Transcript EPPIC - IPEIA

EPICC
THE “BIG BANG”
Burnaby Campus Explosion
April 13, 2004
Explosion on Campus0001.AVI
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April 2004 Explosion – BCIT
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Boiler explosion
26 buildings affected
Minimal injuries
Extensive administration time and costs
Lost opportunity time – relocate classes
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April 2004 Explosion – BCIT
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Results
 Same day - part time class cancelled
 Second day – Full time class cancelled
 After 18 hours, 19 buildings operable
The Future
 What did we learn?
 What would we do differently?
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Emergency Preparedness?
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Nothing like a dose of reality to recognize
vulnerabilities
Expect the unexpected, regardless of the
amount of emergency preparation
Tendency to isolate emergency response
and business resumption plans ……….Don’t
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Emergency Response
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Full executive support
EOC (Emergency Operations Centre)
structure established)
 Per Incident Command System
EOC functioned under ICS (Incident
Command System) in compliance with
BCERMS
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Emergency Response
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Data collection – information
Mitigation of utility dangers
Computer resources
Business continuity
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Emergency Response
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Obvious dedication and support of staff
Cooperation from all parties
Long working hours without complaint
Get back to business!
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Evacuation
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Orderly evacuation of everyone on site
First Aid & medical assistance available to
all parties in case of injuries
Grouped injured or traumatized parties
together during & immediately following
evacuation
Offered immediate counseling to all parties
Established “call home program” for
students residing on campus
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Evacuation
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Demonstrated leadership
Quick, organized response reduced panic
levels
Immediate worker care e.g. Food catering
to responders
Immediate temporary financial assistance
offered to students in need
Immediate inventory of damaged vehicles
on site, assisted owners on insurance claim
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Information Management
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Emergency security network
Multiple interests represented
On site staff & student communication
Dialogue with various operations groups
 Safety & Security
 Facilities / Structure
 Educational
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Information Management
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Information Management
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Emergency Information Officer
 Median relations
 Clear & consistent messages
 Need to know vs. desire to know
 Manage the facts, stop & think
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Site Security
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Secured the site perimeter
Identified existing hazards
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Natural Gas, Asbestos, Structural Damage
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Worked harmoniously with external experts
& contractors
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Preserved property
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Long term
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Post Disaster
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Analyze “Big Bang”, incorporate lessons
learned
Involve Senior Management in post
emergency decision making process
 Strategy
 Activities
Planning / execution checklist
 Practical alternatives to binders
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Post Disaster
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Train on warning signs
 Program heads
 Managers
 Access staff
Develop strategy for displaced staff
 Short term & long term
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Post Disaster
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Know roles & responsibilities
 Key personnel
 Departments
 Individuals
Responsibility for self care = rules
 Clear & applicable to everyone regardless
of role or title
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Post Disaster
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Implement temporary approval process for
payments
EOC site too close to emergency zone /
campus
Table top to gain expertise
Equipment charging capabilities
 Laptops
 Cell phones
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Post Disaster
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Clear access to shut off valves
 Cluttered, not readily visible
 Power shut down considerations –
building
 Constantly update drawings when
changes & renovations occur
Reconnect with the community ASAP
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Post Disaster
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Develop a plan for mass evacuation – larger
scale
Continual rehearsals – mock evacuations
Public address system for mass
communication
Assembly plan, prompt roll call
Redefine roles & protocol
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Post Disaster
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Better identification of key players
Prepare accessible grab & go bags
Security, facility, key personnel
Transportation plan
Develop & formalize counseling plan
Consider developing stress policy
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Post Disaster
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Prompt identification of individuals in need
Group rehab during & post evacuation
Wellness site to deal with traumatic stress –
normalizing
Early identification of backup site for
evacuation
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Post Disaster
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Acute Critical Incident Stress Awareness
Factors
 Stress reactions signs & symptoms
 Physical
 Cognitive
 Emotional
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Post Disaster
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Delayed stress symptoms
Recovery
 Self care
 Care of others
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Post - Communication
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Establish an Emergency Information Officer
as well as communication protocol during &
following emergency
Better communication – on site command &
medical services, first aid
Public address system – town hall meetings
Control communication through switchboard
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Post - Communication
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Close strategic & activity gaps between
BCIT & first responders
Include others in plan
 Fire wardens / marshals
 Helpers / volunteers
Clear hierarchy of command
Team approach & effort
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Post - Communication
Include academic staff and student
association in planning & post emergency
communication
 Problem / complaint protocol to
 Escalate quickly to right person(s)
 Resolve
 Document FAQ’s
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Post - Communication
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Ongoing documentation
 No trash policy
 No staff speak to media
 Build this into staff orientation
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Strong links with other organizations
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Post - Communication
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Video tape
 Counseling sessions for learned
improvement – permission
 Emergency brief & debrief sessions
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Post – Site Security
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Post – Site Security
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Identify high risk “hot spots” re equipment
etc
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Identify low risk temporary sites
All employees regardless of rank must
comply to barriers, lockouts
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Post – Site Security
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Cause
Investigation
Insurance
WCB
Evidence collection
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Evidence protection
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Extensive time of protection
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Post – Liability & Insurance
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During planning phase, analyze &
understand Institute’s potential liabilities
 Contractual
 Tort
 Statutory Regulations / WCB
Train staff, do not make apologies,
statements that can be misconstrued as
admissions of liability
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Post – Liability & Insurance
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Know what is covered under insurance
Preserve any evidence of wrongdoing by
others that contributed to cause
Look for salvage
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Important Messages
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Think “bigger” – planning is far more than
an IT disaster recovery or a well worded
document.
It is the guide to picking up the pieces of
your business & getting it running again
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Important Messages
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Business continuity goes well beyond
emergency planning & response
Don’t assume you are ready…..know it!
Security role is to provide temporary
leadership in time of crisis
It is all about business
Understand your business well
Must have total support from all levels
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Important Messages
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Not a specialist discipline …but a business
owned and driven issue
Affects strategic and operational framework
for providing services (or products)
Affects many areas and functions within
and outside organization
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Important Messages
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Impact areas
 Health & safety
 Knowledge management
 Financial
 Security for temporary environment
 Supply chain management
 Users of services
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Important Messages
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Business continuity
 Analyze your business
 Assess the risks
 Develop your strategy
 Develop your plan
 Rehearse your plan
Someone must champion the cause….but it
has to be a committed holistic effort
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Important Messages
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Goal #1
 Safety & asset protection
Goals #2
 Back to business ASAP
Goal #3
 Mitigation of damages / loss
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Creating Expectations
Emergency Preparedness
Training
Flexibility
Leadership
Coordination
Mitigation
Resumption / Recovery
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Creating Expectations
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What is the effect of….
 No plan?
 An outdated plan?
 A poorly executed plan?
Managing the media ……….
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Creating Expectations
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In some organizations the most valuable
assets are its brand or public image and
reputation
The focus of attention by
 Public
 Stakeholders
 User groups
 Service Providers
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Creating Expectations
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Under the spotlight
Maintain focus
 Emergency Response – first 72 hours
 Post 72 hrs – business continuity
Important to illustrate
 Competence
 Capability
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Creating Expectations
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Public Relations & the Media
 What is the value of demonstrated
competence & capacity to successfully
manage a crisis?
 What is the cost of actual or perceived
poor performance in the handling of a
crisis?
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Creating Expectations
Your Business
&
Your Reputation
Are on the Line
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Thank you!!
Glen Magel
Director of Security – BCIT
[email protected]
Carolyn Sinclair
Strategic Business Risks Inc.
[email protected]
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