Disasters are possible -- maybe inevitable. Although their consequences may be uncontrollable, the effects are, to some extent, and in many cases, quite controllable, if proper attention is given to planning for a disastrous event. An organization cannot necessarily depend on help when a disaster strikes. It must be prepared to tackle the disaster on its own. This is especially true if the event is area wide, regional, or national in scope. This book essentially is a stand-alone publication that provides the "how to" ready an organization for a catastrophic or lesser event. It is a template for an organization to internally develop in a cost-effective manner a plan to cover prevention techniques to minimize potentially adverse consequences from a disastrous event; how to prepare for an event, such as, planning, training personnel, and acquiring and maintaining the supplies and information that will be crucial in responding to and handling a crisis event, as well as recovering from the event. Strategic methods are given on these processes, whether the event is natural, technological, or man-made. The disaster management system is defined through its seven principal tools. Numerous examples are given to facilitate a better understanding of the disaster management system. Required teams and task forces are identified, as well as internal and external information that may be needed, Guidelines are given for determining an organization's critical assets; determining their vulnerability and rating and ranking critical assets. Other areas covered include pre- and post-financial issues; impact determination; fiscal analyses and decisions needed to be made (pertinent questions to be asked) in order to make prudent decisions); organizational areas of concern (legal, security, HR, business, etc.); incident and crises responses to be undertaken; plans to be developed; training of personnel; recovery and closeout operations; tabletop exercise scenarios; and much more.

Auszug. � Genehmigter Nachdruck. Alle Rechte vorbehalten.

Readying a Company for a Catastrophic Event

A Template for SuccessBy Paul C. Constant, Jr.

AuthorHouse

Copyright � 2010 Paul C. Constant, Jr.
All right reserved.
ISBN: 978-1-4520-0587-4

Acknowledgement...................................................................vForeword..........................................................................viiIntroduction......................................................................xv1 The System......................................................................12 Teams and Task Forces...........................................................93 Information.....................................................................214 Disastrous Events to Consider...................................................275 Critical Assets.................................................................336 Financial Issues................................................................457 Impact Determination............................................................538 Fiscal Analyses.................................................................619 Decisions.......................................................................7310 Training.......................................................................8111 Responses......................................................................8512 Recovery.......................................................................9113 Plans..........................................................................93Glossary..........................................................................105Acronyms..........................................................................107References........................................................................109Appendix A Supplies and Other Needs Categorized...................................111Appendix B Forms..................................................................121Appendix C Incident and Crisis Response Activities................................125Appendix D Decision Questions.....................................................131Appendix E Areas of Concern for Organizational Units..............................133Appendix F Monetary Issues........................................................139Appendix G Property...............................................................141Appendix H Strategies for Remedying Vulnerabilities...............................143Appendix I Tabletop Exercise and Two Scenarios....................................149Appendix J Responsibilities of Command Post Units.................................165Appendix K Recovery Assessment Input Items........................................167Appendix L Recovery Decision-Making Information...................................175Appendix M Representative Restoration Concerns....................................179Appendix N Candidate Material for Response and Recovery Plans.....................181Index.............................................................................185

Chapter One

The System

It is prudent to know the makeup of the basic disaster system. This system, shown in Figure 1, is composed of seven elements: people, prevention, maintenance, preparedness, event, response, and recovery. These elements are summarized in this chapter and elaborated upon further in the later chapters.

People

The first element, people, is divided into two classes: internal and external. Internal people are management and employees. The external group includes consultants/contractors, emergency services, employee assistance, clients, employee families, the public, service providers, the government, and religious institutions.

Internal People

Management. This covers all levels of management, particularly senior management, whose support is quite critical. The company's board has to `buy in" to the disaster management program and be kept apprised of all progress. Senior management needs to be involved, as well as lower-level managers, and kept aware of progress, needs, and problem areas so they can help provide the support needed. If senior management is not firmly committed, it is probably best not to start the program.

Employees. Each employee has a part in the disaster system. Some will be commissioned to serve as members of one or more of the following major areas of this endeavor: information acquisition, prevention, preparedness, maintenance, response, recovery, and closeout. To accomplish the tasks necessary in these areas, teams will need to be formed and commissioned with responsibilities (see chapter 2 for more on this topic).

The selection of team members is an important consideration. This is especially crucial with regard to the incident response team leader and other personnel who are involved in onsite tactical operations, because they must be able to fully understand what a catastrophic event can cause-absolute chaos.

The responsibilities of employees who are not team members are to:

1. Know who is in authority during a disaster and the disaster plan's specific assignments given to them.

2. Immediately respond to a command given to them during the response to the event by people in authority.

3. Help the handicapped people evacuate.

Devolution. It is prudent to have a complement of backup personnel. This way, the responsibility of a certain office/person will automatically be transferred if that person is unavailable, whether because of illness, death or incapacitation as a consequence of the event, or some other reason.

External People

Emergency Services. These include fire, police, ambulance service, hospital emergency room, employee assistant program office, American Red Cross, Salvation Army, Federal Emergency Response Agency, Federal Bureau of Investigation, city emergency management office, city industrial waste control department, local and state health departments, state department of health, poison center, Center for Disease Control and Prevention (Emergency Response Center), spill hotline, Environmental Protection Agency, United States Secret Service, United States Marshall (state office), Nuclear Response Center, Nuclear Regulatory Commission (Operations Center), Department of Transportation (National Response Center), and religious institutions.

The specific emergency sources that should be sought will depend on the company's need. The telephone numbers and points of contact for all emergency services should be available in a secured place, and specified company personnel with backups are responsible for making the contacts. Disaster response leaders can assign contact responsibility on the spot, if required.

Employee Assistance. During and following an event (and this can be a significant period-weeks, months, even years), people do not necessarily act normally-not quite their usual selves. The effects of the trauma will vary from person to person and over time. Immediate symptoms can include denial, fright, shock, anger, helplessness, depression, irritability, inability to concentrate, sadness, fear, anxiety, and confusion. Long-term effects can include sleeplessness, distressing dreams, and sadness as well as some lingering immediate symptoms, such as sadness and depression.

It is important for the company to offer individuals who suffer some of the symptoms mentioned above effective assistance as well. Professional employee...

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