Emergency preparedness - Seven-step guide to developing a plan

Feb 1, 1999 12:00 PM, ANNA NORTHCUTT

Has your emergency preparedness plan been collecting dust? I used to be the security manager of a multi-facility site and the corporate security director for an international company, and I know firsthand that developing or updating an emergency preparedness plan is a commonly avoided task.

It seems overwhelming. Even directors and managers who intend to develop a preparedness plan with accompanying manuals and training programs can get bogged down in day-to-day operations. The task can get pushed to the bottom of the "to do" stack. Something always seems to happen just as you begin gathering the data: an unexpected meeting; an officer who calls in sick when you are short several employees; a payroll problem on the third shift; or the management staff expects you to obtain extra police patrols to combat vehicle break-ins in the remote parking area. As we tackle the immediate crises, we vow to begin emergency preparations when we have a few uninterrupted days. But there is no such thing as uninterrupted time in the security business. You will never "find" the time. You must "make" the time.

Before designing an emergency preparedness plan, it is important to understand that while you cannot predict emergencies, you can anticipate and plan specific responses. Design your plans to ensure that assets are protected, liability is reduced and positive community relationships are maintained. After an emergency, the public response may be influenced by the staff's response. Emergencies attract the media and can lead to negative publicity if not handled properly. Here are seven steps to help you develop a working plan for your property:

Step One - Gather your data. What's all this stuff in the files? Before you begin designing your program, determine what you have available. You may discover old notebooks with valuable information developed by past directors. Organize information about the property and lists of key contacts from other departments such as maintenance, engineering and marketing. Be ruthless. Keep only what is useful to the current project.

Step Two - Assess the risk. What can happen here? Properties have unexpectedly been struck by both large ships and small planes. Make a realistic list of the emergencies you can anticipate. Consider your geographical location, as well as nearby businesses that could cause an emergency situation. Are you located in the flight path of an airport or near a refining plant? Is your facility located near a harbor or a river?

Potential emergencies can be sorted into three categories: natural, man-made and facilities. Natural emergencies may include fires, floods, hurricanes, tornadoes, earthquakes, mud slides and other natural phenomena. Man-made emergencies include medical problems such as heart attacks and injuries, as well as bomb threats and, more recently, biochemical threats. Additionally, criminal acts such as shootings or hostage situations should be considered. Facilities emergencies include power failures, excess water flow problems and structural damage or partial collapse. It is important to assess as many potential problems as possible and to plan realistically for these anticipated emergencies.

As it is highly unlikely that all emergencies will occur when the security director is on site to direct the staff, the plan must be clear enough for any employee to understand.

Step Three - Site plans. What does this building really look like? Floor plans serve as the basis for a useable emergency plan. This information may be computerized and readily available, or it may be contained in other departmental documents. The plan should: * be clear for people without technical expertise; * have a separate page for each floor or corridor; * show clearly marked entrances and exits for each floor or corridor; * show locations of all emergency equipment such as call boxes, fire extinguishers and first aid supplies; and * show locations of all utility shut-off points, with instructions for how to turn off utilities.

Step Four - Operational assignments. Who does what, when and how? After assessing the risks and site plans, it is time to develop the actual response plans to each potential emergency situation. You will probably discover that many procedures apply to each emergency situation with variations. You should have discussions with other departments on employee responses. All viable participants for each emergency should be included. For instance, maintenance and housekeeping personnel usually play a strong role in emergency plans, while managers or administrators often handle media inquiries.

Step Five - Emergency notification. How do we tell people there's a problem? Notification of occupants, a critical part of emergency plans, often presents a challenge. Security managers can take several approaches. Among the most common are: * staff memos; * a telephone tree that relies on building occupants calling one another; * a public address system; * a specific notification system installed at the property; and * an off-site notification system. Each type of emergency notification system has advantages and disadvantages. For example, while use of staff memos is simple, inexpensive and works well for minor emergencies on small properties, distribution may not be timely enough. The telephone tree is cost effective but places responsibility on occupants to notify each other, which increases the chance that not all occupants will be notified on time or at all. A public address system is quick and efficient, but emotionally charged language should be avoided to prevent a panic. Announcements should be prepared and rehearsed in advance. A dedicated emergency notification system is reliable and can carry a message quickly to all occupants with access to a phone. But these systems can be expensive and may require new wiring, additional telephone lines and/or equipment.

Another alternative is the use of an off-site notification system, operating over the existing telephone system. When an emergency occurs, an authorized individual calls a central site, which records the message that later will be delivered to occupants simultaneously via existing phone lines.

Step Seven - Training exercise. Let's see if it really works! When you have developed your plan, it is important to determine if the plan will work during a crisis. An annual emergency exercise is the best way because it ensures that the security staff, building occupants and public responders such as the police and fire departments are familiar - not only with the property - but with the skill levels and expectations of those responding to the emergency.

The exercise is best conducted when the property is not open to the public. However, this may not be possible in a 24-hour facility, so select a time when the facility is at minimal occupancy. The exercise should simulate an event that could occur during regular work hours, using employees who would be involved. Role players make the exercise more realistic by portraying victims and suspects. Volunteers can be found among building occupants, community volunteers and students. It is helpful to videotape the exercise; local law enforcement provides this service. The videotape will help identify areas that need improvement. The exercise also can be used as a marketing tool with local newspapers and television stations.

Do I need a response plan?

Every property, regardless of size or use, needs a comprehensive emergency response plan. Ideally, the information should be contained in a single volume with sufficient copies to ensure free access to the information.

On-site security staff should ensure that employees and regular occupants are familiar with emergency procedures. A customized evacuation route for each office or tenant space should be included in the property handbook provided to tenants. Local emergency responders such as law enforcement, firefighters and paramedics should be familiar with the emergency plan and should have detailed floor plans of the property, including utility shutoff points and other features that may not be readily visible or apparent to the public.

The unfortunate truth is that all your work on an emergency preparedness plan will only become apparent during a crisis and only then will your value to the organization be truly appreciated.

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© 2008 Penton Media Inc.

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