnerability is the probability and potential
  impact of each emergency.

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Conducting a Vulnerability Assessment

• The system being studied could be a physical
  facility like a nuclear power plant , a computer
  system , or a larger system (for example the
  communications infrastructure or water
  infrastructure of a region).
• Vulnerability assessment has many things in
  common with risk assessment .

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Conducting a Vulnerability Assessment

• Assessments are typically performed according to
  the following steps
• Cataloging assets and capabilities (resources) in
  a system
• Assigning quantifiable value and importance to
  the resources
• Identifying the vulnerabilities or potential
  threats to each resource
• Mitigating or eliminating the most serious
  vulnerabilities for the most valuable resources

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Vulnerability Assessment Tools

• There are a variety of vulnerability assessment
  tools available from various governmental
  agencies.
• These tools are typically designed for a specific
  threat such as chemical facilities, laboratories,
  transportation, and businesses.

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Vulnerability Assessment Methodologies

• There are many methodologies that can be used for
  vulnerability assessment, including
• What-if / scenario analysis
• Checklists
• HAZOP (Hazard and Operability) Studies
• FMEA (Failure Mode and Effect Analyses)
• Fault Tree Diagrams
• Decision Tree Analysis
• Capability Assessment Readiness (CAR) for state
  and local governments
• Some are quantitative, some diagrammatic, some
  complex and some simple.

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FEMAs Impact Analysis

• One technique, explained in FEMA's impact-driven
  model is known as Impact Analysis.
• The Federal Emergency Management Agency
  emphasizes assessment of the impact in addition
  to identification of the emergency type.

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An Impact-Driven Model

• The impact of an emergency on the organization
  may include the following
• Health and safety of persons in the affected area
• Health and safety of personnel responding to the
  incident
• Continuity of operations
• Property, facilities and infrastructure
• Delivery of services
• The environment
• Economic and financial condition
• Regulatory and contractual obligations
• Reputation of the entity

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Simplified Impact Analysis

• One assessment technique simply constructs tables
  in which numerical assessments (1 (low) to 5
  (high)) of human impact, property impact,
  business impact and probability are added, and
  then ranked.
• The probability is the likelihood of each
  emergency's occurrence.

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Impact Categories

• The human impact assesses the effect on
  employees, visitors or the public.
• The property impact measures the loss of or
  damage to property (real and personal) -the cost
  to replace or repair, and the cost of temporary
  replacement
• The business impact considers the effect of
  business interruption, disruption of critical
  supplies, loss of market share, etc.
• Events or emergency types with the highest total
  are the ones that should be considered first, as
  they have the biggest potential impact.

32
Resource Analysis

• In addition to the assessment of the probability
  of an emergency and the impact on the
  organization, the organization should consider
  factoring in the available resources, which will
  give a head-start on the mitigation program.

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Examples of Emergency Management Resources

• Equipment
• Hazmat teams
• Emergency wardens
• External Resources
• Community emergency responders
• Fire/Police/EMT
• Hospitals
• Utilities
• Contractors

34
Evaluating Resources

• Resources can be characterized as strong (1) to
  weak (5), and added into the Impact Analysis.
• Strong resources already in place have the effect
  of lowering the total score of a given event or
  emergency type, reprioritizing the need for
  action.

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STEP 4 Develop the Plan

• When developing a the disaster plan, the
  emergency management coordinator along with the
  management team members must assess and plan for
  basic elements necessary for the implementation
  of the plan, protection of life and property.

36
Emergency Management Plan Elements

• The basic elements addressed in the emergency
  management plan address the minimum activities
  necessary for successful implementation.
• This section of the plan briefly describes the
  facilitys approach to the core elements of
  emergency management

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Emergency Management Plan Elements

• Direction and control
• Communications
• Life safety
• Property protection
• Community outreach
• Recovery and restoration
• Administration and logistics

• Identify Challenges and Prioritize Activities
• Write the Plan
• Establish a Training Schedule
• Coordinate with Outside Organizations
• Review, Conduct Training and Revise

38
Emergency Planning

• Planning considerations can vary widely. The
  primary goal is to ensure that all the important
  activities are included in the emergency action
  plan and outcomes anticipated.

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Continuity Planning

• Continuity planning are those activities designed
  to allow an organization to recover following a
  disaster.
• The activities restore interrupted services and
  activities in as short of period as possible
  following the disaster and as a result, minimize
  losses following the disaster.

40
Training Planning

• Companies, which have experienced major
  disasters, report that training and testing are
  the keys to a successful response.
• Training must be at all levels.

41
Public Response Planning

• Issuing warnings is one of the most important
  methods of averting the destructive consequences
  of disasters.
• An effective warning process may depend on the
  cooperative interactions of multiple
  organizations those who detect the disaster
  threat, those who detect that a warning should be
  issued, and those who convey the warning to the
  public.

42
Public Response Planning

• The public's response to warning is not a simple
  stimulus response reaction.
• The source, context, and repetition of the
  message can influence the warning's influence on
  public behavior.
• In disasters, news reports generate worldwide
  concern in those who think they may have loved
  ones in the impact area.

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Public Response Planning

• The usual result is that organizations in the
  disaster area are inundated with inquiries about
  these persons.
• Convincing the public to evacuate areas
  threatened by impending disaster is often
  difficult.

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Crisis Planning

• A crisis management plan integrates many of the
  components of the emergency response plan.
• A team must be appointed to make the necessary
  decisions to resume operations after the event.
• The plan should identify critical functions that
  must be restored immediately and make provisions
  for long term repair or replacement of facilities
  and equipment.

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Rescue Planning

• The emergency response plan should identify the
  potential types of specialized rescues that may
  be assigned to the ERT.
• High elevations, excavations, confined spaces,
  and many other situations should be considered.

46
Rescue Planning Example

• Emergency response teams with responsibility for
  rescue of workers injured or trapped in confined
  spaces must be properly trained and equipped in
  accordance with OSHA standard 1910.146
  Permit-Required Confined Spaces.
• Rescuers must be provided with personal
  protective equipment including respirators and
  body harnesses trained to perform the assigned
  rescue duties etc.
• Rescuers must be trained in first aid and CPR.
• Practice drills must be conducted annually.

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STEP 5 Implement the Plan

• Implementation means acting on recommendations
  made during the vulnerability analysis,
  integrating the plan into company operations,
  training employees and evaluating the plan.

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Continuous Improvement

• Disaster planning should incorporate a continuous
  improvement process to the implementation phase.
• An ongoing evaluation of the plan should be
  conducted based upon evaluations, drills, and
  assessments of the plan when used.
• Potential problems and shortcomings of the
  disaster response can be identified and
  corrected.
• Changes in potential threats should be evaluated
  on an on-going basis and changes to the disaster
  response plan made as deemed appropriate.