Better Early Than One Minute Late
Emergency planning is a good way to ensure services will be available during a crisis
WHEN it comes to disaster planning, there are a number of questions to decipher to form a strong, actionable plan. What will you do if the lights go out and power can’t be restored for several days or weeks? Is it economically feasible to install a backup generator? Do you need a generator that will support an entire facility or is selective power restoration an option? What about other utility services? If the local Internet provider is the only one in town, do you need redundant service through a cellular provider? Will you have sewer service without fail, or should you contact a local port-a-let service? You place yourself higher on the service list with advance agreements for vendors. If you don’t have on-site fleet fuel storage, make an agreement with your vendor to a purchase reserve fuels that are stored for you at their facility. Memorandums of understanding are a good way to handle anticipated needs.
One of the most overlooked aspects of emergency preparedness is the
workforce. They are available at work day after day, and it’s possible
to take the contribution of employees for granted. Businesses should be
ready to deal with an emergency, but if the workforce is not prepared,
employees are going to stay home taking care of their families.
How can you get started with your plan? How do you conduct a comprehensive review or audit of an existing plan? Starting a plan from scratch is similar to reviewing an existing plan. Identify the threats you’re facing—natural disasters and manmade or technological disasters. If you live on the Chicago waterfront, you may not be a candidate for hurricanes, but you may want to review storm surge flooding resulting from a seiche. Preparation is a step-by-step practice. There are only a few steps you must take to formulate a plan—a plan of action versus. reaction.
Assessing Vulnerability
Conduct a vulnerability assessment to learn what emergencies and disasters are likely in your area. Visit the local government office of homeland security or emergency planning agency to review what emergency plans have been prepared, and ensure that your efforts will dovetail with the community plan. You don’t want to be swimming upstream if evacuation is ordered downstream.
Develop a continuity of operations plan. Designate and prepare an off-site—perhaps out-of-town—operations center. Include not only business operations, but add an information center or call center where customers and employees alike receive updates.
Decide at what point you will stay or go, and who has the authority to make the decision. Your neighbors’ business may require you to shelter-in-place should it experience an in-house emergency. Often overlooked is what kinds of neighbors are nearby. Know specifically industrial park neighbors. Are you in an industrial park with chemical manufacturers, and just across the road you see family dwellings governed by another jurisdiction? Some say things like that don’t happen with today’s planning and zoning, but it does.
Another critical concept is to have an evacuation plan for an earthquake scenario, but don’t be too specific with actions to take under every conceivable threat. Even so, a fire evacuation plan should already be prepared. Use it, meet in the same place, and conduct head counts and report missing people in the usual manner.
Prepare a crisis communications plan so employers will know how to communicate with employees, customers, suppliers, emergency responders, regulatory authorities and the media. Prepare a communications plan using media outlets to your advantage. Most media will be cooperative in delivering an informative statement, especially if you have developed good relations.
Prepare for utility interruptions by having battery backup for critical computer operations and generators for extended power outages. Because of the ability of multi-communication in and out of the office, it may not be a problem unless faced with the extent of infrastructure damage experienced with Hurricanes Katrina and Rita.
Review insurance coverage—sit down with an agent and discuss point by point what is covered and what is not. Your vulnerability assessment will help determine if there is adequate coverage.
Promoting Preparedness
One of the most overlooked aspects of emergency preparedness is the workforce. They are available at work day after day, and it’s possible to take the contribution of employees for granted. Businesses should be ready to deal with an emergency, but if the workforce is not prepared, employees are going to stay home taking care of their families. If workers are secure in personal and family preparedness, they will be confident in coming to work and taking care of business. Many companies have prepared Employee 72-hour kits for workers, keeping the kits at the workplace for use. Many have promoted employee and family preparation of 72-hour kits through weekly or monthly hints and reminders.
Employees will not come to work if they are uncertain about the safety and welfare of their family. This also is true for emergency responders, fire, police and medical personnel. After all, they have the responsibility to protect their families as well. Promote preparedness at home as part of your training along with other company preparedness. Do you provide emergency kits for each employee? What critical functions must be maintained? Prioritize reduced production to keep the most critical operations online for as long as possible.
It also is important to address American Disabilities Act needs. You are meeting the special needs now, but will you be able to meet those needs during disasters? ADA-compliant facilities during normal operations find special and technical tactics are required during emergencies and disasters. How do you facilitate a high-rise evacuation for wheelchair-bound employees and visitors if elevator use is impossible? Not all wheelchairs are created equal. Powered wheelchairs have very specific procedures to disconnect the drive mechanisms in order to avoid thousands of dollars in damages.
Have some fun preparing. Don’t be afraid to throw out some off-the-wall ideas. Take your planning group off on a retreat to loosen up.
Remember, it’s better to be five years early in preparations, than one minute late.