Unit 8 Assignment 2: Local Disaster Recovery Coordinator Project
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Emergency Management Guide for Business and Emergency Management Guide for Business and Emergency Management
Industry A Step-by-Step Approach to Emergency Planning, Response and Recovery for Companies of All Sizes
FEMA 141/October 1993
A STEP-BY-STEP APPROACH TO EMERGENCY PLANNING,
RESPONSE AND RECOVERY FOR COMPANIES OF ALL SIZES
Sponsored by a Public-Private Partnership with the Federal Emergency Management Agency
Special thanks to the following organizations for supporting the development, promotion and distribution of the Emergency Management Guide for Business & Industry:
American Red Cross
American Insurance Association
Building Owners and Managers Association International
Chemical Manufacturers Association
Fertilizer Institute
National Association of Manufacturers
National Commercial Builders Council of the National Association of Home Builders
National Coordinating Council on Emergency Management
National Emergency Management Association
National Industrial Council — State Associations Group
New Jersey Business & Industry Association
Pacific Bell
Pennsylvania Emergency Management Agency
B U S I N E S S && I N D U S T R Y
E M E R G E N C Y M A N A G E M E N T G U I D E F O R
The Emergency Management Guide for Business & Industry was produced by the Federal Emergency Management Agency
(FEMA) and supported by a number of private companies and associations representing business and industry.
The approaches described in this guide are recommendations, not regulations. There are no reporting requirements, nor will
following these principles ensure compliance with any Federal, State or local codes or regulations that may apply to your
facility.
FEMA is not a regulatory agency. Specific regulatory issues should be addressed with the appropriate agencies such as the
Occupational Safety and Health Administration (OSHA) and the Environmental Protection Agency (EPA).
Prepared under FEMA Contract EMW-90-C-3348 by:
Thomas Wahle Ogilvy Adams & Rinehart
Washington, D.C. (202) 452-9419
Gregg Beatty Roy F. Weston, Inc. Rockville, Maryland
(301) 646-6855
INTRODUCTION
About This Guide .........................................................................................................................................5
What Is an Emergency? .................................................................................................................................5
What Is Emergency Management?................................................................................................................6
Making the “Case” for Emergency Management ..........................................................................................6
SECTION 1: 4 STEPS IN THE PLANNING PROCESS
STEP 1 - ESTABLISH A PLANNING TEAM
Form the Team ..............................................................................................................................................9
Establish Authority .....................................................................................................................................10
Issue a Mission Statement ...........................................................................................................................10
Establish a Schedule and Budget.................................................................................................................10
STEP 2 - ANALYZE CAPABILITIES AND HAZARDS
Where Do You Stand Right Now? .......................................................................................................................11 Review Internal Plans and Policies .............................................................................................................11
Meet with Outside Groups ..........................................................................................................................11
Identify Codes and Regulations ..................................................................................................................12
Identify Critical Products, Services and Operations...................................................................................12
Identify Internal Resources and Capabilities ..............................................................................................12
Identify External Resources.........................................................................................................................13
Do an Insurance Review .............................................................................................................................13
Conduct a Vulnerability Analysis .........................................................................................................................14 List Potential Emergencies............................................................................................................................14
Estimate Probability ......................................................................................................................................15
Assess the Potential Human Impact.............................................................................................................15
Assess the Potential Property Impact ...........................................................................................................15
Assess the Potential Business Impact ...........................................................................................................16
Assess Internal and External Resources........................................................................................................16
Add the Columns..........................................................................................................................................16
T A B L E O F C O N T E N T S
STEP 3 - DEVELOP THE PLAN
Plan Components .........................................................................................................................................................17 Executive Summary ......................................................................................................................................17
Emergency Management Elements...............................................................................................................17
Emergency Response Procedures ..................................................................................................................18
Support Documents ......................................................................................................................................18
The Development Process ......................................................................................................................................19 Identify Challenges and Prioritize Activities ...............................................................................................19
Write the Plan ..............................................................................................................................................19
Establish a Training Schedule .......................................................................................................................19
Continue to Coordinate with Outside Organizations ..................................................................................19
Maintain Contact with other Corporate Offices..........................................................................................20
Review, Conduct Training and Revise .........................................................................................................20
Seek Final Approval .....................................................................................................................................20
Distribute the Plan ........................................................................................................................................20
STEP 4 - IMPLEMENT THE PLAN
Integrate the Plan into Company Operations.................................................................................................21
Conduct Training..........................................................................................................................................................22 Planning Considerations...............................................................................................................................22
Training Activities ........................................................................................................................................22
Employee Training ........................................................................................................................................23
Evaluate and Modify the Plan ................................................................................................................................24
SECTION 2: EMERGENCY MANAGEMENT CONSIDERATIONS
Direction and Control ................................................................................................................................................27 Emergency Management Group (EMG) ......................................................................................................27
Incident Command System (ICS)................................................................................................................28
Emergency Operations Center (EOC) .........................................................................................................28
Planning Considerations...............................................................................................................................29
Security .........................................................................................................................................................29
Coordination of Outside Response ...............................................................................................................29
Communications...........................................................................................................................................................31 Contingency Planning ..................................................................................................................................31
Emergency Communications ........................................................................................................................31
Family Communications ...............................................................................................................................32
Notification...................................................................................................................................................32
Warning.........................................................................................................................................................32
Life Safety........................................................................................................................................................................33 Evacuation Planning ....................................................................................................................................33
Evacuation Routes and Exits ........................................................................................................................33
Assembly Areas and Accountability ............................................................................................................34
Shelter ..........................................................................................................................................................34
Training and Information .............................................................................................................................34
Family Preparedness .....................................................................................................................................34
Property Protection ....................................................................................................................................................35 Planning Considerations ..............................................................................................................................35
Protection Systems .......................................................................................................................................35
Mitigation .....................................................................................................................................................35
Facility Shutdown.........................................................................................................................................36
Records Preservation ....................................................................................................................................37
Community Outreach .................................................................................................................................................39 Involving the Community............................................................................................................................39
Mutual Aid Agreements...............................................................................................................................39
Community Service......................................................................................................................................40
Public Information .......................................................................................................................................40
Media Relations............................................................................................................................................41
Recovery and Restoration ........................................................................................................................................43 Planning Considerations ..............................................................................................................................43
Continuity of Management..........................................................................................................................43
Insurance ......................................................................................................................................................44
Employee Support.........................................................................................................................................44
Resuming Operations ...................................................................................................................................45
Administration and Logistics .................................................................................................................................47 Administrative Actions................................................................................................................................47
Logistics ........................................................................................................................................................47
SECTION 3: HAZARD-SPECIFIC INFORMATION
Fire ......................................................................................................................................................................................51
Hazardous Materials Incidents..............................................................................................................................53
Floods and Flash floods............................................................................................................................................55
Hurricanes .......................................................................................................................................................................57
Tornadoes........................................................................................................................................................................59
Severe Winter Storms ...............................................................................................................................................61
Earthquakes ...................................................................................................................................................................63
Technological Emergencies....................................................................................................................................65
SECTION 4: INFORMATION SOURCES
Additional Readings from FEMA ...........................................................................................................................69
Ready-to-Print Brochures..........................................................................................................................................71
Emergency Management Offices ..........................................................................................................................73
APPENDIX
Vulnerability Analysis Chart
Training Drills and Exercises Chart
INTRODUCTION. A hurricane blasts through South Florida causing more than $25 billion in damages.
A fire at a food processing plant results in 25 deaths, a company out of business and a small town devastated.
A bombing in the World Trade Center results in six deaths, hundreds of injuries and the evacuation of 40,000 people.
A blizzard shuts down much of the East Coast for days. More than 150 lives are lost and millions of dollars in damages incurred.
INTRODUCTION
Every year emergencies take their toll on business and industry — in lives and dollars. But some- thing can be done. Business and industry can limit injuries and damages and return more quickly to normal operations if they plan ahead.
About This Guide
This guide provides step-by- step advice on how to create and maintain a comprehensive emer- gency management program. It can be used by manufacturers, cor- porate offices, retailers, utilities or any organization where a sizable number of people work or gather.
Whether you operate from a high-rise building or an industrial complex; whether you own, rent or lease your property; whether you are a large or small company; the concepts in this guide will apply.
To begin, you need not have in-depth knowledge of emergency management. What you need is the authority to create a plan and a commitment from the chief executive officer to make emer- gency management part of your corporate culture.
If you already have a plan, use this guide as a resource to assess and update your plan.
The guide is organized as follows:
Section 1: 4 Steps in the Planning Process — how to form a planning team; how to conduct a vulnerability analysis; how to develop a plan; and how to imple- ment the plan. The information can be applied to virtually any type of business or industry.
Section 2: Emergency Management Considerations — how to build such emergency management capabilities as life safety, property protection, communications and community outreach.
Section 3: Hazard-Specific Information — technical informa- tion about specific hazards your facility may face.
Section 4: Information Sources — where to turn for additional information.
What Is an Emergency?
An emergency is any un- planned 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.
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Obviously, numerous events can be “emergencies,” including:
• Fire
• Hazardous materials incident
• Flood or flash flood
• Hurricane
• Tornado
• Winter storm
• Earthquake
• Communications failure
• Radiological accident
• Civil disturbance
• Loss of key supplier or customer
• Explosion
The term “disaster” has been left out of this document because it lends itself to a preconceived notion of a large-scale event, usu- ally a “natural disaster.” In fact, each event must be addressed within the context of the impact it has on the company and the com- munity. What might constitute a nuisance to a large industrial facil- ity could be a “disaster” to a small business.
What Is Emergency Management?
Emergency management is the process of preparing for, mitigat- ing, 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 coor- dinating activities with the com- munity are other important func- tions.
Making the “Case” for Emergency Management
To be successful, emergency management requires upper management support. The chief executive sets the tone by autho- rizing planning to take place and directing senior management to get involved.
When presenting the “case” for emergency management, avoid dwelling on the negative effects of an emergency (e.g., deaths, fines, criminal prosecution) and emphasize the positive aspects of preparedness. For example:
• It helps companies fulfill their moral responsibility to protect employees, the community and the environment.
• It facilitates compliance with regulatory requirements of Federal, State and local agencies.
• It enhances a company’s ability to recover from financial losses, regulatory fines, loss of market share, damages to equipment or products or business interrup- tion.
• It reduces exposure to civil or criminal liability in the event of an incident.
• It enhances a company’s image and credibility with employees, customers, suppliers and the community.
• It may reduce your insurance premiums.
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STEP 1
Establish a Planning Team
STEP 2
Analyze Capabilities and Hazards
STEP 3
Develop the Plan
STEP 4
Implement the Plan
4 STEPS IN THE PLANNING PROCESS
1 SECTION
Here’s one example of a planning team.
Form the Team
The size of the planning team will depend on the facility’s opera- tions, requirements and resources. 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 perspec- tive on the issues.
Determine who can be an active member and who can serve in an advisory capacity. In most cases, one or two people will be doing the bulk of the work. At the very least, you should obtain input from all functional areas. Remember:
• Upper management
• Line management
• Labor
• Human Resources
• Engineering and maintenance
• Safety, health and environmen- tal affairs
• Public information officer
• Security
• Community relations
• Sales and marketing
• Legal
• Finance and purchasing
Have participants appointed in writing by upper management.
Their job descriptions could also reflect this assignment.
ESTABLISH A PLANNING TEAM. There must be an individual
or group in charge of developing the emergency management plan. The follow-
ing is guidance for making the appointment. ESTABLISH
A PLANNING
TEAM
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S T E P 1
MANAGEMENT & PERSONNEL
Line Management Labor Representative
Human Resources
SUPPORT SERVICES
Engineering Legal
Purchasing/Contracts Finance
Maintenance Computer
Data Maintenance
EMERGENCY RESPONSE
Safety & Health Medical Security
Environmental Affairs
COMMUNICATIONS
Public Relations Public Information Officer
SAFETY OFFICER/ PLANNING TEAM
➤
➤
➤
➤
➤ ➤
➤
➤
➤
➤
COMMUNITY
Emergency Manager Fire & Police
Other Response Organizations
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Establish a Schedule and Budget
Establish a work schedule and planning deadlines. Timelines can be modified as priorities become more clearly defined.
Develop an initial budget for such things as research, printing, seminars, consulting services and other expenses that may be neces- sary during the development process.
Establish Authority
Demonstrate management’s 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.
Establish a clear line of authori- ty between group members and the group leader, though not so rigid as to prevent the free flow of ideas.
Issue a Mission Statement
Have the chief executive or plant manager issue a mission statement to demonstrate the company’s commitment to emer- gency management. The state- ment should:
• Define the purpose of the plan and indicate that it will involve the entire organization
• Define the authority and struc- ture of the planning group
Review Internal Plans and Policies
Documents to look for include:
• Evacuation plan
• Fire protection plan
• Safety and health program
• Environmental policies
• Security procedures
• Insurance programs
• Finance and purchasing procedures
• Plant closing policy
• Employee manuals
• Hazardous materials plan
• Process safety assessment
• Risk management plan
• Capital improvement program
• Mutual aid agreements
Meet with Outside Groups
Meet with government agen- cies, community organizations and utilities. Ask about potential emergencies and about plans and available resources for responding to them. Sources of information include:
• Community emergency management office
• Mayor or Community Administrator’s office
• Local Emergency Planning Committee (LEPC)
• Fire Department
• Police Department
• Emergency Medical Services organizations
• American Red Cross
• National Weather Service
• Public Works Department
• Planning Commission
• Telephone companies
• Electric utilities
• Neighboring businesses
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 facility’s capabilities for handling emergencies.
S T E P 2
ANALYZE
CAPABILITIES
AND HAZARDS
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WHERE DO YOU STAND RIGHT NOW?
While researching potential emer- gencies, one facility discovered that a dam — 50 miles away — posed a threat to its community. The facili- ty was able to plan accordingly.
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Identify Internal Resources and Capabilities
Resources and capabilities that could be needed in an emergency include:
• Personnel — fire brigade, haz- ardous materials response team, emergency medical services, security, emergency manage- ment 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
• Facilities — emergency operat- ing center, media briefing area, shelter areas, first-aid stations, sanitation facilities
• Organizational capabilities — training, evacuation plan, employee support system
• Backup systems — arrange- ments with other facilities to provide for: ◆ Payroll ◆ Communications ◆ Production ◆ Customer services ◆ Shipping and receiving ◆ Information systems support ◆ Emergency power ◆ Recovery support
Identify Codes and Regulations
Identify applicable Federal, State and local regulations such as:
• Occupational safety and health regulations
• Environmental regulations
• Fire codes
• Seismic safety codes
• Transportation regulations
• Zoning regulations
• Corporate policies
Identify Critical Products, Services and Operations
You’ll need this information to assess the impact of potential emergencies and to determine the need for backup systems. Areas to review include:
• Company products and services and the facilities and equip- ment needed to produce them
• Products and services provided by suppliers, especially sole source vendors
• Lifeline services such as electri- cal power, water, sewer, gas, telecommunications and trans- portation
• Operations, equipment and personnel vital to the contin- ued functioning of the facility
One way to increase response capabilities is to identify employee skills (medical, engineering, communications, foreign lan - guage) that might be needed in an emergency.
Identify External Resources
There are many external resources that could be needed in an emergency. In some cases, for- mal agreements may be necessary to define the facility’s relationship with the following:
• Local emergency management office
• Fire Department
• Hazardous materials response organization
• Emergency medical services
• Hospitals
• Local and State police
• Community service organiza- tions
• Utilities
• Contractors
• Suppliers of emergency equipment
• Insurance carriers
PAGE 13
Do an Insurance Review
Meet with insurance carriers to review all policies. (See Section 2: Recovery and Restoration.)
PAGE 14
CONDUCT A VULNERABILITY ANALYSIS
• Geographic — What can hap- pen as a result of the facility’s location? Keep in mind:
◆ Proximity to flood plains, seismic faults and dams
◆ Proximity to companies that produce, store, use or trans- port hazardous materials
◆ Proximity to major trans- portation routes and airports
◆ Proximity to nuclear power plants
•Technological — What could result from a process or system failure? Possibilities include: ◆ Fire, explosion, hazardous
materials incident ◆ Safety system failure ◆ Telecommunications failure ◆ Computer system failure ◆ Power failure ◆ Heating/cooling system
failure ◆ Emergency notification
system failure
• Human Error — What emer- gencies can be caused by employee error? Are employees trained to work safely? Do they know what to do in an emer- gency?
Human error is the single largest cause of workplace emergencies and can result from: ◆ Poor training ◆ Poor maintenance ◆ Carelessness ◆ Misconduct ◆ Substance abuse ◆ Fatigue
The next step is to assess the vulnerability of your facility — the probability and potential impact of each emergency. Use the Vulnerability Analysis Chart in the appendix section to guide the process, which entails assign- ing probabilities, estimating impact and assessing resources, using a numerical system. The lower the score the better.
List Potential Emergencies
In the first column of the chart, list all emergencies that could affect your facility, including those identified by your local emergency management office. Consider both:
• Emergencies that could occur within your facility
• Emergencies that could occur in your community
Below are some other factors to consider.
• Historical — What types of emergencies have occurred in the community, at this facility and at other facilities in the area? ◆ Fires ◆ Severe weather ◆ Hazardous material spills ◆ Transportation accidents ◆ Earthquakes ◆ Hurricanes ◆ Tornadoes ◆ Terrorism ◆ Utility outages
• Physical — What types of emergencies could result from the design or construction of the facility? Does the physical facility enhance safety? Consider: ◆ The physical construction of
the facility ◆ Hazardous processes or
byproducts ◆ Facilities for storing com-
bustibles ◆ Layout of equipment ◆ Lighting ◆ Evacuation routes and exits ◆ Proximity of shelter areas
• Regulatory — What emergen- cies or hazards are you regulated to deal with?
Analyze each potential emer- gency from beginning to end. Consider what could happen as a result of:
◆ Prohibited access to the facility
◆ Loss of electric power ◆ Communication lines down ◆ Ruptured gas mains ◆ Water damage ◆ Smoke damage ◆ Structural damage ◆ Air or water contamination ◆ Explosion ◆ Building collapse ◆ Trapped persons ◆ Chemical release
Estimate Probability
In the Probability column, rate the likelihood of each emergency’s occurrence. This is a subjective consideration, but useful nonethe- less.
Use a simple scale of 1 to 5 with 1 as the lowest probability and 5 as the highest.
Assess the Potential Human Impact
Analyze the potential human impact of each emergency — the possibility of death or injury.
Assign a rating in the Human Impact column of the Vulnerability Analysis Chart. Use a 1 to 5 scale with 1 as the lowest impact and 5 as the highest.
Assess the Potential Property Impact
Consider the potential property for losses and damages. Again, assign a rating in the Property Impact column, 1 being the lowest impact and 5 being the highest. Consider:
• Cost to replace
• Cost to set up temporary replacement
• Cost to repair
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TYPE OF EMERGENCY Probability Human Impact
Property Impact
Business Impact
Internal Resources
External Resources Total
5 1High Impact Low Impact 5 1Weak Resources Strong Resources5 1
High Low
A bank’s vulnerability analysis concluded that a “small” fire could be as catastrophic to the business as a computer system failure. The planning group discovered that bank employees did not know how to use fire extinguishers, and that the bank lacked any kind of evacuation or emergency response system.
A full-page chart is located in the Appendix
PAGE 16
If the answers are yes, move on to the next assessment. If the answers are no, identify what can be done to correct the problem. For example, you may need to:
• Develop additional emergency procedures
• Conduct additional training
• Acquire additional equipment
• Establish mutual aid agree- ments
• Establish agreements with specialized contractors
Add the Columns
Total the scores for each emer- gency. The lower the score the better. While this is a subjective rating, the comparisons will help determine planning and resource priorities — the subject of the pages to follow.
Assess the Potential Business Impact
Consider the potential loss of market share. Assign a rating in the Business Impact column. Again, 1 is the lowest impact and 5 is the highest. Assess 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 and penalties or legal costs
• Interruption of critical supplies
• Interruption of product distribution
Assess Internal and External Resources
Next assess your resources and ability to respond. Assign a score to your Internal Resources and External Resources. The lower the score the better.
To help you do this, consider each potential emergency from beginning to end and each resource that would be needed to respond. For each emergency ask these questions:
• Do we have the needed resources and capabilities to respond?
• Will external resources be able to respond to us for this emer- gency as quickly as we may need them, or will they have other priority areas to serve?
When assessing resources, remem- ber that community emergency workers — police, paramedics, fire- fighters — will focus their response where the need is greatest. Or they may be victims themselves and be unable to respond immediately. That means response to your facili- ty may be delayed.
Your plan should include the following basic components.
Executive Summary
The executive summary gives management a brief overview of:
• The purpose of the plan
• The facility’s emergency management policy
• Authorities and responsibilities of key personnel
• The types of emergencies that could occur
• Where response operations will be managed
Emergency Management Elements
This section of the plan briefly describes the facility’s approach to the core elements of emergency management, which are:
• Direction and control
• Communications
• Life safety
• Property protection
• Community outreach
• Recovery and restoration
• Administration and logistics
These elements, which are described in detail in Section 2, are the foundation for the emergency procedures that your facility will follow to protect personnel and equipment and resume operations.
DEVELOP THE PLAN. You are now ready to develop an emergency
management plan. This section describes how. S T E P 3
DEVELOP
THE
PLAN
PAGE 17
PLAN COMPONENTS
Support Documents
Documents that could be needed in an emergency include:
• Emergency call lists — lists (wallet size if possible) of all persons on and off site who would be involved in respond- ing to an emergency, their responsibilities and their 24- hour telephone numbers
• Building and site maps that indicate: ◆ Utility shutoffs ◆ Water hydrants ◆ Water main valves ◆ Water lines ◆ Gas main valves ◆ Gas lines ◆ Electrical cutoffs ◆ Electrical substations ◆ Storm drains ◆ Sewer lines ◆ Location of each building
(include name of building, street name and number)
◆ Floor plans ◆ Alarm and enunciators ◆ Fire extinguishers ◆ Fire suppression systems ◆ Exits ◆ Stairways ◆ Designated escape routes ◆ Restricted areas ◆ Hazardous materials (includ-
ing cleaning supplies and chemicals)
◆ High-value items
• Resource lists — lists of major resources (equipment, supplies, services) that could be needed in an emergency; mutual aid agreements with other compa- nies and government agencies
Emergency Response Procedures
The procedures spell out how the facility will respond to emer- gencies. Whenever possible, develop them as a series of check- lists that can be quickly accessed by senior management, depart- ment heads, response personnel and employees.
Determine what actions would be necessary to:
• Assess the situation
• Protect employees, customers, visitors, equipment, vital records and other assets, partic- ularly during the first three days
• Get the business back up and running
Specific procedures might be needed for any number of situa- tions such as bomb threats or tor- nadoes, and for such functions as :
• Warning employees and customers
• Communicating with personnel and community responders
• Conducting an evacuation and accounting for all persons in the facility
• Managing response activities
• Activating and operating an emergency operations center
• Fighting fires
• Shutting down operations
• Protecting vital records
• Restoring operations
PAGE 18
Some facilities are required to develop:
■ Emergency escape procedures and routes
■ Procedures for employees who perform or shut down critical oper- ations before an evacuation
■ Procedures to account for all employees, visitors and contractors after an evacuation is completed
■ Rescue and medical duties for assigned employees
■ Procedures for reporting emer- gencies
■ Names of persons or depart- ments to be contacted for informa- tion regarding the plan
In an emergency, all personnel should know: 1. What is my role? 2. Where should I go?
The following is guidance for developing the plan.
Identify Challenges and Prioritize Activities
Determine specific goals and milestones. Make a list of tasks to be performed, by whom and when. Determine how you will address the problem areas and resource shortfalls that were identified in the vulnerability analysis.
Write the Plan
Assign each member of the planning group a section to write. Determine the most appropriate format for each section.
Establish an aggressive timeline with specific goals. Provide enough time for completion of work, but not so much as to allow assignments to linger. Establish a schedule for:
• First draft
• Review
• Second draft
• Tabletop exercise
• Final draft
• Printing
• Distribution
Establish a Training Schedule
Have one person or department responsible for developing a train- ing schedule for your facility. For specific ideas about training, refer to Step 4.
Coordinate with Outside Organizations
Meet periodically with local government agencies and commu- nity organizations. Inform appro- priate government agencies that you are creating an emergency management plan. While their official approval may not be required, they will likely have valuable insights and information to offer.
Determine State and local requirements for reporting emer- gencies, and incorporate them into your procedures.
Determine protocols for turn- ing control of a response over to outside agencies. Some details that may need to be worked out are:
• Which gate or entrance will responding units use?
• Where and to whom will they report?
• How will they be identified?
• How will facility personnel communicate with outside responders?
• Who will be in charge of response activities?
Determine what kind of identi- fication authorities will require to allow your key personnel into your facility during an emergency.
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THE DEVELOPMENT PROCESS
Your emergency planning priori- ties may be influenced by govern- ment regulation. To remain in compliance you may be required to address specific emergency management functions that might otherwise be a lower priority activity for that given year.
Determine the needs of disabled persons and non-English-speaking personnel. For example, a blind employee could be assigned a partner in case an evacuation is necessary.
The Americans with Disabilities Act (ADA) defines a disabled person as anyone who has a physi- cal or mental impairment that substantially limits one or more major life activities, such as see- ing, hearing, walking, breathing, performing manual tasks, learn- ing, caring for oneself or working.
PAGE 20
Seek Final Approval
Arrange a briefing for the chief executive officer and senior man- agement and obtain written approval.
Distribute the Plan
Place the final plan in three- ring binders and number all copies and pages. Each individual who receives a copy should be required to sign for it and be responsible for posting subsequent changes.
Determine which sections of the plan would be appropriate to show to government agencies (some sections may refer to corpo- rate secrets or include private list- ings of names, telephone numbers or radio frequencies).
Distribute the final plan to:
• Chief executive and senior managers
• Key members of the company’s emergency response organiza- tion
• Company headquarters
• Community emergency response agencies (appropriate sections)
Have key personnel keep a copy of the plan in their homes.
Inform employees about the plan and training schedule.
Maintain Contact with Other Corporate Offices
Communicate with other offices and divisions in your com- pany to learn:
• Their emergency notification requirements
• The conditions where mutual assistance would be necessary
• How offices will support each other in an emergency
• Names, telephone numbers and pager numbers of key personnel
Incorporate this information into your procedures.
Review, Conduct Training and Revise
Distribute the first draft to group members for review. Revise as needed.
For a second review, conduct a tabletop exercise with manage- ment and personnel who have a key emergency management responsibility. In a conference room setting, describe an emer- gency scenario and have partici- pants discuss their responsibilities and how they would react to the situation. Based on this discus- sion, identify areas of confusion and overlap, and modify the plan accordingly.
Consolidate emergency plans for better coordination. Stand-alone plans, such as a Spill Prevention Control and Countermeasures (SPCC) plan, fire protection plan or safety and health plan, should be incorporated into one compre- hensive plan.
Emergency planning must become part of the corporate culture.
Look for opportunities to build awareness; to educate and train personnel; to test procedures; to involve all levels of management, all departments and the communi- ty in the planning process; and to make emergency management part of what personnel do on a day-to-day basis.
Test how completely the plan has been integrated by asking:
• How well does senior manage- ment support the responsibili- ties outlined in the plan?
• Have emergency planning con- cepts been fully incorporated into the facility’s accounting, personnel and financial proce- dures?
• How can the facility’s processes for evaluating employees and defining job classifications bet- ter address emergency manage- ment responsibilities?
• Are there opportunities for dis- tributing emergency prepared- ness information through cor- porate newsletters, employee manuals or employee mailings?
• What kinds of safety posters or other visible reminders would be helpful?
• Do personnel know what they should do in an emergency?
• How can all levels of the orga- nization be involved in evaluat- ing and updating the plan?
IMPLEMENT THE PLAN. Implementation means more than simply
exercising the plan during an emergency. It means acting on recommendations
made during the vulnerability analysis, integrating the plan into company oper-
ations, training employees and evaluating the plan.
S T E P 4
IMPLEMENT
THE
PLAN
PAGE 21
INTEGRATE THE PLAN INTO COMPANY OPERATIONS
PAGE 22
Training Activities
Training can take many forms:
• Orientation and Education Sessions — These are regularly scheduled discussion sessions to provide information, answer questions and identify needs and concerns.
• Tabletop Exercise — Members of the emergency management group meet in a conference room setting to discuss their responsibilities and how they would react to emergency sce- narios. This is a cost-effective and efficient way to identify areas of overlap and confusion before conducting more demanding training activities.
• Walk-through Drill — The emergency management group and response teams actually perform their emergency response functions. This activ- ity generally involves more people and is more thorough than a tabletop exercise.
• Functional Drills — These drills test specific functions such as medical response, emer- gency notifications, warning and communications proce- dures and equipment, though not necessarily at the same time. Personnel are asked to evaluate the systems and iden- tify problem areas.
Everyone who works at or visits the facility requires some form of training. This could include peri- odic employee discussion sessions to review procedures, technical training in equipment use for emergency responders, evacuation drills and full-scale exercises. Below are basic considerations for developing a training plan.
Planning Considerations
Assign responsibility for devel- oping a training plan. Consider the training and information needs for employees, contractors, visitors, managers and those with an emergency response role iden- tified in the plan.
Determine for a 12 month period:
• Who will be trained
• Who will do the training
• What training activities will be used
• When and where each session will take place
• How the session will be evalu- ated and documented
Use the Training Drills and Exercises Chart in the appendix section to schedule training activ- ities or create one of your own.
Consider how to involve com- munity responders in training activities.
Conduct reviews after each training activity. Involve both personnel and community respon- ders in the evaluation process.
CONDUCT TRAINING
• Evacuation Drill — Personnel walk the evacuation route to a designated area where proce- dures for accounting for all per- sonnel are tested. Participants are asked to make notes as they go along of what might become a hazard during an emergency, e.g., stairways cluttered with debris, smoke in the hallways. Plans are modified accordingly.
• Full-scale Exercise — A real- life emergency situation is simulated as closely as possible. This exercise involves company emergency response personnel, employees, management and community response organizations.
Employee Training
General training for all employ- ees should address:
• Individual roles and responsi- bilities
• Information about threats, hazards and protective actions
• Notification, warning and com- munications procedures
• Means for locating family members in an emergency
• Emergency response procedures
• Evacuation, shelter and accountability procedures
• Location and use of common emergency equipment
• Emergency shutdown procedures
The scenarios developed during the vulnerability analysis can serve as the basis for training events.
PAGE 23
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er MANAGEMENT
ORIENTATION/REVIEW
EMPLOYEE ORIENTATION/REVIEW
CONTRACTOR ORIENTATION/REVIEW
COMMUNITY/MEDIA ORIENTATION/REVIEW
MANAGEMENT TABLETOP EXERCISE
RESPONSE TEAM TABLETOP EXERCISE
WALK-THROUGH DRILL
FUNCTIONAL DRILLS
EVACUATION DRILL
FULL-SCALE EXERCISE
OSHA training requirements are a minimum standard for many facilities that have a fire brigade, hazardous materials team, rescue team or emergency medical response team.
A full-page chart is located in the Appendix
PAGE 24
In addition to a yearly audit, evaluate and modify the plan at these times:
• After each training drill or exercise
• After each emergency
• When personnel or their responsibilities change
• When the layout or design of the facility changes
• When policies or procedures change
Remember to brief personnel on changes to the plan.
Conduct a formal audit of the entire plan at least once a year. Among the issues to consider are:
• How can you involve all levels of management in evaluating and updating the plan?
• Are the problem areas and resource shortfalls identified in the vulnerability analysis being sufficiently addressed?
• Does the plan reflect lessons learned from drills and actual events?
• Do members of the emergency management group and emer- gency response team under- stand their respective responsi- bilities? Have new members been trained?
• Does the plan reflect changes in the physical layout of the facility? Does it reflect new facility processes?
• Are photographs and other records of facility assets up to date?
• Is the facility attaining its train- ing objectives?
• Have the hazards in the facility changed?
• Are the names, titles and tele- phone numbers in the plan current?
• Are steps being taken to incor- porate emergency management into other facility processes?
• Have community agencies and organizations been briefed on the plan? Are they involved in evaluating the plan?
When siting a new location, con- duct a hazard analysis of the area. Modify your plan when a new site becomes operable.
EVALUATE AND MODIFY THE PLAN
This section describes the core operational considera-
tions of emergency management. They are:
• Direction and Control
• Communications
• Life Safety
• Property Protection
• Community Outreach
• Recovery and Restoration
• Administration and Logistics
EMERGENCY MANAGEMENT CONSIDERATIONS
2 SECTION
FUNCTION
PAGE 27
DIRECTION AND CONTROL. Someone must be in charge in an emer-
gency. The system for managing resources, analyzing information and making
decisions in an emergency is called direction and control.
The direction and control system described below assumes a facility of
sufficient size. Your facility may require a less sophisticated system, though
the principles described here will still apply.
The configuration of your sys- tem will depend on many factors. Larger industries may have their own fire team, emergency medical technicians or hazardous materials team, while smaller organizations may need to rely on mutual aid agreements. They may also be able to consolidate positions or combine responsibilities. Tenants of office buildings or industrial parks may be part of an emergency management program for the entire facility.
Emergency Management Group (EMG)
The EMG is the team responsi- ble for the big picture. It controls all incident-related activities. The Incident Commander (IC) oversees the technical aspects of the response.
The EMG supports the IC by allocating resources and by inter- facing with the community, the media, outside response organiza- tions and regulatory agencies.
The EMG is headed by the Emergency Director (ED), who should be the facility manager. The ED is in command and con- trol of all aspects of the emer- gency. Other EMG members should be senior managers who have the authority to:
• Determine the short- and long- term effects of an emergency
• Order the evacuation or shutdown of the facility
• Interface with outside organiza- tions and the media
• Issue press releases
The relationship between the EMG and the IC is shown in Figure 1.
DIRECTION
AND
CONTROL
Figure 1: Relationship between the EMG and the IC.
EMERGENCY MANAGEMENT GROUP (EMG)
EMERGENCY DIRECTOR
INCIDENT COMMANDER
FACILITY MANAGER
AFFECTED AREA UNIT MANAGER/SUPT.
SAFETY OFFICER
SECURITY COORDINATOR
SAFETY & HEALTH COORDINATOR
ENVIRONMENTAL COORDINATOR
MAINTENANCE COORDINATOR
HUMAN RESOURCES COORDINATOR
PLANNING & LOGISTICS COORDINATOR
ENVIRONMENTAL COORDINATOR
EMERGENCY OPERATIONS GROUP (EOG)
➤➤
OPERATIONS OFFICER
EMERGENCY MEDICAL TECHNICIANS TEAM
FIRE/HAZMAT (FIRE BRIGADE)
➤
➤
➤
➤
➤
➤
➤
➤
➤
➤
➤ ➤
PUBLIC RELATIONS COORDINATOR➤
PAGE 28
Incident Command System (ICS)
The ICS was developed specifi- cally for the fire service, but its principles can be applied to all emergencies. The ICS provides for coordinated response and a clear chain of command and safe operations.
The Incident Commander (IC) is responsible for front-line man- agement of the incident, for tacti- cal planning and execution, for determining whether outside assis- tance is needed and for relaying requests for internal resources or outside assistance through the Emergency Operations Center (EOC).
The IC can be any employee, but a member of management with the authority to make deci- sions is usually the best choice.
The IC must have the capabili- ty and authority to:
• Assume command • Assess the situation • Implement the emergency
management plan • Determine response strategies • Activate resources • Order an evacuation • Oversee all incident response
activities • Declare that the incident is “over”
Emergency Operations Center (EOC)
The EOC serves as a central- ized management center for emer- gency operations. Here, decisions are made by the EMG based upon information provided by the IC and other personnel. Regardless of size or process, every facility should designate an area where decision makers can gather during an emergency.
The EOC should be located in an area of the facility not likely to be involved in an incident, per- haps the security department, the manager’s office, a conference room or the training center. An alternate EOC should be designat- ed in the event that the primary location is not usable.
Each facility must determine its requirements for an EOC based upon the functions to be per- formed and the number of people involved. Ideally, the EOC is a dedicated area equipped with communications equipment, refer- ence materials, activity logs and all the tools necessary to respond quickly and appropriately to an emergency.
EOC Resources:
■ Communications equipment
■ A copy of the emergency management plan and EOC procedures
■ Blueprints, maps, status boards
■ A list of EOC personnel and descriptions of their duties
■ Technical information and data for advising responders
■ Building security system information
■ Information and data manage- ment capabilities
■ Telephone directories
■ Backup power, communica- tions and lighting
■ Emergency supplies
In a hazardous materials accident, an off-site medic was exposed to the spilled material and required hospitalization. It was determined that the person was able to enter the hazardous area unprotected because no one among a host of managers and facility responders was “in charge” at the scene.
PAGE 29
Planning Considerations
To develop a direction and control system:
• Define the duties of personnel with an assigned role. Establish procedures for each position. Prepare checklists for all proce- dures.
• Define procedures and respon- sibilities for fire fighting, med- ical and health, and engineer- ing.
• Determine lines of succession to ensure continuous leader- ship, authority and responsibili- ty in key positions.
• Determine equipment and sup- ply needs for each response function.
• At a minimum, assign all personnel responsibility for: ◆Recognizing and reporting an
emergency ◆Warning other employees in
the area ◆Taking security and safety
measures ◆Evacuating safely
• Provide training.
Security
Isolation of the incident scene must begin when the emergency is discovered. If possible, the discov- erer should attempt to secure the scene and control access, but no one should be placed in physical danger to perform these functions.
Basic security measures include:
• Closing doors or windows
• Establishing temporary barriers with furniture after people have safely evacuated
• Dropping containment materi- als (sorbent pads, etc.) in the path of leaking materials
• Closing file cabinets or desk drawers
Only trained personnel should be allowed to perform advanced security measures. Access to the facility, the EOC and the incident scene should be limited to persons directly involved in the response.
Coordination of Outside Response
In some cases, laws, codes, prior agreements or the very nature of the emergency require the IC to turn operations over to an outside response organization.
When this happens, the proto- cols established between the facili- ty and outside response organiza- tions are implemented. The facili- ty’s IC provides the community’s IC a complete report on the situation.
The facility IC keeps track of which organizations are on-site and how the response is being coordinated. This helps increase personnel safety and accountabili- ty, and prevents duplication of effort.
Keep detailed logs of actions taken during an emergency. Describe what happened, deci- sions made and any deviations from policy. Log the time for each event.
COMMUNICATIONS
PAGE 31
FUNCTIONC O M M U N I C AT I O N S . C o m m u n i c a t i o n s a r e e s s e n t i a l t o a n y
business operation. A communications failure can be a disaster in itself,
cutting off vital business activities.
Communications are needed to report emergencies, to warn personnel of the
danger, to keep families and off-duty employees informed about what’s happen-
ing at the facility to coordinate response actions and to keep in contact with
customers and suppliers.
Contingency Planning
Plan for all possible contingen- cies from a temporary or short- term disruption to a total commu- nications failure.
• Consider the everyday func- tions performed by your facility and the communications, both voice and data, used to support them.
• Consider the business impact if your communications were inoperable. How would this impact your emergency opera- tions?
• Prioritize all facility communi- cations. Determine which should be restored first in an emergency.
• Establish procedures for restor- ing communications systems.
• Talk to your communications vendors about their emergency response capabilities. Establish procedures for restoring services.
• Determine needs for backup communications for each busi- ness function. Options include messengers, telephones, portable microwave, amateur radios, point-to-point private lines, satellite, high-frequency radio.
Emergency Communications
Consider the functions your facility might need to perform in an emergency and the communi- cations systems needed to support them.
Consider communications between:
• Emergency responders
• Responders and the Incident Commander (IC)
• The IC and the Emergency Operations Center (EOC)
• The IC and employees
• The EOC and outside response organizations
• The EOC and neighboring businesses
• The EOC and employees’ families
• The EOC and customers
• The EOC and media
PAGE 32
Methods of communication include:
• Messenger
• Telephone
• Two-way radio
• FAX machine
• Microwave
• Satellite
• Dial-up modems
• Local area networks
• Hand signals
Family Communications
In an emergency, personnel will need to know whether their fami- lies are okay. Taking care of one’s loved ones is always a first priority.
Make plans for communicating with employees’ families in an emergency.
Also, encourage employees to:
• Consider how they would com- municate with their families in case they are separated from one another or injured in an emergency.
• Arrange for an out-of-town contact for all family members to call in an emergency.
• Designate a place to meet fami- ly members in case they cannot get home in an emergency.
Notification
Establish procedures for employees to report an emergency. Inform employees of procedures. Train personnel assigned specific notification tasks.
Post emergency telephone numbers near each telephone, on employee bulletin boards and in other prominent locations.
Maintain an updated list of addresses and telephone and pager numbers of key emergency response personnel (from within and outside the facility).
Listen for tornado, hurricane and other severe weather warnings issued by the National Weather Service.
Determine government agen- cies’ notification requirements in advance. Notification must be made immediately to local gov- ernment agencies when an emer- gency has the potential to affect public health and safety.
Prepare announcements that could be made over public address systems.
Warning
Establish a system for warning personnel of an emergency. The system should:
• Be audible or within view by all people in the facility
• Have an auxiliary power supply
• Have a distinct and recogniz- able signal
Make plans for warning persons with disabilities. For instance, a flashing strobe light can be used to warn hearing-impaired people.
Familiarize personnel with procedures for responding when the warning system is activated.
Establish procedures for warning customers, contractors, visitors and others who may not be familiar with the facility’s warning system.
Test your facility’s warning system at least monthly.
Test communications often. A research firm discovered in a drill that its two-way radio system did not work, limiting communica- tions between the Emergency Operating Center (EOC) and the Incident Commander (IC) to a single telephone line. The Emergency Management Group had failed to provide a backup radio for the EOC. Fortunately, this was discovered during training.
Test alarm systems monthly. One company conducted its first test of a sophisticated alarm system 21 years after the system was installed. Rather than alarm bells, the system played Christmas music.
LIFE SAFETY. Protecting the health and safety of everyone in the
facility is the first priority during an emergency. LIFE
SAFETY
PAGE 33
FUNCTION
Evacuation Planning
One common means of protec- tion is evacuation. In the case of fire, an immediate evacuation to a predetermined area away from the facility may be necessary. In a hurricane, evacuation could involve the entire community and take place over a period of days.
To develop an evacuation poli- cy and procedure:
• Determine the conditions under which an evacuation would be necessary.
• Establish a clear chain of com- mand. Identify personnel with the authority to order an evacu- ation. Designate “evacuation wardens” to assist others in an evacuation and to account for personnel.
• Establish specific evacuation procedures. Establish a system for accounting for personnel. Consider employees’ trans- portation needs for community- wide evacuations.
• Establish procedures for assist- ing persons with disabilities and those who do not speak English.
• Post evacuation procedures.
• Designate personnel to contin- ue or shut down critical opera- tions while an evacuation is underway. They must be capa- ble of recognizing when to abandon the operation and evacuate themselves.
• Coordinate plans with the local emergency management office.
Evacuation Routes and Exits
Designate primary and sec- ondary evacuation routes and exits. Have them clearly marked and well lit. Post signs.
Install emergency lighting in case a power outage occurs during an evacuation.
Ensure that evacuation routes and emergency exits are:
• Wide enough to accommodate the number of evacuating personnel
• Clear and unobstructed at all times
• Unlikely to expose evacuating personnel to additional hazards
Have evacuation routes evalu- ated by someone not in your organization.
Consider how you would access important personal information about employees (home phone, next-of-kin, medical) in an emer- gency. Storing information on computer disks or in sealed envelopes are two options.
PAGE 34
Assembly Areas and Accountability
Obtaining an accurate account of personnel after a site evacua- tion requires planning and practice.
• Designate assembly areas where personnel should gather after evacuating.
• Take a head count after the evacuation. The names and last known locations of person- nel not accounted for should be determined and given to the EOC. (Confusion in the assembly areas can lead to unnecessary and dangerous search and rescue operations.)
• Establish a method for account- ing for non-employees such as suppliers and customers.
• Establish procedures for further evacuation in case the incident expands. This may consist of sending employees home by normal means or providing them with transportation to an off-site location.
Shelter
In some emergencies, the best means of protection is to take shelter either within the facility or away from the facility in a public building.
• Consider the conditions for taking shelter, e.g., tornado warning.
• Identify shelter space in the facility and in the community. Establish procedures for send- ing personnel to shelter.
• Determine needs for emergency supplies such as water, food and medical supplies.
• Designate shelter managers, if appropriate.
• Coordinate plans with local authorities.
Training and Information
Train employees in evacuation, shelter and other safety proce- dures. Conduct sessions at least annually or when:
• Employees are hired
• Evacuation wardens, shelter managers and others with spe- cial assignments are designated
• New equipment, materials or processes are introduced
• Procedures are updated or revised
• Exercises show that employee performance must be improved
Provide emergency information such as checklists and evacuation maps.
Post evacuation maps in strate- gic locations.
Consider the information needs of customers and others who visit the facility.
Family Preparedness
Consider ways to help employ- ees prepare their families for emer- gencies. This will increase their personal safety and help the facili- ty get back up and running. Those who are prepared at home will be better able to carry out their responsibilities at work.
Search and rescue should be con- ducted only by properly trained and equipped professionals. Death or serious injury can occur when untrained employees reenter a damaged or contaminated facility.
A gas explosion and fire in a nurs- ing home caused the evacuation of all patients, most of whom were disabled. Because the staff had trained for this scenario, all patients were evacuated safely.
Planning Considerations
Establish procedures for:
• Fighting fires
• Containing material spills
• Closing or barricading doors and windows
• Shutting down equipment
• Covering or securing equipment
• Moving equipment to a safe location
Identify sources of backup equipment, parts and supplies.
Designate personnel to autho- rize, supervise and perform a facili- ty shutdown. Train them to rec- ognize when to abandon the effort.
Obtain materials to carry out protection procedures and keep them on hand for use only in emergencies.
Protection Systems
Determine needs for systems to detect abnormal situations, pro- vide warning and protect property. Consider:
• Fire protection systems
• Lightning protection systems
• Water-level monitoring systems
• Overflow detection devices
• Automatic shutoffs
• Emergency power generation systems
Consult your property insurer about special protective systems.
Mitigation
Consider ways to reduce the effects of emergencies, such as mov- ing or constructing facilities away from flood plains and fault zones. Also consider ways to reduce the chances of emergencies from occurring, such as changing processes or materials used to run the business.
PROPERTY PROTECTION. Protecting facilities, equipment and vital
records is essential to restoring operations once an emergency has occurred. PROPERTY
PROTECTION
PAGE 35
FUNCTION
PAGE 36
Consider physical retrofitting measures such as:
• Upgrading facilities to with- stand the shaking of an earth- quake or high winds
• “Floodproofing” facilities by constructing flood walls or other flood protection devices (see Section 3 for additional information)
• Installing fire sprinkler systems
• Installing fire-resistant materi- als and furnishing
• Installing storm shutters for all exterior windows and doors
There are also non-structural mitigation measures to consider, including:
• Installing fire-resistant materi- als and furnishing
• Securing light fixtures and other items that could fall or shake loose in an emergency
• Moving heavy or breakable objects to low shelves
• Attaching cabinets and files to low walls or bolting them together
• Placing Velcro strips under typewriters, tabletop computers and television monitors
• Moving work stations away from large windows
• Installing curtains or blinds that can be drawn over win- dows to prevent glass from shattering onto employees
• Anchoring water heaters and bolting them to wall studs
Consult a structural engineer or
architect and your community’s building and zoning offices for additional information.
Facility Shutdown
Facility shutdown is generally a last resort but always a possibility. Improper or disorganized shut- down can result in confusion, injury and property damage.
Some facilities require only simple actions such as turning off equipment, locking doors and activating alarms. Others require complex shutdown procedures.
Work with department heads to establish shutdown procedures. Include information about when and how to shut off utilities. Identify:
• The conditions that could necessitate a shutdown
• Who can order a shutdown
• Who will carry out shutdown procedures
• How a partial shutdown would affect other facility operations
• The length of time required for shutdown and restarting
Train personnel in shutdown procedures. Post procedures.
PAGE 37
Records Preservation
Vital records may include:
• Financial and insurance infor- mation
• Engineering plans and drawings
• Product lists and specifications
• Employee, customer and suppli- er databases
• Formulas and trade secrets
• Personnel files
Preserving vital records is essential to the quick restoration of operations. Analyzing vital records involves:
1. Classifying operations into functional categories, e.g., finance, production, sales, administration
2. Determining essential functions for keeping the business up and running, such as finance, pro- duction, sales, etc.
3. Identifying the minimum infor- mation that must be readily accessible to perform essential functions, e.g., maintaining customer collections may require access to account state- ments
4. Identifying the records that contain the essential informa- tion and where they are located
5. Identifying the equipment and materials needed to access and use the information
Next, establish procedures for protecting and accessing vital records. Among the many approaches to consider are:
• Labeling vital records
• Backing up computer systems
• Making copies of records
• Storing tapes and disks in insulated containers
• Storing data off-site where they would not likely be damaged by an event affecting your facility
• Increasing security of computer facilities
• Arranging for evacuation of records to backup facilities
• Backing up systems handled by service bureaus
• Arranging for backup power
COMMUNITY
OUTREACH
PAGE 39
FUNCTION
Involving the Community
Maintain a dialogue with com- munity leaders, first responders, government agencies, community organizations and utilities, includ- ing:
• Appointed and elected leaders
• Fire, police and emergency medical services personnel
• Local Emergency Planning Committee (LEPC) members
• Emergency management director
• Public Works Department
• American Red Cross
• Hospitals
• Telephone company
• Electric utility
• Neighborhood groups
Have regular meetings with community emergency personnel to review emergency plans and procedures. Talk about what you’re doing to prepare for and prevent emergencies. Explain your concern for the community’s welfare.
Identify ways your facility could help the community in a commu- nity-wide emergency.
Look for common interests and concerns. Identify opportunities for sharing resources and informa- tion.
Conduct confidence-building activities such as facility tours. Do a facility walk-through with community response groups.
Involve community fire, police and emergency management per- sonnel in drills and exercises.
Meet with your neighbors to determine how you could assist each other in an emergency.
Mutual Aid Agreements
To avoid confusion and conflict in an emergency, establish mutual aid agreements with local response agencies and businesses.
These agreements should:
• Define the type of assistance
• Identify the chain of command for activating the agreement
• Define communications procedures
Include these agencies in facili- ty training exercises whenever possible.
COMMUNITY OUTREACH. Your facility’s relationship with the commu-
nity will influence your ability to protect personnel and property and return to
normal operations.
This section describes ways to involve outside organizations in the emergency
management plan.
Mutual aid agreements can address any number of activities or resources that might be needed in an emergency. For example:
■ Providing for firefighting and HAZMAT response.
■ Providing shelter space, emer- gency storage, emergency supplies, medical support.
■ Businesses allowing neighbors to use their property to account for personnel after an evacuation.
PAGE 40
Community Service
In community-wide emergen- cies, business and industry are often needed to assist the commu- nity with:
• Personnel
• Equipment
• Shelter
• Training
• Storage
• Feeding facilities
• EOC facilities
• Food, clothing, building materials
• Funding
• Transportation
While there is no way to pre- dict what demands will be placed on your company’s resources, give some thought to how the commu- nity’s needs might influence your corporate responsibilities in an emergency. Also, consider the opportunities for community ser- vice before an emergency occurs.
Public Information
When site emergencies expand beyond the facility, the communi- ty will want to know the nature of the incident, whether the public’s safety or health is in danger, what is being done to resolve the prob- lem and what was done to prevent the situation from happening.
Determine the audiences that may be affected by an emergency and identify their information needs. Include:
• The public
• The media
• Employees and retirees
• Unions
• Contractors and suppliers
• Customers
• Shareholders
• Emergency response organizations
• Regulatory agencies
• Appointed and elected officials
• Special interest groups
• Neighbors
The community wants to know:
■ What does the facility do?
■ What are the hazards?
■ What programs are in place to respond to emergencies?
■ How could a site emergency affect the community?
■ What assistance will be required from the community?
PAGE 41
Media Relations
In an emergency, the media are the most important link to the public. Try to develop and main- tain positive relations with media outlets in your area. Determine their particular needs and inter- ests. Explain your plan for pro- tecting personnel and preventing emergencies.
Determine how you would communicate important public information through the media in an emergency.
• Designate a trained spokes- person and an alternate spokesperson
• Set up a media briefing area
• Establish security procedures
• Establish procedures for ensur- ing that information is com- plete, accurate and approved for public release
• Determine an appropriate and useful way of communicating technical information
• Prepare background informa- tion about the facility
When providing information to the media during an emergency:
Do’s • Give all media equal access to
information.
• When appropriate, conduct press briefings and interviews. Give local and national media equal time.
• Try to observe media deadlines.
• Escort media representatives to ensure safety.
• Keep records of information released.
• Provide press releases when possible.
Don’ts • Do not speculate about the
incident.
• Do not permit unauthorized personnel to release informa- tion.
• Do not cover up facts or mis- lead the media.
• Do not place blame for the incident.
Press releases about facility-gener- ated emergencies should describe who is involved in the incident and what happened, including when, where, why and how.
FUNCTION
Planning Considerations
Consider making contractual arrangements with vendors for such post-emergency services as records preservation, equipment repair, earthmoving or engineering.
Meet with your insurance carri- ers to discuss your property and business resumptions policies (see the next page for guidelines).
Determine critical operations and make plans for bringing those systems back on-line. The process may entail:
• Repairing or replacing equipment
• Relocating operations to an alternate location
• Contracting operations on a temporary basis
Take photographs or videotape the facility to document company assets. Update these records regularly.
Continuity of Management
You can assume that not every key person will be readily avail- able or physically at the facility after an emergency. Ensure that recovery decisions can be made without undue delay. Consult your legal department regarding laws and corporate bylaws govern- ing continuity of management.
Establish procedures for:
• Assuring the chain of command
• Maintaining lines of succession for key personnel
• Moving to alternate headquarters
Include these considerations in all exercise scenarios.
RECOVERY AND RESTORATION. Business recovery and restoration,
or business resumption, goes right to a facility’s bottom line: keeping people
employed and the business running. RECOVERY
AND
RESTORATION
PAGE 43
PAGE 44
Insurance
Most companies discover that they are not properly insured only after they have suffered a loss. Lack of appropriate insurance can be financially devastating. Discuss the following topics with your insurance advisor to deter- mine your individual needs.
• How will my property be valued?
• Does my policy cover the cost of required upgrades to code?
• How much insurance am I required to carry to avoid becoming a co-insurer?
• What perils or causes of loss does my policy cover?
• What are my deductibles?
• What does my policy require me to do in the event of a loss?
• What types of records and documentation will my insur- ance company want to see? Are records in a safe place where they can be obtained after an emergency?
• To what extent am I covered for loss due to interruption of power? Is coverage provided for both on- and off-premises power interruption?
• Am I covered for lost income in the event of business inter- ruption because of a loss? Do I have enough coverage? For how long is coverage provided? How long is my coverage for lost income if my business is closed by order of a civil authority?
• To what extent am I covered for reduced income due to cus- tomers’ not all immediately coming back once the business reopens?
• How will my emergency man- agement program affect my rates?
Employee Support
Since employees who will rely on you for support after an emer- gency are your most valuable asset, consider the range of ser- vices that you could provide or arrange for, including:
◆ Cash advances ◆ Salary continuation ◆ Flexible work hours ◆ Reduced work hours ◆ Crisis counseling ◆ Care packages ◆ Day care
After a site emergency, assess the impact of the event on business neighbors and the community and take appropriate action. How you handle this issue will have long-lasting consequences.
PAGE 45
Resuming Operations
Immediately after an emergency, take steps to resume operations.
• Establish a recovery team, if necessary. Establish priorities for resuming operations.
• Continue to ensure the safety of personnel on the property. Assess remaining hazards. Maintain security at the incident scene.
• Conduct an employee briefing.
• Keep detailed records. Consider audio recording all decisions. Take photographs of or video- tape the damage.
• Account for all damage-related costs. Establish special job order numbers and charge codes for purchases and repair work.
• Follow notification procedures. Notify employees’ families about the status of personnel on the property. Notify off- duty personnel about work sta- tus. Notify insurance carriers and appropriate government agencies.
• Protect undamaged property. Close up building openings. Remove smoke, water and debris. Protect equipment against moisture. Restore sprinkler systems. Physically secure the property. Restore power.
• Conduct an investigation. Coordinate actions with appro- priate government agencies.
• Conduct salvage operations. Segregate damaged from undamaged property. Keep damaged goods on hand until an insurance adjuster has visited the premises, but you can move material outside if it’s seriously in the way and exposure to the elements won’t make matters worse.
• Take an inventory of damaged goods. This is usually done with the adjuster, or the adjuster’s salvor if there is any appreciable amount of goods or value. If you release goods to the salvor, obtain a signed inventory stating the quantity and type of goods being removed.
• Restore equipment and proper- ty. For major repair work, review restoration plans with the insurance adjuster and appropriate government agencies.
• Assess the value of damaged property. Assess the impact of business interruption.
• Maintain contact with cus- tomers and suppliers.
ADMINISTRATION
AND
LOGISTICS
PAGE 47
FUNCTION
Administrative Actions
Administrative actions prior to an emergency include:
• Establishing a written emer- gency management plan
• Maintaining training records
• Maintaining all written communications
• Documenting drills and exer- cises and their critiques
• Involving community emergency response organiza- tions in planning activities
Administrative actions during and after an emergency include:
• Maintaining telephone logs
• Keeping a detailed record of events
• Maintaining a record of injuries and follow-up actions
• Accounting for personnel
• Coordinating notification of family members
• Issuing press releases
• Maintaining sampling records
• Managing finances
• Coordinating personnel services
• Documenting incident investigations and recovery operations
Logistics
Before an emergency, logistics may entail:
• Acquiring equipment
• Stockpiling supplies
• Designating emergency facilities
• Establishing training facilities
• Establishing mutual aid agreements
• Preparing a resource inventory
During an emergency, logistics may entail the provision of:
• Providing utility maps to emergency responders
• Providing material safety data sheets to employees
• Moving backup equipment in place
• Repairing parts
• Arranging for medical support, food and transportation
• Arranging for shelter facilities
• Providing for backup power
• Providing for backup communi- cations
ADMINISTRATION AND LOGISTICS. Maintain complete and accu-
rate records at all times to ensure a more efficient emergency response and
recovery. Certain records may also be required by regulation or by your insur-
ance carriers or prove invaluable in the case of legal action after an incident.
Emergency funding can be critical immediately following an emer- gency. Consider the need for pre- approved purchase requisitions and whether special funding authorities may be necessary.
This section provides information about some of the
most common hazards:
• Fire
• Hazardous Materials Incidents
• Floods and Flash Floods
• Hurricanes
• Tornadoes
• Severe Winter Storms
• Earthquakes
• Technological Emergencies
HAZARD-SPECIFIC INFORMATION
3 SECTION
HAZARDS
Planning Considerations
Consider the following when developing your plan:
• Meet with the fire department to talk about the community’s fire response capabilities. Talk about your operations. Identify processes and materials that could cause or fuel a fire, or contaminate the environment in a fire.
• Have your facility inspected for fire hazards. Ask about fire codes and regulations.
• Ask your insurance carrier to recommend fire prevention and protection measures. Your car- rier may also offer training.
• Distribute fire safety informa- tion to employees: how to pre- vent fires in the workplace, how to contain a fire, how to evacuate the facility, where to report a fire.
• Instruct personnel to use the stairs — not elevators — in a fire. Instruct them to crawl on their hands and knees when escaping a hot or smoke-filled area.
• Conduct evacuation drills. Post maps of evacuation routes in prominent places. Keep evacuation routes including stairways and doorways clear of debris.
• Assign fire wardens for each area to monitor shutdown and evacuation procedures.
• Establish procedures for the safe handling and storage of flammable liquids and gases. Establish procedures to prevent the accumulation of com- bustible materials.
• Provide for the safe disposal of smoking materials.
• Establish a preventive mainte- nance schedule to keep equip- ment operating safely.
• Place fire extinguishers in appropriate locations.
• Train employees in use of fire extinguishers.
PAGE 51
FIRE. Fire is the most common of all the hazards. Every year fires cause
thousands of deaths and injuries and billions of dollars in property damage. FIRE
PAGE 52
• Install smoke detectors. Check smoke detectors once a month, change batteries at least once a year.
• Establish a system for warning personnel of a fire. Consider installing a fire alarm with automatic notification to the fire department.
• Consider installing a sprinkler system, fire hoses and fire-resis- tant walls and doors.
• Ensure that key personnel are familiar with all fire safety systems.
• Identify and mark all utility shutoffs so that electrical power, gas or water can be shut off quickly by fire wardens or responding personnel.
• Determine the level of response your facility will take if a fire occurs. Among the options are: Option 1 — Immediate evacu- ation of all personnel on alarm.
Option 2 — All personnel are trained in fire extinguisher use. Personnel in the immediate area of a fire attempt to control it. If they cannot, the fire alarm is sounded and all per- sonnel evacuate. Option 3 — Only designated personnel are trained in fire extinguisher use. Option 4 — A fire team is trained to fight incipient-stage fires that can be controlled without protective equipment or breathing apparatus. Beyond this level fire, the team evacu- ates. Option 5 — A fire team is trained and equipped to fight structural fires using protective equipment and breathing appa- ratus.
A hazardous material spill or release can pose a risk to life, health or property. An incident can result in the evacuation of a few people, a section of a facility or an entire neighborhood.
There are a number of Federal laws that regulate hazardous mate- rials, including: the Superfund Amendments and Reauthorization Act of 1986 (SARA), the Resource Conservation and Recovery Act of 1976 (RCRA), the Hazardous Materials Transportation Act (HMTA), the Occupational Safety and Health Act (OSHA), the Toxic Substances Control Act (TSCA) and the Clean Air Act.
Title III of SARA regulates the packaging, labeling, handling, storage and transportation of haz- ardous materials. The law requires facilities to furnish information
about the quantities and health effects of materials used at the facility, and to promptly notify local and State officials whenever a significant release of hazardous materials occurs.
In addition to on-site hazards, you should be aware of the poten- tial for an off-site incident affect- ing your operations. You should also be aware of hazardous materi- als used in facility processes and in the construction of the physical plant.
Detailed definitions as well as lists of hazardous materials can be obtained from the Environmental Protection Agency (EPA) and the Occupational Safety and Health Administration (OSHA).
HAZARDOUS MATERIALS INCIDENTS. Hazardous
materials are substances that are either flammable or combustible, explosive,
toxic, noxious, corrosive, oxidizable, an irritant or radioactive. HAZARDOUS
MATERIALS
INCIDENTS
PAGE 53
HAZARDS
Planning Considerations
Consider the following when developing your plan:
• Identify and label all hazardous materials stored, handled, pro- duced and disposed of by your facility. Follow government regulations that apply to your facility. Obtain material safety data sheets (MSDS) for all haz- ardous materials at your location.
• Ask the local fire department for assistance in developing appropriate response proce- dures.
• Train employees to recognize and report hazardous material spills and releases. Train employees in proper handling and storage.
• Establish a hazardous material response plan: ◆Establish procedures to notify
management and emergency response organizations of an incident.
◆Establish procedures to warn employees of an incident.
◆Establish evacuation procedures.
◆Depending on your opera- tions, organize and train an emergency response team to confine and control hazardous material spills in accordance with applicable regulations.
• Identify other facilities in your area that use hazardous materi- als. Determine whether an incident could affect your facility.
• Identify highways, railroads and waterways near your facility used for the transportation of hazardous materials. Determine how a transportation accident near your facility could affect your operations.
PAGE 54
Most floods develop slowly over a period of days. Flash floods, however, are like walls of water that develop in a matter of min- utes. Flash floods can be caused by intense storms or dam failure.
Planning Considerations
Consider the following when preparing for floods:
• Ask your local emergency man- agement office whether your facility is located in a flood plain. Learn the history of flooding in your area. Learn the elevation of your facility in relation to steams, rivers and dams.
• Review the community’s emer- gency plan. Learn the commu- nity’s evacuation routes. Know where to find higher ground in case of a flood.
• Establish warning and evacua- tion procedures for the facility. Make plans for assisting employees who may need trans- portation.
• Inspect areas in your facility subject to flooding. Identify records and equipment that can be moved to a higher location. Make plans to move records and equipment in case of flood.
• Purchase a NOAA Weather Radio with a warning alarm tone and battery backup. Listen for flood watches and warnings.
Flood Watch — Flooding is possible. Stay tuned to NOAA radio. Be pre- pared to evacuate. Tune to local radio and television stations for additional information.
Flood Warning — Flooding is already occurring or will occur soon. Take precautions at once. Be pre- pared to go to higher ground. If advised, evacuate immediately.
• Ask your insurance carrier for information about flood insur- ance. Regular property and casualty insurance does not cover flooding.
FLOODS
AND FLASH
FLOODS
PAGE 55
HAZARDSFLOODS AND FLASH FLOODS. Floods are the most common
and widespread of all natural disasters. Most communities in the United
States can experience some degree of flooding after spring rains, heavy thun-
derstorms or winter snow thaws.
PAGE 56
• Consider the feasibility of floodproofing your facility. There are three basic types of methods.
1. Permanent floodproofing mea- sures are taken before a flood occurs and require no human intervention when flood waters rise. They include: ◆Filling windows, doors or
other openings with water- resistant materials such as concrete blocks or bricks. This approach assumes the structure is strong enough to withstand flood waters.
◆Installing check valves to prevent water from entering where utility and sewer lines enter the facility.
◆Reinforcing walls to resist water pressure. Sealing walls to prevent or reduce seepage.
◆Building watertight walls around equipment or work areas within the facility that are particularly susceptible to flood damage.
◆Constructing floodwalls or levees outside the facility to keep flood waters away.
◆Elevating the facility on walls, columns or compacted fill. This approach is most applica- ble to new construction, though many types of build- ings can be elevated.
2. Contingent floodproofing measures are also taken before a flood but require some addi- tional action when flooding occurs. These measures include: ◆Installing watertight barriers
called flood shields to prevent the passage of water through doors, windows, ventilation shafts or other openings
◆Installing permanent water- tight doors
◆Constructing movable flood- walls
◆Installing permanent pumps to remove flood waters
3. Emergency floodproofing mea- sures are generally less expen- sive than those listed above, though they require substantial advance warning and do not satisfy the minimum require- ments for watertight flood- proofing as set forth by the National Flood Insurance Program (NFIP). They include: ◆ Building walls with sandbags ◆ Constructing a double row of
walls with boards and posts to create a “crib,” then filling the crib with soil
◆ Constructing a single wall by stacking small beams or planks on top of each other
• Consider the need for backup systems: ◆Portable pumps to remove
flood water ◆Alternate power sources such
as generators or gasoline-pow- ered pumps
◆Battery-powered emergency lighting
• Participate in community flood control projects.
Hurricanes bring torrential rains and a storm surge of ocean water that crashes into land as the storm approaches. Hurricanes also spawn tornadoes.
Hurricane advisories are issued by the National Weather Service as soon as a hurricane appears to be a threat. The hurricane season lasts from June through November.
Planning Considerations
The following are considera- tions when preparing for hurri- canes:
• Ask your local emergency man- agement office about communi- ty evacuation plans.
• Establish facility shutdown pro- cedures. Establish warning and evacuation procedures. Make plans for assisting employees who may need transportation.
• Make plans for communicating with employees’ families before and after a hurricane.
• Purchase a NOAA Weather Radio with a warning alarm tone and battery backup. Listen for hurricane watches and warnings.
Hurricane Watch — A hurricane is possible within 24 to 36 hours. Stay tuned for additional advisories. Tune to local radio and television stations for additional information. An evacua- tion may be necessary.
Hurricane Warning — A hurricane will hit land within 24 hours. Take precautions at once. If advised, evac- uate immediately.
• Survey your facility. Make plans to protect outside equip- ment and structures.
• Make plans to protect windows. Permanent storm shutters offer the best protection. Covering windows with 5/8” marine ply- wood is a second option.
• Consider the need for backup systems: ◆Portable pumps to remove
flood water ◆Alternate power sources such
as generators or gasoline-pow- ered pumps
◆Battery-powered emergency lighting
• Prepare to move records, com- puters and other items within your facility or to another location.
HURRICANES. Hurricanes are severe tropical storms with sustained
winds of 74 miles per hour or greater. Hurricane winds can reach 160 miles per
hour and extend inland for hundreds of miles. HURRICANES
PAGE 57
HAZARDS
Spawned from powerful thun- derstorms, tornadoes can uproot trees and buildings and turn harm- less objects into deadly missiles in a matter of seconds. Damage paths can be in excess of one mile wide and 50 miles long.
Tornadoes can occur in any state but occur more frequently in the Midwest, Southeast and Southwest. They occur with little or no warning.
Planning Considerations
The following are considera- tions when planning for torna- does:
• Ask your local emergency man- agement office about the com- munity’s tornado warning system.
• Purchase a NOAA Weather Radio with a warning alarm tone and battery backup. Listen for tornado watches and warnings.
Tornado Watch — Tornadoes are likely. Be ready to take shelter. Stay tuned to radio and television stations for additional information.
Tornado Warning — A tornado has been sighted in the area or is indicat- ed by radar. Take shelter immediately.
• Establish procedures to inform personnel when tornado warn- ings are posted. Consider the need for spotters to be responsi- ble for looking out for approaching storms.
• Work with a structural engineer or architect to designate shelter areas in your facility. Ask your local emergency management office or National Weather Service office for guidance.
• Consider the amount of space you will need. Adults require about six square feet of space; nursing home and hospital patients require more.
• The best protection in a torna- do is usually an underground area. If an underground area is not available, consider:
TORNADOES. Tornadoes are incredibly violent local storms that
extend to the ground with whirling winds that can reach 300 mph. TORNADOES
PAGE 59
HAZARDS
PAGE 60
◆Small interior rooms on the lowest floor and without windows
◆Hallways on the lowest floor away from doors and windows
◆Rooms constructed with rein- forced concrete, brick or block with no windows and a heavy concrete floor or roof system overhead
◆Protected areas away from doors and windows
Note: Auditoriums, cafeterias and gymnasiums that are covered with a flat, wide-span roof are not considered safe.
• Make plans for evacuating per- sonnel away from lightweight modular offices or mobile home-size buildings. These structures offer no protection from tornadoes.
• Conduct tornado drills.
• Once in the shelter, personnel should protect their heads with their arms and crouch down.
Planning Considerations
Following are considerations for preparing for winter storms:
• Listen to NOAA Weather Radio and local radio and tele- vision stations for weather information:
Winter Storm Watch — Severe win- ter weather is possible.
Winter Storm Warning — Severe winter weather is expected.
Blizzard Warning — Severe winter weather with sustained winds of at least 35 mph is expected.
Traveler’s Advisory — Severe win- ter conditions may make driving diffi- cult or dangerous.
• Establish procedures for facility shutdown and early release of employees.
• Store food, water, blankets, bat- tery-powered radios with extra batteries and other emergency supplies for employees who become stranded at the facility.
• Provide a backup power source for critical operations.
• Arrange for snow and ice removal from parking lots, walkways, loading docks, etc.
SEVERE WINTER
STORMS
PAGE 61
HAZARDSSEVERE WINTER STORMS. Severe winter storms bring heavy
snow, ice, strong winds and freezing rain. Winter storms can prevent employ-
ees and customers from reaching the facility, leading to a temporary shutdown
until roads are cleared. Heavy snow and ice can also cause structural damage
and power outages.
Earthquakes can seriously dam- age buildings and their contents; disrupt gas, electric and telephone services; and trigger landslides, avalanches, flash floods, fires and huge ocean waves called tsunamis. Aftershocks can occur for weeks following an earthquake.
In many buildings, the greatest danger to people in an earthquake is when equipment and non-struc- tural elements such as ceilings, partitions, windows and lighting fixtures shake loose.
Planning Considerations
Following are guidelines for preparing for earthquakes:
• Assess your facility’s vulnerabil- ity to earthquakes. Ask local government agencies for seis- mic information for your area.
• Have your facility inspected by a structural engineer. Develop and prioritize strengthening measures. These may include: ◆Adding steel bracing to frames ◆Adding sheer walls to frames ◆Strengthening columns and
building foundations ◆Replacing unreinforced brick
filler walls
• Follow safety codes when con- structing a facility or making major renovations.
• Inspect non-structural systems such as air conditioning, com- munications and pollution con- trol systems. Assess the poten- tial for damage. Prioritize mea- sures to prevent damages.
• Inspect your facility for any item that could fall, spill, break or move during an earthquake. Take steps to reduce these hazards: ◆Move large and heavy objects
to lower shelves or the floor. Hang heavy items away from where people work.
◆Secure shelves, filing cabinets, tall furniture, desktop equip- ment, computers, printers, copiers and light fixtures.
◆Secure fixed equipment and heavy machinery to the floor. Larger equipment can be placed on casters and attached to tethers which attach to the wall.
◆Add bracing to suspended ceilings, if necessary.
◆Install safety glass where appropriate.
◆Secure large utility and process piping.
EARTHQUAKES. Earthquakes occur most frequently west of the
Rocky Mountains, although historically the most violent earthquakes have
occurred in the central United States. Earthquakes occur suddenly and without
warning.
EARTHQUAKES
PAGE 63
HAZARDS
• Keep copies of design drawings of the facility to be used in assessing the facility’s safety after an earthquake.
• Review processes for handling and storing hazardous materials. Have incompatible chemicals stored separately.
• Ask your insurance carrier about earthquake insurance and mitigation techniques.
• Establish procedures to deter- mine whether an evacuation is necessary after an earthquake.
• Designate areas in the facility away from exterior walls and windows where occupants should gather after an earth- quake if an evacuation is not necessary.
• Conduct earthquake drills. Provide personnel with the fol- lowing safety information: ◆In an earthquake, if indoors,
stay there. Take cover under a sturdy piece of furniture or counter, or brace yourself against an inside wall. Protect your head and neck.
◆If outdoors, move into the open, away from buildings, street lights and utility wires.
◆After an earthquake, stay away from windows, skylights and items that could fall. Do not use the elevators.
◆Use stairways to leave the building if it is determined that a building evacuation is necessary.
PAGE 64
HAZARDS
Planning Considerations
The following are suggestions for planning for technological emergencies:
• Identify all critical operations, including: ◆Utilities including electric
power, gas, water, hydraulics, compressed air, municipal and internal sewer systems, waste- water treatment services
◆Security and alarm systems, elevators, lighting, life support systems, heating, ventilation and air conditioning systems, electrical distribution system.
◆Manufacturing equipment, pollution control equipment
◆Communication systems, both data and voice computer net- works
◆Transportation systems including air, highway, rail- road and waterway
• Determine the impact of service disruption.
• Ensure that key safety and maintenance personnel are thoroughly familiar with all building systems.
• Establish procedures for restor- ing systems. Determine need for backup systems.
• Establish preventive mainte- nance schedules for all systems and equipment.
TECHNOLOGICAL EMERGENCIES. Technological emer-
gencies include any interruption or loss of a utility service, power source, life
support system, information system or equipment needed to keep the business
in operation.
TECHNOLOGICAL
EMERGENCIES
PAGE 65
This section provides information sources:
• Additional Readings from FEMA
• Ready-to-Print Brochures
• Emergency Management Offices
INFORMATION SOURCES
4 SECTION
ADDITIONAL
READINGS
FROM FEMA
PAGE 69
SOURCES
• Principal Threats Facing Communities and Local Emergency Management Coordinators (FEMA 191) — Statistics and analyses of natur- al disasters and man-made threats in the U.S.
• Floodproofing Non-Residential Structures (FEMA 102) — Technical information for building owners, designers and contractors on floodproofing techniques (200 pages).
• Non-Residential Flood- proofing — Requirements and Certification for Buildings Located in Flood Hazard Areas in Accordance with the National Flood Insurance Program (FIA-TB-3) — Planning and engineering con- siderations for floodproofing new commercial buildings.
• Building Performance: Hurricane Andrew in Florida (FIA 22) — Technical guid- ance for enhancing the perfor- mance of buildings in hurri- canes.
• Building Performance: Hurricane Iniki in Hawaii (FIA 23) — Technical guid- ance for reducing hurricane and flood damage.
• Answers to Questions About Substantially Damaged Buildings (FEMA 213) — Information about regulations and policies of the National Flood Insurance Program regarding substantially damaged buildings (25 pages).
• Design Guidelines for Flood Damage Reduction (FEMA 15) — A study on land use, water- shed management, design and construction practices in flood- prone areas.
• Comprehensive Earthquake Preparedness Planning Guidelines: Corporate (FEMA 71) — Earthquake planning guidance for corporate safety officers and managers.
ADDITIONAL READINGS FROM FEMA. The following
publications can be obtained from FEMA by writing to: FEMA, Publications, P.O.
Box 2012, Jessup, MD 20794-2012.
Select any of the brochures below, and you’ll receive camera- ready materials, printing instruc- tions and ideas for adding your own logo or sponsor message. Write to: Camera-ready Requests, Community & Family Preparedness Program, 500 C Street, SW Washington, DC 20472.
• Your Family Disaster Plan — A 4-step plan for individuals and families on how to prepare for any type of disaster.
• Emergency Preparedness Checklist — An action check- list on home safety, evacuation and disaster preparedness.
• Your Family Disaster Supplies Kit — A checklist of emergency supplies for the home and car.
• Helping Children Cope With Disaster — Practical advice on how to help children deal with the stress of disaster.
READY-TO-PRINT
BROCHURES
PAGE 71
SOURCESREADY-TO-PRINT BROCHURE MECHANICALS FOR
YOUR EMPLOYEE SAFETY PROGRAM. You can provide
your employees and customers with life-saving information from FEMA and the
American Red Cross. Available at no charge is ready-to-print artwork for a
series of brochures on disaster preparedness and family safety.
EMERGENCY MANAGEMENT OFFICES
EMERGENCY
MANAGEMENT
OFFICES
PAGE 73
SOURCES
FEMA Headquarters
Federal Emergency Management Agency, 500 C Street, SW, Washington, DC 20472, (202)646-2500.
FEMA Regional Offices
• Region 1: Boston (617)223-9540
• Region 2: New York (212)225-7209
• Region 3: Philadelphia (215)931-5500
• Region 4: Atlanta (404)853-4200
• Region 5: Chicago (312)408-5500
• Region 6: Denton, TX (817)898-5104
• Region 7: Kansas City, MO (816)283-7061
• Region 8: Denver (303)235-1813
• Region 9: San Francisco (415)923-7100
• Region 10: Bothell, WA (206)487-4604
State Emergency Management Agencies
(FEMA region numbers are in parentheses.)
Alabama (4) Alabama Emergency Management Agency 5898 S. County Rd.41 Drawer 2160 Clanton, AL 35045-5160 (205)280-2201
Alaska (10) Department of Military & Veteran Affairs P.O. Box 5750 Camp Denali, AK 99595-5750 (907)428-7000
Arizona (9) Arizona Division of Emergency Services National Guard Bldg. 5636 E. McDowell Rd. Phoenix, AZ 85008 (602)231-6245
Arkansas (6) Office of Emergency Services P.O. Box 758 Conway, AR 72032 (501)321-5601
California (9) Office of Emergency Services 2800 Meadowview Rd. Sacramento, CA 95823 (916)262-1816
Colorado (8) Colorado Office of Emergency Management Camp George West Golden, CO 80401 (303)273-1622
Connecticut (1) Connecticut Office of Emergency Management 360 Broad St. Hartford, CT 06105 (203)566-3180
Delaware (3) Division of Emergency Planning and Operations P.O. Box 527 Delaware City, DE 19706 (302) 326-6000
District of Columbia (3) Office of Emergency Preparedness 200 14th St., NW, 8th Floor Washington, DC 20009 (202)727-3159
Florida (4) Division of Emergency Management 2555 Shumar Oak Blvd. Tallahassee, FL 32399-2100 (904)413-9969
Georgia (4) Georgia Emergency Management Agency P.O. Box 18055 Atlanta, GA 30316-0055 (404)635-7001
Hawaii (9) State Civil Defense 3949 Diamond Head Rd. Honolulu, HI 96816-4495 (808)733-4300
Idaho (10) Bureau of Disaster Services 650 W. State St. Boise, ID 83720 (208)334-2336
Illinois (5) Illinois Emergency Management Agency 110 E. Adams St. Springfield, IL 62706 (217)782-2700
Indiana (5) Indiana Emergency Management Agency State Office Bldg., Room E-208 302 W. Washington St. Indianapolis, IN 46204 (317)232-3980
Iowa (7) Iowa Emergency Management Division Hoover State Office Bldg. Level A, Room 29 Des Moines, IA 50319 (515)281-3231
Kansas (7) Division of Emergency Preparedness 2800 S.W. Topeka Blvd T o p e k a , K S 6 6 6 1 1 - 1 4 0 1
(913)274-1401
Kentucky (4) Kentucky Disaster and Emergency Services 100 Minutemen Pkwy Frankfort, KY 40601-6168 (502)564-8682
Louisiana (6) Office of Emergency Preparedness Department of Public Safety LA Military Dept. P.O. Box 44217 Capitol Station Baton Rouge, LA 70804 (504)342-5470
Maine (1) Maine Emergency Management Agency 72 State House Station Augusta, ME 04333-0072 (207)287-4080
Maryland (3) Maryland Emergency Management and Civil Defense Agency Two Sudbrook Ln., East Pikesville, MD 21208 (410)486-4422
PAGE 74
PAGE 75
Massachusetts (1) Massachusetts Emergency Management Agency P.O. Box 1496 Framingham, MA 01701-0317 (508)820-2000
Michigan (5) Emergency Management Division Michigan State Police 300 S. Washington Sq. Suite 300 Lansing, MI 48913 (517)366-6198
Minnesota (5) Division of Emergency Services Department of Public Safety State Capitol, B-5 St. Paul, MN 55155 (612)296-0450
Mississippi (4) Mississippi Emergency Management Agency P.O. Box 4501, Fondren Station Jackson, MS 39296 (601)352-9100
Missouri (7) State Emergency Management Agency P.O. Box 116 Jefferson City, MO 65102 (573)526-9101
Montana (8) Emergency Management Specialist Disaster and Emergency Services P.O. Box 4789 Helena, MT 59604-4789 (406)444-6911
Nebraska Nebraska Civil Defense Agency National Guard Center 1300 Military Road Lincoln, NE 68508-1090 (402)471-7410
Nevada (9) Nevada Division of Emergency Services 2525 S. Carson St. Carson City, NV 89710 (702) 687-4240
New Hampshire (1) Governor’s Office of Emergency Management State Office Park South 107 Pleasant St. Concord, NH 03301-3809 (603)271-2231
New Jersey (2) Office of Emergency Management P.O. Box 7068 W. Trenton, NJ 08628-0068 (609)538-6050
New Mexico (6) Emergency Planning and Coordination Department of Public Safety 4491 Cerrillos Rd. P.O. Box 1628 Santa Fe, NM 87504-1628 (505)827-9222
New York (2) State Emergency Management Office Bldg. #22, Suite 101
Albany, NY 12226-2251 (518)457-2222
North Carolina Division of Emergency Management 116 West Jones St. Raleigh, NC 27603-1335 (919)733-5406
North Dakota (8) North Dakota Division of Emergency Management P.O. Box 5511 Bismarck, ND 58502-5511 (701) 328-3300
Ohio (5) Ohio Emergency Management Agency 2825 W. Dublin Granville Rd. Columbus, OH 43235-2206 (614)889-7150
Oklahoma (6) Oklahoma Civil Defense P.O. Box 53365 Oklahoma City, OK 73152-3365 (405)521-2481
Oregon (10) Emergency Management Division Oregon State Executive Department 595 Cottage St., NE Salem, OR 97310 (503)378-2911
Pennsylvania (3) Pennsylvania Emergency Management Agency P.O. Box 3321 Harrisburg, PA 17105-3321 (717) 651-2007
Puerto Rico (2) State Civil Defense Commonwealth of Puerto Rico P.O. Box 5127 San Juan, PR 00906 (809)724-0124
Rhode Island (1) Rhode Island Emergency Management Agency 675 New London Avenue Cranston, RI 02920 (401) 946-9996
South Carolina (4) South Carolina Emergency Management Division 1429 Senate St., Rutledge Bldg. Columbia, SC 29201-3782 (803)734-8020
South Dakota (8) Division of Emergency and Disaster Services State Capitol, 500 East Capitol Pierre, SD 57501 (605)773-3231
Tennessee (4) Tennessee Emergency Management Agency 3041 Sidco Dr. P.O. 41502 Nashville, TN 37204-1502 (615)741-6528
Texas (6) Division of Emergency Management P.O. Box 4087 Austin, TX 78773-0001 (512)424-2000
Utah (8) Division of Comprehensive Emergency Management Sate Office Bldg., Room 1110 Salt Lake City, UT 84114 (801)538-3400
Vermont (1) Vermont Emergency Management Agency Dept. of Public Safety Waterbury State Complex 103 S. Main St. Waterbury, VT 05671-2101 (802)244-8271
Virgin Islands (2) Territorial Emergency Management Agency A & Q Building # 2c Estate Content St Thomas, VI 00820 (809)773-2244
Virginia (3) Department of Emergency Services P.O. Box 40955 Richmond, VA 23225-6491 (804)674-2497
Washington (10) Division of Emergency Management 4220 E. Martin Way, MS-PT 11 Olympia, WA 98504-0955 (360) 923-4505
West Virginia (3) West Virginia Office of Emergency Services State Capitol Complex Room EB80 Charleston, WV 25305-0360 (304)558-5380
Wisconsin (5) Division of Emergency Government 2400 Wright St. P.O. Box 7865 Madison, WI 53707 (608) 242-3232
Wyoming (8) Wyoming Emergency Management Agency P.O. Box 1709 Cheyenne, WY 82003 (307)777-7566
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