Transcript Emergency Planning Steps - Indiana University of Pennsylvania

Emergency Planning Steps
• 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: Establishing the Team
• Emergency Planning Teams
• Federal Level
• State Level
• Regional Level
• Local Level
Federal Level Emergency Response
• In most disasters requiring Federal involvement, this
happens in partnership with the State at the field or
“incident” level
• At the federal level, FEMA appoints a Federal
Coordinating Officers (FCO’s) to each region
• The FCO’s are assigned by the President to manage a
particular disaster
Regional Federal Level teams
• Personnel in FEMA’s ten Regional offices work with State
FEMA officials to understand needs and provide incident
management assistance.
• The Regional Administrator works with the Federal
Coordinating Officer (FCO)
• Multiple FCO’s appointed to each region
• Deputy Federal Coordinating Officers (DFCO)
• Directors for Planning, Recovery, Response, etc.
• Incident Management Assistance Teams (IMATs)
• Interagency, regionally based response teams that provide a forward
Federal presence to improve response to serious incidents.
• Regional Response Coordination Center (RRCC)
• 24/7 coordination centers that expand to become interagency facilities
staffed in anticipation of a serious incident in the Region or
immediately following an incident.
State Level Emergency/Disaster Team
• Governor’s Authorized Representative (GAR)
• Assistant Governor’s Authorized Representative (AGAR)
• State Coordinating Officer (SCO)
• Deputy State Coordinating Officer (DSCO)
Local Level Emergency Planning
• Local Disaster Response Agencies
• Regional Teams
• Fire Departments
• Site level response
Step 3: Vulnerability Assessment
• What-if / Scenario analysis
• 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
WHAT IF ANALYSIS
• Used to identify hazards
• Can include people and/or equipment
FRAMEWORK
• What-if analysis is a brainstorming approach that uses
broad, loosely structured questioning to:
• Postulate potential upsets that may result in accidents or system
performance problems
• Ensure that appropriate safeguards against those problems are in
place.
Brief summary of characteristics
• A systematic, but loosely structured, assessment:
• Team of experts brainstorming
• Generate a comprehensive review
• ensure that appropriate safeguards are in place
• Typically performed by one or more teams with diverse
backgrounds and experience
• Applicable to any activity or system
• Used as a high-level or detailed risk assessment technique
• Generates qualitative descriptions of potential problems in the form
of questions and responses
• Lists of recommendations for preventing problems
Assessment Quality
• The quality of the evaluation depends on:
• quality of the documentation
• training of the review team leader
• experience of the review teams
Most common uses
• Generally applicable for almost every type of risk
assessment application especially those dominated by
relatively simple failure scenarios
• Occasionally used alone, but most often used to
supplement other, more structured techniques especially
checklist analysis
Limitations of What-if Analysis
• Although what-if analysis is highly effective in identifying
various system hazards, this technique has three limitations:
• Likely to miss some potential problems
• The loose structure of what-if analysis relies exclusively on the knowledge of
the participants to identify potential problems.
• If the team fails to ask important questions, the analysis is likely to overlook
potentially important weaknesses.
• Difficult to audit for thoroughness
• Reviewing a what-if analysis to detect oversights is difficult because there is
no formal structure against which to audit.
• Reviews tend to become "mini-what-ifs," trying to stumble upon oversights
by the original team.
• Traditionally provides only qualitative information
• Most what-if reviews produce only qualitative results; they give no
quantitative estimates of risk-related characteristics.
• This simplistic approach offers great value for minimal investment, but it can
answer more complicated risk-related questions only if some degree of
quantification is added.
Step 4: Developing an Emergency Plan
1. Direction and control
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See FEMA’s Guide for All-Hazard Emergency Operations Planning
2. Communications
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See FEMA’s Guide for All-Hazard Emergency Operations Planning
3. Life safety
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Activities to prevent the loss of life
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Evacuation
Sheltering
Shelter-In-Place
Lockdown
4. Property protection
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Activities to minimize damage (ie: sandbagging, boarding up windows, etc.)
5. Community outreach
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Community services that can be made available and coordinated to disaster victims
6. Recovery and restoration
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Damage restoration
Temporary power
Mold remediation
7. Administration and logistics
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See FEMA’s Guide for All-Hazard Emergency Operations Planning
8. Identifying Challenges and Prioritize Activities
9. Writing the Plan
10. Establishing a Training Schedule
11. Coordinating with Outside Organizations
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How will your plan be coordinated with other emergency agencies?
12. Review, Conduct Training and Revise
Week #6 Assignment
• Pick a type of emergency you are most familiar with and
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limited to a local emergency.
You are in charge of a disaster team that will be
responsible for developing an emergency plan for this
disaster. Use a unique hazard approach.
For each of the 12 components of the disaster plan
development process (Step 4), develop a framework you
would implement to coordinate the development of this
plan.
See Chapter 7 of your textbook
See the link to FEMA’s Guide for All-Hazard Emergency
Planning
Example
• You and your local team will be required to develop an
emergency plan for a factory of 300 employees.
• 1. Planning for Direction and Control
• Analyze the emergency situation and decide how to respond
quickly,
appropriately, and effectively.
• Direct and coordinate the efforts of the jurisdiction's various
response
forces.
• Coordinate with the response efforts of other jurisdictions.
• Use available resources efficiently and effectively.
• Issues to address:
• Evaluate direction and control issues across the disaster phases
• Adopt a disaster management system
• Identify personnel availability and skills
• What resources are needed?
• Personnel
• Financial
• Equipment