Transcript HURRICANE PREPAREDNESS
Disaster Preparedness & Emergency Action Planning
In Partnership With:
Presenters
Patricia Lane Schmaltz Manager, Environmental Practice Catastrophe Response Team Phone: (800) 845-8437 ext. 506 Email: [email protected]
Patricia Schmaltz was classically trained in insurance coverages at Lloyds of London.
She was President of Lord & Co., PLC which specialized in Marine and Environmental Insurance coverages as well as reverse-flow business from World economies to the American insurance marketplace, for over 16 years. Patricia joined Lassiter Ware Insurance in 2006 upon the acquisition of Lord & Co., PLC and was seated to lead the newly formed Environmental Practice Group. In 2008 Patricia was named Managing Director of American Intermediaries which specializes in non standard insurance placements on behalf of other insurance agents and brokers, to the excess and surplus lines marketplace. Patricia brings over 30 years of experience in the insurance industry. She has frequently lectured regarding marine and environmental insurance topics and her articles have appeared in many industry specific publications. She presently a Florida licensed insurance agent, since 1983, and holds a Surplus Lines license, as well as Non-Resident licenses Washington, Louisiana, Pennsylvania, New Jersey, Virginia, New York, Pennsylvania and Michigan. Patricia is a resident of Temple Terrace, Florida.
Eric S. Austin, CSP, MBA, BSEE Risk Management Specialist Amerisure Insurance Company (407) 276-4754 (cell) www.amerisure.com
Presenters
Eric earned a Bachelor of Science degree in Electrical Engineering from the University of Central Florida in 1992. After working as a Systems Engineer at Martin Marietta, he took a job at a multi-line commercial insurance carrier in Orlando, Florida. While at this carrier, Eric assisted with the development of training programs, and the servicing of local, as well as national accounts, and national account coordination. Eric’s territory ran from Southern Georgia to Key West, Florida.
Eric worked for this carrier for 8 years, then took a position at a mono-line Worker’s Compensation carrier in Orlando. In addition to performing standard loss control surveys and training sessions, he became a machine guarding specialist, as well as an ergonomics specialist with the company. Eric also assisted with disaster preparedness and business continuity, as well as assisting in the development of non structural hazard mitigation plans. While working at this company, he was promoted to Special Accounts Coordinator, to assist other consultants in the planning and coordination of services on larger accounts. Eric worked at this company for 7 years before joining Amerisure Insurance.
Currently, Eric is a Risk Management Specialist servicing policy holders in Florida, and is a member of the American Society of Safety Engineers. Eric manages several national accounts, and is certified to teach the OSHA 10 Hour Construction course, as well as Competent Person Fall Protection.
Introduction
• Safeguarding your investment • Immediate examples of disasters & emergencies: • Flood • Tornado • Wildfire
Why Is This Important?
• An organization’s survival is at risk • Human Costs – the loss of lives • Physical Costs – the loss of property
Objectives
• Identify the types of disasters/emergencies that may affect your organization • Outline the different components of a Disaster Preparedness and Recovery Plan • Identify critical personnel duties and responsibilities associated with the plan • Realize the importance of planning
Types of Disasters/Emergencies
• Fires • Hurricanes • Tornadoes • Floods • Earthquakes • Others
Earthquakes
• Defined as violent shaking of the Earth's crust 4 – Seism is the technical name for earthquake • Destruction caused from the sudden release of tectonic stress along a fault line or from volcanic activity.
4 • It is estimated that 500,000 earthquakes occur each year, detectable with current instrumentation.
4 – – Approximately 100,000 quakes can be felt by humans 100 of them cause damage 4 USGS- Earthquake facts #12, www.usgs.gov/learn/facts.php
Earthquakes
Fire
• Fire is one of the most common and devastating disasters that can strike a business.
1 – 506,400 structural fires – – 2,811 civilian deaths, 14,964 civilian injuries reported in the US (NFPA 2006-2010) – Property damage is estimated at slightly over $10B • Fires exceed the total annual losses from multiple disasters (floods, hurricanes, tornadoes, earthquakes, and other) combined 1 Structural Fires by Occupancy, 2006-2010 Annual Average Natural Fire Protection Association. 1/2012
Construction Fire
Madrid Skyscraper Fire
Tornadoes
• Tornadoes are vertical funnels of rapidly spinning air – Winds may top 250 miles an hour – May clear-cut a pathway 1 mile wide and 50 miles long 2 • The US is a hotspot with an estimated 1691 tornadoes in 2011 and estimated costs of over 25 Billion dollars 2 • During 2011, the tornadoes in Alabama, Mississippi, Missouri, and Oklahoma caused over 550 deaths and more than 5,370 injuries 2 2 NOAA – National Weather Service local storm reports. www.spc.tnoaa.gov/climo/torn/stamts.txt
Tornadoes
Tornadoes
Floods
• Floods are caused by excessive rainfall, snowmelt, storm surge from hurricanes, and dam failure • In the 2000 decade, there were at least 14 major floods in the US • Floods - except "flash" floods - do not strike suddenly – Typically, there is enough time to take protective measures when flooding is likely.
Floods
Floods
Hurricanes
• • – Hurricanes are severe tropical storms Sustained winds of 74 miles per hour or greater Produce torrential rains, storm surge, and tornadoes • Typical season lasts from June through November
Hurricane Andrew
Hurricanes
Categories of Hurricanes
5 Categories of Hurricanes (Winds ranging from 74 mph to >155 mph) – Category I – lowest; Category V – most extreme – Structural Damage occurs with winds over 96 mph – CAT II – Extensive structural damage to walls, roofs and windows at 111 mph – CAT III
Hurricane Watch vs Warning
Watch: is issued when the threat of hurricane conditions are within 24 to 36 hours Warning: is issued when conditions are imminent. This equates to severe weather conditions within 24 hours – Winds of 74 MPH or greater, high water and rough seas, storm surge, tornado
Hurricanes
Tracking / Monitoring a Storm – Develop a system for tracking – Communicate regularly • the hurricane path and updates – At predetermined distances, specified alert conditions should be put into effect
What Is an Emergency Preparedness Plan?
• Emergency Preparedness • Emergency Response • Emergency Recovery
The Components of a Good Plan
• Hazard Identification process • Asset Evaluation process • Assessment of Capabilities & Resources • A Mitigation Plan
•
Are You Prepared?
Do you have: Written Emergency Preparedness Policy
–
Defines purpose, lines of authority, and is endorsed by Management • Organizational Chart defining roles & responsibilities – Emergency Coordinator – Emergency Preparedness Committee
Are You Prepared?
• Emergency Phone Numbers and contact list • Plans to address Before / During / After the storm • Do you conduct regular drills
Testing the Plan
• Structural Inspection – Inspect the Property Now • Life Safety – – Emergency Evacuation drill • Job Assignments
Staying Open for Business
• 25% of businesses do not reopen after a disaster – A computer outage of >10 days will be catastrophic, and 50% will be out of business within five years. • 75% fail within three years • >60% of small business do not have a disaster plan • Many disaster plans do not focus on mission critical items beyond the physical structure
Staying Open for Business
• People!
• Computers/Data • Buyer/Vendor Contact Data • Machine Dies, Designs, Molds, etc.
• Non-Mission Critical Items
Staying Open for Business
• Determine the essential or critical functions that are necessary for your business and list them in order of their priority.
• Identify the personnel needed to maintain the essential or critical functions.
• Determine and store equipment and supplies needed for continuing critical functions. Especially the unique or hard to get equipment and supplies.
– Alternate Vendors? If they are local, I may have some bad news….
Staying Open for Business
• Determine how your phones are going to be answered. Arrangement can be made with your local phone company or long distance carriers to forward your lines to an alternate call center.
• Duplicate and store computer data, vital records, photos, financial and legal documents, plans, customer lists, etc., in offsite (away from the office) storage locations.
Staying Open – Your People
• Your employees are your family, and they do your work • Are your employees prepared? If their house/family is in trouble, will they come to work?
• Do you have supplies to assist?
• Can you contact them? Do you have an ERP? What are methods to contact them? Do you have a call in system, alert system, tracking system?
Staying Open – Your People
Older, Non-Ambulatory?
• • • • • • Ways of removing from the wheelchair. Wheelchairs should not be used in stairwells, if at all possible.
The number of people needed for assistance.
Whether to extend or move extremities when lifting because of pain, catheter leg bag, spasticity, braces, etc.
Whether a seat cushion or pad should be brought along with him/her if he/she is removed from the chair.
Being carried forward or backward on a flight of stairs After-care if removed from the wheelchair (i.e., stretcher, chair with cushion pad, car seat, or paramedic’s assistance).
Staying Open – Your Equipment
• • • •
Recommendations for effective documentation before an emergency strikes:
Maintain current asset records to include age of equipment or furniture, costs, serial numbers, model numbers, etc.
Photograph major equipment and facilities using videos where appropriate.
Check with attorney, accountant and Insurance agents as to what information should be gathered and duplicated.
Document damage as required by disaster assistance programs and taxes
Staying Open – Your Equipment
• • • •
During and after the emergency:
Keep a log of critical events to jog your memory of the sequence of events and who did what, when, why and how.
Photograph and videotape damaged facilities and equipment BEFORE cleanup.
Keep track of ALL expenditures and why they were made. This includes keeping receipts, purchase orders, repairs made, police and fire reports, labor and equipment rates to define the scope of work for outside contractors, etc.
Maintain lists of equipment purchased with serial numbers, model numbers and costs.
Job Site & Structural Pre-planning
• • • • • • When? NOW……..
Inspect/repair loose gutters/drains/materials Inspect roof mounted equipment Check/service back-up equipment Trim trees/clean equipment yard Secure inventory/materials
Typical Job Assignments
• • • •
Project Managers:
Review all active job sites to determine status of uninstalled materials Make list of areas that need repair/replacement Inspect job sites for loose materials Inventory generators, service and/or repair as needed
Project Managers
• • • Purchase and make provisions to store extra gas/fuel/oil Do subs on site have a plan to secure their equipment/materials?
Report all findings to Emergency Coordinator
Human Resources
• • Supply all employees with a complete telephone list and addresses of fellow employees Create a call down list
Scenario
The storm is approaching!
Phase I
• When a Hurricane watch is issued by the National Weather Service, or by your local radio/television Phase I of your plan should be implemented.
Phase II Planning
• • • • • • Production Managers: Keep all vehicles full of gas/fuel Prepare your buildings, trucks and yard Bring all loose items into the building Back all trucks up to any garage type doors Ensure that all employees keep their radio/telephones on 24/7 Report the all secure to the Emergency Coordinator
Phase II Planning
(con’t)
• • • • Supervisors: Place all generators/lights and other emergency equipment where needed Before leaving the building/job site make a final inspection of the area Determine the feasibility of turning off utilities to the job site (water, gas, electricity) Report the all secure to the Emergency Coordinator
Phase II Planning
(con’t)
• • • • Human Resources Manager: Following up with all office managers to verify protection and security of equipment and files Move desk/equipment away from windows and exterior door openings Ensure that all files are properly backed up and secured off site Report the all secured to the emergency coordinator
After The Storm Has Passed
•
How Do You Recover?
Emergency Recovery – Post Disaster – Recovery Team – Damage Assessment and Salvage – Operations Photograph all damage and do not move until Agency or Carrier authorizes – Recovery Communications Media Relations – Mechanical Systems repaired
Have a Post-Storm Plan
• • • • • Have the emergency coordinator begin the “call down list” to ensure that all employees are safe and survived the storm Call for a Emergency Planning Committee meeting. If not in person, conduct a tele-conference Organize a plan for the inspection of all current job sites, as well as the main office location Set up a triage list of items that will need to be completed Contact your Insurance Agency/Carrier
Post Storm Activities
• When inspections are complete, report to the Emergency coordinator • Begin to make arrangements for repairs to electrical, water and alarm systems • Photograph all damage and do not move until Agency or Carrier authorizes • Begin salvage operations
Types of Emergencies
(Others)
• • • • • Forest Fires Cold Weather and Winter Storms Public Demonstrations Civil Disturbance Work Accidents • • • • • • Bomb Threats Sabotage Hazardous Materials Radiological Accidents Shutdowns Cyber
Resources
• WEBSITES – www.disasterrecovery.com
– www.osha.gov
– www.fema.gov
– www.nfpa.gov
Conclusion
• Your Business • Your Community • Planning makes the difference