K4
@ UNIT 1
Executive Summary
The executive summary gives management: a brief overview of the plan; the facilitys disaster/emergency management policy; authorities and responsibilities of key personnel; the types of disasters and emergencies that could occur; and where response operations will be managed.
Describes the facilitys approach to the core elements of disaster/emergency management Direction and control Communications Life safety Property protection Community outreach Recovery and restoration Administration and logistics
Response Procedures
The procedures spell out how the facility will respond to disasters and emergencies. Whenever possible, these procedures should be developed as a series of checklists that can be quickly accessed by senior management, department heads, response personnel and employees. Warning employees and customers These procedures should detail Communicating with personnel and the actions that would be community responders necessary to: Conducting an evacuation and 1) Assess the situation, accounting for all persons in the facility 2) Protect employees, customers, Managing response activities visitors, equipment, vital Activating and operating a disaster/ records and other assets, emergency operations center particularly during the first Fighting fires three days, and Shutting down operations 3) Get the business back up and running. Protecting vital records Restoring operations
Support Documents
Documents that could be needed in a disaster and/or emergency include: 1. Emergency call lists (wallet size, if possible) of all persons on and off site who would be involved in responding to disaster/emergency, their responsibilities and their 24-hour telephone numbers. 2. Building and site maps that indicate:
Resource Lists
Resource lists contain information that could be needed in the event of a disaster or emergency. These lists provide information that identifies major resources (i.e., equipment, supplies, services), as well as any mutual aid agreements with other companies and government agencies.
The development process includes: 1) identifying challenges and prioritizing activities, 2) writing the plan, 3) establishing a training schedule, and 4) coordinating activities with outside organizations.
Response Procedures
The procedures spell out how the facility will respond to disasters and emergencies. Whenever possible, these procedures should be developed as a series of checklists that can be quickly accessed by senior management, department heads, response personnel and employees. Warning employees and customers These procedures should detail Communicating with personnel and the actions that would be community responders necessary to: Conducting an evacuation and 1) Assess the situation, accounting for all persons in the facility 2) Protect employees, customers, Managing response activities visitors, equipment, vital Activating and operating a disaster/ records and other assets, emergency operations center particularly during the first Fighting fires three days, and Shutting down operations 3) Get the business back up and running. Protecting vital records Restoring operations
Periodic meetings with appropriate local government agencies and organizations should be held. While their official approval may not be required, they will likely have valuable insights and information to offer. Which gate or entrance Determining federal, state and responding units will use local requirements for disaster or Where and to whom they will emergency reporting should be report incorporated into the procedures, How they will be identified as should determining protocols How facility personnel will for turning control of response communicate with outside over to outside agencies. Some of responders the issues that may need to be Who will be in charge of addressed are: response activities
It is necessary to communicate When all of the necessary with other offices and divisions information has been in a company to identify their incorporated into the disaster and emergency procedures, the initial draft of notification procedures; the emergency plan is ready the conditions where mutual for review and/or revision. assistance would be necessary; The review process itself how offices will support each allows for identifying any other during an emergency; areas of confusion that may and the names, telephone/ need to be clarified and/or pager numbers of key modified, prior to personnel. implementing the plan.
The written approval of the entitys chief executive precedes plan distribution. Each person who receives a copy of the approved plan should be required to sign for it and to assume responsibility for all subsequent changes. The final plan should be distributed to the companys: Additional copies should Chief executive and senior be made available to key management company personnel who Key members of the companys should be instructed to emergency response keep a back-up copy at organization their homes in the event that an emergency Company headquarters situation should render Community emergency response their office copies agencies (appropriate sections) untenable.
Integrating the Plan Into Company Operations Conducting Training, Drills and Exercises Evaluate and Modify the Plan
1. Integrating the Plan Into Company Operations can be accomplished by asking questions:
Disaster/emergency planning must become part of the corporate culture. Opportunities must be provided to build awareness, to educate and train personnel; to test procedures; to involve all levels of management/ departments and the community in the planning process; and to make disaster/emergency management part of what personnel do on a day-to-day basis. To determine how completely the plan has been integrated into the organizations culture.
1. How well does senior management support the responsibilities outlined in the plan? 2. Have disaster/emergency planning concepts been fully incorporated into the facilitys accounting, personnel and financial procedures? 3. How can the facilitys processes for evaluating employees and defining job classifications better address disaster/emergency management responsibilities? 4. Are there opportunities for distributing disaster/emergency preparedness information through newsletters, manuals or employee mailings? 5. What kinds of safety posters or other visible reminders would be helpful? 6. Do personnel know what they should do in an emergency? 7. How can all levels of the organization be involved in evaluating and updating the plan?
Everybody who works at or visits the facility requires some form of training. Periodic employee discussion sessions to review procedures, technical training in equipment use for disaster/emergency responders, evacuation drills and full-scale exercises. The basic considerations:
Planning Considerations
Training considerations should include the training and information needs of employees, contractors, visitors, managers, as well as those persons with a disaster response role identified in the plan itself. Based on a 12-month period, the training should address: Who will be trained Who will conduct the training What specific training activities will be used When and where will each session take place How the training will be evaluated and documented
Training Activities Orientation and Education Sessions Table Exercise Walk-Through Drill Functional Drills Evacuation Drills Full Scale Exercise