Disaster Planning A hurricane blasts through Gulf Coast causing estimated damages in the billions, approximate hundreds deaths, ?? Evacuated and displaced

Disaster PlanningDisaster Planning

• A hurricane blasts through Gulf Coast causing estimated damages in the billions, approximate hundreds deaths, ?? Evacuated and displaced.

• A hurricane blasts through South Florida causing more than $25 billion in damages

• An explosion at an oil refinery results in 15 Deaths and record fines of a company.

• A fire a food processing plant results in 25 deaths, a company out of business and a small town devastated.

• Planes hit the World Trade Center and Pentagon resulting in thousands dead and untold Damages. Years earlier a bombing at the World Trade Center result six deaths and 40, 000 evacuated.

• A blizzard hits the East Coast for days. More than 150 lives are lost and millions in damages incurred.

Disaster (Emergency) PlanningDisaster (Emergency) Planning

• What is an Disaster (Emergency)? Any unplanned event that can cause deaths or significant injuries to employees, customers or the public; or that can shut down your business, disrupt operations, cause physical or environmental damage, or threaten the facility’s financial standing or public image.What are some examples of emergencies?

Fire (internal/external) Explosion Dam/Levee Break

Hazmat incident Earthquake Mudslide

Flood or flash flood Tsunami Entrapment

Hurricane Communications Failure Confined Space Incident

Tornado Radiological accident Terrorist Incident

Winter Storm Civil Disturbance (Workplace Violence)

Heat Wave Loss of Key Supplier

Emergency ManagementEmergency Management

• What is Emergency Management? It is the process of planning, training, conducting drills, testing equipment and coordinating activities with the community.

Planning Process Includes 4 main steps:

• Step 1 - Establish a Planning Team

• Step 2 - Analyze Capabilities and Hazards

• Step 3 - Develop the Plan

• Step 4 - Implement the Plan

Emergency Planning TeamEmergency Planning Team

Safety Office /

Planning Team

Community

Emergency Manager

Fire & Police

Other Response Organizations

Emergency Response

Safety & Health

Medical

Security

Environmental Affairs

Communications

Public Relations

Public Information Officer

Management & Personnel

Line Management

Labor Representative

Human Resources

Support Services

Engineering

IT / Computer Data Maintenance

Purchasing/ Contracts Maintenance

Analyze Capabilities and HazardsAnalyze Capabilities and Hazards

• Review Internal Plans and Polices

• Evacuation Plan

• Emergency Response Plan

• Fire Protection Plan

• Hazmat Plans

• Security Procedures

• Environmental Plans

• Finance and Purchasing procedures

• Plant closing policy

• Employee manuals

• Process safety assessment

• Risk Management plan T

• Mutual Aid agreements


• Review Internal Plans and Polices Meet with Outside Groups

• Evacuation Plan EMA

• Emergency Response Plan May or Community Admins. Office

• Fire Protection Plan LEPC

• Hazmat Plans Fire Department

• Security Procedures Police Department

• Environmental Plans EMS Organizations

• Finance and Purchasing procedures Med flight / AirEvac

•Plant closing policy American Red Cross

• Employee manuals National Weather Service

• Process safety assessment Public Works / Electrical Utilities

• Risk Management plan Telephone

• Mutual Aid agreements Neighboring businesses *


• Identify Codes and Regulations

• Identify Critical Products, Services (lifeline) and Operations

• Identify Internal Resources and Capabilities

•Personnel

•Equipment

•Facilities - Command center on-site, off-site, media briefing area, shelter areas, first-aid stations, sanitation stations





• Organization capabilities - training, evacuation plan, employee support plan






• Back-up systems - arrangements with other facilities to provide for the following:

• Payroll Shipping and Receiving

• Communications Information Systems support (next of kin)

• Production Emergency Power

• Customer services Recovery Support - Engineering






• Back-up systems - arrangements with other facilities

• Identify External Resources

• Local EMA Community Organizations

• Fire Department Contractors

• HazMat Response Suppliers of Emergency Equipment

• EMS Insurance Carriers

• Hospitals Utilities

• Local and State Police, Bomb Squad






• Back-up systems - arrangements with other facilities

• Identify External Resources

• Do an Insurance Review


• Conduct a Vulnerability Analysis

• List Potential Emergencies

• Within and outside your facility in the community

• Historical emergencies

• Geographic






• Geographic

• Proximity to flood plains, seismic faults and dams

• Proximity to companies that produce, store, use or transport hazardous materials including transport by rail or water

• Proximity to major transportation routes and airports

• Proximity to nuclear power plants






• Geographic

• Technological - What could result from a process or system failure?






• Geographic

• Technological - What could result from a process or system failure?

• Fire, explosion, hazardous material incident

• Safety system failure

• Telecommunications failure

• Computer System failure

• Heating / Cooling failure

• Emergency Notification System failure






• Geographic

• Technological

• Human Error - What emergencies can be caused by employee error? Are employees adequately trained to work safely? Do they know what to do in an emergency? Do they know what could happen as a result of their error?






• Geographic

• Technological

• Human Error

• Physical - What types of emergencies could result form the design or construction of the facility? Does the physical facility enhance safety?






• Geographic

• Technological

• Human Error

• Physical - What types of emergencies could result form the design or construction of the facility? Does the physical facility enhance safety?

• Physical construction of the facility Lighting

• Hazardous process or byproducts Evacuation Routes

• Layout of equipment Proximity of shelter areas

• Facilities storing combustibles / flammables




• Estimate Probability - Some companies just address with a high, medium or low while others use a simple scale of 1 to 5 with 1 as the lowest probability and 5 as the highest




• Estimate Probability

• Assess the Potential Human Impact - the possibility of death or injury and assign a rating similar high, medium, low or the 1 to 5 scale with 1 as the lowest impact and 5 the highest.





• Assess the Potential Human Impact

• Assess the Potential Property Impact - Again assign a rating,

• consider cost to replace

• cost to set up temporary replacement

• cost to repair






• Assess the Potential Property Impact

• Assess the Potential for Business Impact - Assign a rating for the impact of

• business interruption

• employees unable to report to work

• customers unable to reach facility

• company in violation of contractual agreements

• Imposition of fines an penalties or legal costs

• Interruption of critical supplies

• Interruption of product distribution






• Assess the Potential Property Impact

• Assess the Potential for Business Impact - Assign a rating for the impact of

• Assess Internal and External Resources - Assign a score to your internal and external resources by considering each potential emergency form beginning to end and each resources that would be needed to respond. For each emergency ask these questions:

• Do we have the needed resources an capabilities to respond?

• Will external resources be able to respond to us for the emergency as quickly as we need them, or will they have other priority areas to serve?

Develop the PlanDevelop the Plan

• Plan Components

• Executive Summary

• Purpose

• Facilities emergency policy

• Authorities and responsibilities of key personnel

• They types of emergencies that could occur

• Where response operations will be managed


• Plan Components


• Emergency Management Elements

•Describes the facilities approach to the core elements

• Direction and control

• Communication

• Life Safety

• Property Protection

• Community Outreach

• Recovery and restoration

• Administration and Logistics


• Plan Components



• Emergency Response Procedures

• These spell out how the facility will respond to emergencies determining what actions would be necessary to

• Assess the situation

• Protect the employees, customers, visitors, equipment, vital records and other assets, particularly during the first three days

• Get the business back up and running


• Plan Components




• These spell out how the facility will respond to emergencies determining what actions would be necessary to

• Assess the situation

• Protect the employees, customers, visitors, equipment, vital records and other assets, particularly during the first three days

• Get the business back up and running

• They include checklists that can be quickly accessed by senior management, department heads, response personnel and employees


• Plan Components



• Emergency Response Procedures - Include but not limited to

• Warning employees, visitors, customers, transportation traffic of various situations such as bomb threats, tornadoes, flooding

• Accounting for employees

• Communicating with personnel and community responders

• Conduction evacuations

• Managing response activities (medial, rescue, clean up, decon, fire fighting)

• Activating and operating an emergency operations center

•Shutting down operations & Restoring operations


• Plan Components




• Supporting Documents - Include but not limited to

• Emergency call lists (wallet size if possible) of all person on and off site who would be involved in responding to an emergency with their 24 hour number

•Building and site maps that indicate

• Electrical cutoffs and substations

• Water hydrants & Water main valves

• Gas Main Valves and lines

Develop the PlanDevelop the Plan• Plan Components Continued


• Storm drains & Sewer lines

• Floor plans (exits, stairways, escape routes)

• Restricted areas

• Hazardous Materials Including cleaning supplies

• High value items - Security Items - Top/Trade secret



• Emergency call lists

• Building and site maps

• Resource Lists (equipment, supplies, services)

• Identify Challenges and Prioritize Activities







• Set specific goals and milestones

• Assign responsibilities and track to completion

• Determine how you will address the problem areas and resource shortfalls that were identified in the vulnerability analysis.







• Write the plan







• Write the plan

• First draft

• Review

• Second draft

• Tapletop exercise

• Printing

• Distribution







• Write the plan

• Establish a Training Schedule







• Write the plan


• Coordinate with Outside agencies - Critical *







• Write the plan


• Coordinate with Outside agencies - Critical *

• Which gate or entrance will responders use

• Where and to whom will they report? Integrated command? Whose in charge?

• How will they be identified?

• How will facility personnel communicate with outside responders?

Implement the PlanImplement the Plan

Implementing means more than exercising the plan during an emergency. It means acting on recommendations made during the vulnerability analysis, integrating the plan into company operations, training employees, conducting table top and walk-through drills and full-scale exercises including evacuation and then evaluating the plan on a regular basis.

Plan for things to fail. Nothing ever goes perfect in an emergency. Everyone is not always in the right place, the equipment does always work right, employees don’t always no what to do.

National Incident Management System

National Incident Management System (NIMS) – Develop and administer a National Incident Management System.

Consistent nationwide template to enable all government, private-sector, and nongovernmental organizations to work together.

Past and Current emergencies teaching us the need for a coordinated response – especially standardization and flexibility.

NIMS

NIMS employs two levels of incident management structure, depending on the nature of the incident.

• Incident Command System (ICS) is a standard, on-scene, all-hazard incident management system. ICS allows users to adopt an integrated organizational structure to match the needs of single or multiple incidents.

• Multi-agency Coordination Systems are a combination of facilities, equipment, personnel, procedures and communications integrated into a common framework for coordinating and supporting incident management.

Incident Command System• Common terminology – Plain English

• Organizational resources – personnel, facilities, equipment

• Manageable span of control – may vary from three to seven, ratio of one supervisor (chief) to five reporting elements

• Organizational facilities – Command Post

• Use of position titles – Only one Commander

• Reliance on an Incident Action Plan – Develop, Issue assignments, plans, procedures, protocols. Direct efforts to obtain objectives.

• Integrated communications – hardware systems, use all available frequencies and resources, transfer of information internally and externally.

• Accountability – Orderly chain of command, check-in for all responders regardless of affiliation, each individual assigned only one supervisor – not multiple

Incident Command SystemUnified command is an application of ICS that used when:

• There is more than one responding agency within a jurisdiction.

• Incidents cross political jurisdictions.

Under a Unified command, agencies work together through the designated members of the command to analyze intelligence information and establish a common set of objectives and strategies for a single Incident Action Plan.

Example. Hazmat spill that contaminates a nearby waterway. Involves, fire department, water authority, and local environmental authority.

Incident Command SystemUnified command is an application of ICS that used when:

• There is more than one responding agency within a jurisdiction.

• Incidents cross political jurisdictions.

Under a Unified command, agencies work together through the designated members of the command to analyze intelligence information and establish a common set of objectives and strategies for a single Incident Action Plan.

Example. Hazmat spill that contaminates a nearby waterway. Involves, fire department, water authority, and local environmental authority.

FEMA ICS Self-Study class goes into detail & provides checklist for each operation.

Unified Command

(Representatives from local Jurisdictions)

Operations LogisticsPlanning Finance / Admin

Incident Command SystemAn Area Command is established to:

• Oversee the management of multiple incidents that are each being managed by an ICS organization.

• Oversee the management of large incidents that cross jurisdictional boundaries.

• Responsible for

• Setting overall strategy and priorities.

• Allocating critical resources according to priorities.

• Ensuring that incidents are properly managed.

• Ensuring that objectives are met and strategies are followed.

• An Area command may become a Unified Area Command when incidents are multi-jurisdictional or involve multiple agencies. Such as public health issues. Example (suspicious flu-like virus has broken out across the state).

Multiple Agency Coordination• Large or wide-scale emergencies that require higher-level resource management or information management.

• This a combination of resources that are integrated into a common framework for coordinating and supporting domestic incident management activities:

• Facilities Equipment

• Personnel Procedures

• Communications

• Regardless of form or structure – these Entities are responsible for

• Ensuring each involved agency is providing situation and resource status information.

• Establishing priorities between incidents.

• Acquiring and Allocating Resources required by incident management personnel.

• Coordinating and identifying future resource requirements.

• Coordinating and resolving policy issues.

• Providing strategic coordination.

Securing the Scene When an incident occurs, small or large, natural or otherwise the first responders on the scene must ensure it is safe to enter and the secure it.

Personnel Safety

• Entry to chemical spill or medial emergency – size up the situation, observe the hazards, respond accordingly. Remove all unneeded personnel. Secure access to incident.

• Entry after flooding, hurricane, tornado

• Possible hazards: Electrical hazards, Structural hazards, Chemical exposures, Snakes, Insects, Mold, Portable generators, Handling human remains, etc. (See OSHA website-Flash cards for Disaster Recovery Hazards.)

• Entry after fire, explosion

• Structural hazards, water damage, etc.


Scene Safety

• Preserve the scene with pictures, drawings, accounting for all things at the incident.

• Examples, workplace violence events; Plane crashes – know where everything landed and in what order; equipment malfunctions – know what mode the equipment was in when the incident occurred, which direction the valves turned, was it in manual or automatic, what was the malfunction, how is it operating know. Allow no one to touch equipment except to prevent any further releases of chemicals. Print out the PLC logic.

• Interview immediately to ensure more accurate accounting of the details. Learn the sequence of events that lead to an incident. What was happening prior to the incident, what was the results. Any written permits, monitoring data, any relevant personnel records, email, documentation of conversations.


Personnel Safety

• Entry to chemical spill or medial emergency – size up the situation, observe the hazards, respond accordingly. Remove all unneeded personnel. Secure access to incident.

• Entry after flooding, hurricane, tornado

• Possible hazards: Electrical hazards, Structural hazards, Chemical exposures, Snakes, Insects, Mold, Portable generators, Handling human remains, etc. (See OSHA website-Flash cards for Disaster Recovery Hazards.)

• Entry after fire, explosion

• Structural hazards, water damage, etc.

Scene Safety

• Preserve the scene with pictures, drawings, accounting for all things at the incident.

• Interview immediately to ensure more accurate accounting of the details

Clean Up Recovery - Debris Planning

Volume of debris is sometimes underestimated

Examples:

• Metro-Dade County, FL – Hurricane Andrew 1992

• 43 million cubic yards of disaster debris in just this county

• Los Angeles, CA – Northridge Earthquake 1994

• 7 million cubic yards of debris


Major categories of Disaster Debris

• Damaged buildings

• Sediments

• Green Waste

• Personal Property

• Ash or Charred Wood

Considerations

• How many years of landfill space will this debris take up?

• Can it be recycled, reused, chipped or ground into mulch, incinerated?

• How will you sort it


Resources

• FEMA

• US Army Corps of Engineers

• EPA, Sate resources

• Local/State agencies – removal of certain ordinances for a specified time period

• Local industry

Considerations

• Collection Points

• Communications

• Debris Management Plan

Homeland Security Alert LevelsHomeland Security Advisory System

There are five Threat Conditions, each identified by a description and corresponding color. From lowest to highest, the levels and colors are:

Low = Green; Guarded = Blue;Elevated = Yellow;High = Orange;Severe = Red.

Homeland Security Alert LevelsThreat Conditions and Associated Protective Measures

Beneath each Threat Condition are some suggested Protective Measures, recognizing that the heads of Federal departments and agencies are responsible for developing and implementing appropriate agency-specific Protective Measures:

1. Low Condition (Green). This condition is declared when there is a low risk of terrorist attacks. Federal departments and agencies should consider the following general measures in addition to the agency-specific Protective Measures they develop and implement:

2. Refining and exercising as appropriate preplanned Protective Measures;

3. Ensuring personnel receive proper training on the Homeland Security Advisory System and specific preplanned department or agency Protective Measures; and

4. Institutionalizing a process to assure that all facilities and regulated sectors are regularly assessed for vulnerabilities to terrorist attacks, and all reasonable measures are taken to mitigate these vulnerabilities.


Guarded Condition (Blue). This condition is declared when there is a general risk of terrorist attacks. In addition to the Protective Measures taken in the previous Threat Condition, Federal departments and agencies should consider the following general measures in addition to the agency-specific Protective Measures that they will develop and implement:

1. Checking communications with designated emergency response or command locations;

2. Reviewing and updating emergency response procedures; and

3. Providing the public with any information that would strengthen its ability to act appropriately.


Elevated Condition (Yellow). An Elevated Condition is declared when there is a significant risk of terrorist attacks. In addition to the Protective Measures taken in the previous Threat Conditions, Federal departments and agencies should consider the following general measures in addition to the Protective Measures that they will develop and implement:

1. Increasing surveillance of critical locations;

2. Coordinating emergency plans as appropriate with nearby jurisdictions;

3. Assessing whether the precise characteristics of the threat require the further refinement of preplanned Protective Measures; and

4. Implementing, as appropriate, contingency and emergency response plans.


High Condition (Orange). A High Condition is declared when there is a high risk of terrorist attacks. In addition to the Protective Measures taken in the previous Threat Conditions, Federal departments and agencies should consider the following general measures in addition to the agency-specific Protective Measures that they will develop and implement:

1. Coordinating necessary security efforts with Federal, State, and local law enforcement agencies or any National Guard or other appropriate armed forces organizations;

2. Taking additional precautions at public events and possibly considering alternative venues or even cancellation;

3. Preparing to execute contingency procedures, such as moving to an alternate site or dispersing their workforce; and

4. Restricting threatened facility access to essential personnel only.


Severe Condition (Red). A Severe Condition reflects a severe risk of terrorist attacks. Under most circumstances, the Protective Measures for a Severe Condition are not intended to be sustained for substantial periods of time. In addition to the Protective Measures in the previous Threat Conditions, Federal departments and agencies also should consider the following general measures in addition to the agency-specific Protective Measures that they will develop and implement:

1. Increasing or redirecting personnel to address critical emergency needs;

2. Assigning emergency response personnel and pre-positioning and mobilizing specially trained teams or resources;

3. Monitoring, redirecting, or constraining transportation systems; and

4. Closing public and government facilities.

Resources

www.fema.gov (online training classes - FREE - ABIH points)

Webwww.ESS-EssentialSuite.com - Software for NIMS/ICS, Realtime response system

www.osha.gov

State Emergency Management Agencies