Module 1 Objectives

 This week, we will cover the following

topics:
 Concepts of Emergency Management
 Phases of Emergency Management

 Planning Processes
Emergency Preparedness

 An emergency is:
 an unplanned event that can cause death or
significant injuries to employees or the
public,
 or that can disrupt a business or its
operation, cause physical or environmental
damage or threaten the organization's
financial standing or public image.
Emergency Preparedness
 Identifying and analyzing the potential events
and their impact on the organization are first
two steps in planning to manage an
emergency.
 Emergency management involves, planning
then organizing then leading and controlling.
Classes of Disasters
 Disasters can strike an organization in many
different ways.
 Typically, disasters can be classified as:
 Natural events
 Technological events
 Man-made events
Natural Events

 Drought  Biological
 Fire  Extreme heat/cold
 Snow/ice/hail  Flood/wind-driven water
 Earthquake/land shift
 Tsunami
 Volcanic eruption
 Windstorm/Tropical
Storm
 Tornado
 Landslide/mudslide
 Hurricane
 Dust/sand storm
 Lightning storm
Technological Events
 Hazardous material
release
 Explosion/fire
 Transportation accident
 Building/structure
collapse
 Power/utility failure
 Extreme air pollution
 Radiological accident
 Dam/levee failure
 Fuel/resource shortage
 Strike
 Business interruption
 Financial collapse
 Communication
interruption
Human Events

 Economic  Civil unrest

 General strike  Enemy attack
 Terrorism  Arson
 Sabotage
 Hostage situations
 Mass hysteria
 Special events
Phases of Emergency
Management
 The activities involved in emergency
management can be categorized as
follows:
 Preparedness: Preparing to handle an emergency
 Prevention: Means actions taken to avoid an
incident or to intervene to stop an incident
from occurring.
 Response: Responding safely to an emergency
 Recovery: Recovering from an emergency
 Mitigation: Reducing the severity
Preparedness

 Includes plans or preparations made to

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

 Includes any activities that prevent an

emergency, reduce the chance of an
emergency happening.
 Means actions taken to avoid an incident
or to intervene to stop an incident from
occurring.
 Involves actions taken to protect lives
and property.
Response
 Includes actions taken to save lives and
prevent further property damage in a disaster
or emergency situation.
 Response is putting your preparedness plans
into action.
 Seeking shelter from a tornado or turning off
gas valves in an earthquake are both
response activities.
 Response activities take place DURING an
emergency.
Recovery

 Includes actions taken to return to a

normal or even safer situation following
an emergency.
 Recovery includes getting financial
assistance to help pay for the repairs.
 Recovery activities take place AFTER an
emergency.
Mitigation

 Reduce or eliminate risks to persons or

property, or
 Lessen the actual or potential effects or
consequences of an incident
 Mitigation activities take place BEFORE,
DURING, and AFTER emergencies.
Emergency Management and
Planning
 Emergency management is the process of
preparing for, mitigating, responding to and
recovering from an emergency.
 Emergency management is a dynamic
process.
 Planning, though critical, is not the only
component.
 Training, conducting drills, testing equipment
and coordinating activities with the community
are other important functions.
Steps in Emergency Planning

 5 steps in emergency planning

 Step 1: Establish a team
 Step 2: Analyze capabilities and hazards

 Step 3: Conduct vulnerability assessment

 Step 4: Develop the plan

 Step 5: Implement the plan

Step 1: Establish a Planning
Team
 The size of the planning team will depend on
the facility’s operations, requirements and
resources.
Using a Group Approach

 Usually involving a group of people is best because:

 It encourages participation and gets more people invested in
the process.
 It increases the amount of time and energy participants are
able to give.
 It enhances the visibility and stature of the planning process.
 It provides for a broad perspective on the issues.
 Demonstrate 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.
Step 2: Analyze Capabilities and
Hazards
 This step entails gathering information about
current capabilities and about possible
hazards and emergencies, and then
conducting a vulnerability analysis to
determine the facility’s capabilities for handling
emergencies.
Analyze Capabilities and Hazards

 Review Internal Plans and Policies Documents

to look for include:
• Evacuation plan
• Fire protection plan
• Safety and health program
• Environmental policies
• Security procedures
Meet with Outside Groups

 Meet with government agencies, community

organizations and utilities.
 Ask about potential emergencies and about
plans and available resources for responding
to them.
Identify Codes and Regulations

 Identify applicable Federal, State and

local regulations such as:
 Occupational safety and health regulations
 Environmental regulations

 Fire codes
Identify Critical Products, Services
and Operations
 Company products and services and the
facilities and equipment needed to produce
them
 Products and services provided by suppliers,
especially sole source vendors
 Lifeline services such as electrical power,
water, sewer, gas, telecommunications and
transportation
Identify Internal Resources and
Capabilities
 Resources and capabilities that could be
needed in an emergency include:
 Personnel — fire brigade, hazardous materials
response team, emergency medical services,
security, emergency management group,
evacuation team, public information officer
 Equipment — fire protection and suppression
equipment, communications equipment, first aid
supplies, emergency supplies, warning systems,
emergency power equipment, decontamination
equipment
Step 3: Vulnerability
Assessment
 The next step is to assess the vulnerability of
the facility
 Vulnerability assessment is the process of
identifying and quantifying vulnerabilities in a
system.
 Vulnerability is the probability and potential
impact of each emergency.
Conducting a Vulnerability
Assessment
 The system being studied could be a physical
facility like a nuclear power plant , a computer
system , or a larger system (for example the
communications infrastructure or water
infrastructure of a region).
 Vulnerability assessment has many things in
common with risk assessment .
Conducting a Vulnerability
Assessment
 Assessments are typically performed
according to the following steps:
 Cataloging assets and capabilities (resources) in a
system
 Assigning quantifiable value and importance to the
resources
 Identifying the vulnerabilities or potential threats to
each resource
 Mitigating or eliminating the most serious
vulnerabilities for the most valuable resources
Vulnerability Assessment Tools
 There are a variety of vulnerability assessment tools
available from various governmental agencies.
 These tools are typically designed for a specific threat
such as chemical facilities, laboratories, transportation,
and businesses.
Vulnerability Assessment
Methodologies
 There are many methodologies that can be used for
vulnerability assessment, including:
 What-if / scenario analysis
 Checklists
 HAZOP (Hazard and Operability) Studies
 FMEA (Failure Mode and Effect Analyses)
 Fault Tree Diagrams
 Decision Tree Analysis
 Capability Assessment Readiness (CAR) for state
and local governments
 Some are quantitative, some diagrammatic,
some complex and some simple.
FEMA’s Impact Analysis
 One technique, explained in FEMA's impact-
driven model is known as Impact Analysis.
 The Federal Emergency Management Agency
emphasizes assessment of the impact in
addition to identification of the emergency
type.
An Impact-Driven Model

 The impact of an emergency on the

organization may include the following:
 Health and safety of persons in the affected area
 Health and safety of personnel responding to the incident
 Continuity of operations
 Property, facilities and infrastructure
 Delivery of services
 The environment
 Economic and financial condition
 Regulatory and contractual obligations
 Reputation of the entity
Simplified Impact Analysis

 One assessment technique simply constructs

tables in which numerical assessments (1
(low) to 5 (high)) of human impact, property
impact, business impact and probability are
added, and then ranked.
 The probability is the likelihood of each
emergency's occurrence.
Impact Categories
 The human impact assesses the effect on employees,
visitors or the public.
 The property impact measures the loss of or damage
to property (real and personal) -the cost to replace or
repair, and the cost of temporary replacement
 The business impact considers the effect of business
interruption, disruption of critical supplies, loss of
market share, etc.
 Events or emergency types with the highest total are
the ones that should be considered first, as they have
the biggest potential impact.
Resource Analysis

 In addition to the assessment of the

probability of an emergency and the
impact on the organization, the
organization should consider factoring in
the available resources, which will give a
head-start on the mitigation program.
Examples of Emergency
Management Resources
 Equipment
 Hazmat teams
 Emergency wardens
 External Resources
 Community emergency responders
 Fire/Police/EMT
 Hospitals
 Utilities
 Contractors
Evaluating Resources

 Resources can be characterized as

strong (1) to weak (5), and added into
the Impact Analysis.
 Strong resources already in place have
the effect of lowering the total score of a
given event or emergency type,
reprioritizing the need for action.
STEP 4: Develop the Plan
 When developing a the disaster plan, the
emergency management coordinator along
with the management team members must
assess and plan for basic elements necessary
for the implementation of the plan, protection
of life and property.
Emergency Management Plan
Elements
 The basic elements addressed in the
emergency management plan address the
minimum activities necessary for successful
implementation.
 This section of the plan briefly describes the
facility’s approach to the core elements of
emergency management
Emergency Management Plan
Elements
 Direction and control  Identify Challenges and
 Communications Prioritize Activities
 Life safety  Write the Plan
 Property protection
 Establish a Training
 Community outreach
Schedule
 Recovery and
restoration  Coordinate with Outside
 Administration and Organizations
logistics  Review, Conduct
Training and Revise
Emergency Planning

 Planning considerations can vary widely. The

primary goal is to ensure that all the important
activities are included in the emergency action
plan and outcomes anticipated.
Continuity Planning

 Continuity planning are those activities

designed to allow an organization to recover
following a disaster.
 The activities restore interrupted services and
activities in as short of period as possible
following the disaster and as a result, minimize
losses following the disaster.
Training Planning

 Companies, which have experienced major

disasters, report that training and testing are
the keys to a successful response.
 Training must be at all levels.
Public Response Planning

 Issuing warnings is one of the most important

methods of averting the destructive
consequences of disasters.
 An effective warning process may depend on
the cooperative interactions of multiple
organizations: those who detect the disaster
threat, those who detect that a warning should
be issued, and those who convey the warning
to the public.
Public Response Planning

 The public's response to warning is not a

simple stimulus response reaction.
 The source, context, and repetition of the
message can influence the warning's influence
on public behavior.
 In disasters, news reports generate worldwide
concern in those who think they may have
loved ones in the impact area.
Public Response Planning

 The usual result is that organizations in the

disaster area are inundated with inquiries
about these persons.
 Convincing the public to evacuate areas
threatened by impending disaster is often
difficult.
Crisis Planning
 A crisis management plan integrates many of
the components of the emergency response
plan.
 A team must be appointed to make the
necessary decisions to resume operations
after the event.
 The plan should identify critical functions that
must be restored immediately and make
provisions for long term repair or replacement
of facilities and equipment.
Rescue Planning
 The emergency response plan should identify
the potential types of specialized rescues that
may be assigned to the ERT.
 High elevations, excavations, confined spaces,
and many other situations should be
considered.
Rescue Planning Example
 Emergency response teams with responsibility for
rescue of workers injured or trapped in confined
spaces must be properly trained and equipped in
accordance with OSHA standard 1910.146 Permit-
Required Confined Spaces.
 Rescuers must be provided with personal protective
equipment including respirators and body harnesses;
trained to perform the assigned rescue duties; etc.
 Rescuers must be trained in first aid and CPR.
 Practice drills must be conducted annually.
STEP 5: Implement the Plan

 Implementation means acting on

recommendations made during the
vulnerability analysis, integrating the
plan into company operations, training
employees and evaluating the plan.
Continuous Improvement
 Disaster planning should incorporate a continuous
improvement process to the implementation phase.
 An ongoing evaluation of the plan should be
conducted based upon evaluations, drills, and
assessments of the plan when used.
 Potential problems and shortcomings of the disaster
response can be identified and corrected.
 Changes in potential threats should be evaluated on
an on-going basis and changes to the disaster
response plan made as deemed appropriate.