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1
Q

Emergency Management Definition

A

Any formal process used by an organization to prepare for and respond to disasters and emergencies.

Reference: Chapter 1, Section 1.1, Page 15, Paragraph 118

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2
Q

Four Cyclical Elements of Emergency Management

A

Mitigation: Protective measures to reduce likelihood or impact (e.g., flood barriers, fire-rated elements).
Preparedness: Activities, programs, systems developed before an incident to support mitigation, response, and recovery.
Response: Executing the plan to preserve life/property and provide services.
Recovery: Reestablishing processes, resources, and capabilities to meet ongoing operational requirements, possibly including improvements.

Reference: Chapter 1, Section 1.1, Page 15, Paragraphs 121, 122, 124, 125, 127, 128

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3
Q

Crisis Management Definition (ASIS BCM Guideline)

A

A holistic management process identifying potential impacts, providing a framework for resilience, ensuring effective response to safeguard stakeholders, reputation, brand, value-creating activities, and restoring operational capabilities.

Reference: Chapter 1, Section 1.2, Page 17, Paragraph 149

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4
Q

Goal of Crisis Management

A

To protect core assets (reputation, brand, financial wellbeing, trust, property, relationships) from harm caused by a business-interrupting event.

Reference: Chapter 1, Section 1.2, Page 17, Paragraph 153

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5
Q

Crisis Management Principles

A

Management often responds with limited information and time. Disruptive events need prompt reporting to the crisis management team. Planning identifies criteria to distinguish a crisis from a routine incident. Evaluation and response require procedures, planning, training, and rehearsal. All employees must know how to report and escalate events.

Reference: Chapter 1, Section 1.2.1, Pages 17-18, Paragraphs 157, 158, 160, 161, 162

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6
Q

Business Continuity Management (BCM) Definition (ASIS BCM Guideline)

A

A proactive set of planning, preparedness, and related activities intended to restore an organization’s critical business functions to predetermined levels, enabling operation despite serious disruptive events and expeditious recovery.

Reference: Chapter 1, Section 1.3, Page 18, Paragraph 163

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7
Q

Business Continuity Management (BCM) Definition (DRI International)

A

A management process that identifies risk, threats, and vulnerabilities impacting continued operations, providing a framework for resilience and effective response capability.

Reference: Chapter 1, Section 1.3, Page 18, Paragraph 164

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8
Q

Business Continuity Strategies Objective

A

Resume critical functions quickly and restore the business to its pre-emergency condition/location, or to a new location/level if necessary.

Reference: Chapter 1, Section 1.3, Page 18, Paragraph 166

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9
Q

Influential BCM Organizations/Standards

A

ISO Standard 22301:2019.
Business Continuity Institute (BCI) Good Practices Guidelines.
DRI International Professional Practices for Business Continuity Management.
ASIS International Business Standards Institute Business Continuity Management Standard.

Reference: Chapter 1, Section 1.3, Pages 18-19, Paragraphs 171, 172, 173, 174, 175, 176, 177, 178

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10
Q

Purpose of a Response Plan

A

To define crisis/emergency scope; establish teams; establish resource methods; provide means for mode transition; provide framework for testing/maintenance.

Reference: Chapter 2, N/A, Page 21, Paragraphs 186, 187, 188, 189, 190

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11
Q

Emergency Coordinator Role

A

Designated official responsible for the EOP, ensuring smooth response across departments. Should be someone regularly handling emergencies (e.g., head of security/engineering). Needs capability to deal with all organizational levels and requires top management support.

Reference: Chapter 2, Section 2.1.1, Page 22, Paragraphs 198, 199, 200, 201, 202

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12
Q

Emergency Planning Committee

A

A committee with representatives from critical departments (e.g., legal, HR, medical, IT, security) should assist the coordinator. Response should utilize the existing organization, temporarily reconfigured.

Reference: Chapter 2, Section 2.1.1, Page 22, Paragraphs 204, 205, 206, 207

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13
Q

Importance of Alternate Designations

A

Designate alternates (preferably more than one) for primary decision-makers and those with specific plan responsibilities. Brief, train, and test both primary and alternate individuals on duties. Proper training/testing are crucial but often challenging to prioritize.

Reference: Chapter 2, Section 2.1.1, Page 23, Paragraphs 209, 210, 211, 212, 213

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14
Q

Incident Command System (ICS)

A

A command and control mechanism used globally by many public safety agencies (examples: UK Emergency Response and Recovery guidance, US FEMA NIMS, Canada ICS, Australia Emergency Management function). Common features include command, operations, planning, logistics, and admin/finance. A single incident commander ensures coordinated response.

Reference: Chapter 2, Section 2.1.2, Page 23, Paragraphs 213, 215, 216, 217, 219, 220, 221

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15
Q

ICS in the Private Sector

A

ICS concepts can serve the private sector. Organizations should understand ICS and public sector procedures. Build relationships and conduct joint drills with public safety/supply chain partners. Organizations need an internal incident management system for emergencies not requiring public safety response.

Reference: Chapter 2, Section 2.1.2, Page 24, Paragraphs 229, 230, 231, 232, 233, 234

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16
Q

Planning Liaison Considerations

A

Planners should account for a wide range of agencies/individuals: emergency responders, cyber teams, management, employees, victims/families, officials, media, neighbors, community groups, protesters. Contacts within these groups can help obtain assistance and coordinate plans.

Reference: Chapter 2, Section 2.2.1, Page 25, Paragraphs 244, 245, 246

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17
Q

Crisis Management Team (CMT) Setup

A

Critical piece of crisis management. Should have members from Executives, HR, Public Affairs/Comms, Safety/Security, IT, Legal, Finance, Critical Ops Depts. Senior leadership may be separate, focusing on strategy. Team reflects critical groups for business operations. Members identified by position (primary/alternates).

Reference: Chapter 2, Section 2.3.1, Page 26, Paragraphs 248, 250, 251, 253, 255

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18
Q

Roles on the Crisis Team (Examples)

A

Team list describes role, contact info, alternate command chains. Examples: Crisis Team Leader, Corporate Security, InfoSec, Legal, Public Affairs, HR, Facilities. Team must be named in the plan, familiar with it, and participate in exercises.

Reference: Chapter 2, Section 2.3.2, Pages 26-27, Paragraphs 257, 260, 261, 262

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19
Q

Types of Crisis Teams

A

Single team may suffice for some orgs. Larger orgs may need teams at different levels.
Operational: Responsible for a segment of functional operation.
Tactical: Function closer to the crisis level (e.g., geographic location).
Strategic: Overarching command, often at management/executive level.

Reference: Chapter 2, Section 2.3.2, Page 28, Paragraphs 263, 264, 265, 267, 268

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20
Q

Goals of Continuity Planning

A

Save lives/reduce injuries; protect assets; restore critical processes/systems; reduce interruption length; protect reputation; control media; maintain customer relations.

Reference: Chapter 3, N/A, Page 29, Paragraph 274

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21
Q

Components of Continuity Plans

A

Team members; alternate locations/transport; disruption prep checklists; response checklists; return-to-normal checklists; resource lists; comms paths/templates; financial considerations; specific disruption plans.

Reference: Chapter 3, N/A, Pages 29-30, Paragraph 274

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22
Q

Business Continuity Teams Role

A

Responsible for enacting the plan to recover business activities after an event. Separate from but supports the overarching CMT. Develops plans for damage assessment, restoration, payroll, HR, IT, admin support. Members recruited based on skills, commitment, interest. Must have input, know roles, respond, and be tested.

Reference: Chapter 3, Section 3.1, Page 30, Paragraphs 276, 277, 278, 279

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23
Q

Requirements for Developing BCM Plans/Procedures (ASIS BCM Guideline)

A

Establish/implement/maintain plans based on BIA recovery objectives. Document plans/procedures. Should: establish comms protocol; specify immediate steps; be flexible; focus on impact; be based on assumptions/interdependencies; minimize consequences via mitigation. Inform roles/responsibilities for response. Support mission, stakeholders, assess impact. Utilize resources to manage impact. Include arrangements for safety, continuity, event management.

Reference: Chapter 3, Section 3.2, Pages 30-31, Paragraphs 283, 284, 285, 286, 287, 288, 289, 290, 291, 292, 293, 294

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24
Q

Role of Risk Assessment in BCM Planning

A

Conduct risk assessment to identify, evaluate, prioritize threats/vulnerabilities and potential impact. Helps understand operational needs and focus continuity initiatives. Identify mission, goals, critical functions/assets, stakeholders first. Identify likelihood and consequences. Conduct early to allow procedure development/practice. Revise as environment changes. May use threat evaluation team.

Reference: Chapter 3, Section 3.2, Pages 31-32, Paragraphs 295, 296, 297, 298, 299, 302, 303, 305

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25
Establishing BCM Objectives
Establish/maintain documented objectives consistent with expectations, external relationships, stakeholder needs. Objectives/targets should be measurable, consistent with policy. Objectives override considerations like rapid restoration; targets are specific metrics. Appropriate for org, based on risk assessment/BIA. Reflect what org does, performance, goals. Translate policy into action plans. Track progress, ascertain improvement. Define at appropriate management levels, review periodically. Establish aligned Key Performance Indicators (KPIs). ## Footnote Reference: Chapter 3, Section 3.2.1, Page 32, Paragraphs 306, 307, 308, 309, 310, 312, 313, 314, 315, 316
26
Writing the BCM Plan - Establishing Context
Identify/understand operational priorities, internal/external influences. Define scope within overall security program. Design fit-for-purpose framework. Assure objectives, needs, concerns of stakeholders are met. Conduct analysis/review of existing operations initially. ## Footnote Reference: Chapter 3, Section 3.2.2, Pages 32-33, Paragraphs 318, 320, 321, 322
27
Writing the BCM Plan - Telecommunications & Vital Records
Consider necessary telecommunications for emergency operating sites (radios, cell, satellite, internet). Integrate vital backup records storage (records essential for survival/resumption). Examples: accounts payable/receivable, insurance policies, legal docs, payroll/personnel data, tax records. Ensure retrieval equipment is available. Distributed data processing may mean data is already at multiple locations. Arrange emergency funds/lines of credit. ## Footnote Reference: Chapter 3, Section 3.2.2, Page 33-34, Paragraphs 323, 324, 325, 327, 328, 329, 331, 332, 333, 334, 335
28
Communicating the BCM Plan
Software tools and consultants can help, but management participation is essential. Management must be involved in asset identification/evaluation. Plan purpose: highlight problems for decision-makers, prompt advance consideration of reactions. Planning is critical; plans shouldn't be forgotten. Must reflect org requirements. Personnel must understand roles, be trained. Test through practice, revise based on tests/incidents. Planning is a continuing process. ## Footnote Reference: Chapter 3, Section 3.2.2, Page 35, Paragraphs 346, 347, 348, 349, 351, 353, 354, 355, 356, 357, 358
29
Testing and Exercising BCM Plans
Validate plans, teams, resources via exercise/review. Establish program approved by top management for planned intervals/significant changes. Develop exercises consistent with scope. Define objectives/targets for each exercise. Plan exercises to prevent disruption from the exercise itself. Exercise plans/teams/facilities to meet requirements. Use range of exercises validating whole arrangement. Conduct post-exercise review: assess objectives, lessons, improvements. Submit written report to management. Measure staff ability to respond/recover/perform. Ensure tech resources function, staff trained. Clarify roles, identify improvements, lend credibility. ## Footnote Reference: Chapter 3, Section 3.2.3, Pages 35-36, Paragraphs 359, 360, 361, 362, 363, 364, 365, 366, 367, 368, 369, 370, 371
30
Factors Requiring BCM Exercise Consideration
Changes to: primary/alternate facilities, org structure, assigned staff, partnering relationships, support systems, scope of operations, recovery objectives. ## Footnote Reference: Chapter 3, Section 3.2.3, Page 36, Paragraph 372
31
Maturity Levels of BCM Exercises
Orientation: Introductory overview/education. Tabletop: Practical/simulated exercise, narrative format. Functional: Simulates scenario realistically in controlled environment. Full scale: Live/real-life exercise simulating real-time scenario, often involves external agencies. ## Footnote Reference: Chapter 3, Section 3.2.3, Page 37, Paragraph 376
32
Business Impact Analysis (BIA) Definition & Purpose
Part ## Footnote
33
Business Impact Analysis (BIA) Definition & Purpose
Part of BCM planning process; helps identify/evaluate potential impact of disruptive event on operations. Addresses: potential impacts over time; legal/regulatory/contractual requirements; maximum tolerable downtime (MTD) for establishing RTOs; resource/interdependency evaluation for recovery. ## Footnote Reference: Chapter 3, Section 3.4, Page 42, Paragraphs 430, 431
34
BIA Process & Methodology
Define scope; establish/implement/maintain formal documented process. Assess/prioritize critical activities, assets, resources, interdependencies, variations (date, time, location, event). Typical activities: confirm scope, identify info sources, decide data collection methods, gather data, analyze impact/time/interrelationships, present recommendations, prepare info for strategy development. Results provide basis for setting RTOs based on unacceptable impact timeframes. ## Footnote Reference: Chapter 3, Section 3.4, Pages 42-43, Paragraphs 432, 433, 434
35
Identifying and Prioritizing Assets in BIA
First step of risk life cycle after understanding business/risk environment. Identifies critical parts with most potential impact if lost; prioritizes resources. Use BIA to prioritize. Assets: tangible (seen/touched) or intangible (non-physical like reputation). Value tangible via cost method (purchase price) or market value method (replacement/sale cost). Value intangible via market method (similar asset sales) or income method (income generated). Apply BIA questionnaire to assets/critical functions. ## Footnote Reference: Chapter 3, Section 3.4.1, Page 43, Paragraphs 436, 437, 438, 439, 440, 443, 444, 445, 446
36
Recovery Point Objective (RPO) & Recovery Time Objective (RTO)
RPO: Maximum amount of data (measured in time) that can be lost; tolerable information loss. RTO: Maximum time tolerance required to return critical systems; measured in hours, met within MTD. Maximum Tolerable Downtime (MTD): Point where organization's viability is threatened if delivery isn't resumed. ## Footnote Reference: Chapter 3, Section 3.4.1, Page 44, Paragraphs 449, 450, 451, 452
37
All-Hazards Emergency Operations Plan (EOP) Approach
Best for organizations exposed to varied threats. Provides basic EOP applicable to multiple situations (e.g., team lists) plus hazard-specific checklists (e.g., hurricane, flood). Works well because planning requirements often similar regardless of threat type (natural, human, accident). Example: Evacuation plan similar for fires, bombs, utility shutdowns, HAZMAT. ## Footnote Reference: Chapter 4, Section 4.1, Page 47, Paragraphs 475, 476, 477, 478
38
Threat-Specific Emergency Operations Plan Approach
Used when business type requires very specific plans for different emergencies (e.g., healthcare facility needing different plans for earthquake vs. contagion). Plan format depends on organization nature/policy. Plan should be simple, outlining specific responsibilities. ## Footnote Reference: Chapter 4, Section 4.2, Page 48, Paragraphs 474, 480, 481, 483
39
Considerations for General Emergency Response Planning
Shelter (hold/shelter-in-place procedures, resources); Data search (access control/visitor records); Assembly areas (weather protection, amenities); Special item removal (info, equipment, samples); Alerting neighbors; Shutdown procedures (critical processes, hazards); Security (locking unrelated areas); Emergency rendezvous point (ERV for briefing responders, site plans). ## Footnote Reference: Chapter 4, Section 4.3, Page 48, Paragraphs 485, 486, 488, 489, 490, 492, 493, 494, 496, 497, 498, 499
40
Reoccupation Considerations After Evacuation
Decision (often rests with org management, may get advice from emergency services); Search (may be advisable to search site/areas before reoccupation); Clients/Customers (may stay in assembly areas, consider dispersal/communication); Safe Transit (ensure safe access to vehicles, consider buses if needed). ## Footnote Reference: Chapter 4, Section 4.3, Page 49, Paragraphs 503, 504, 505, 506, 507
41
Emergency Response Priorities (Example List)
1. Protect human life. 2. Prevent/minimize personal injury. 3. Reduce asset exposure. 4. Optimize loss control for exposed assets. 5. Restore normal operations quickly. Each org sets its own priorities. Setting priorities is responsibility of business risk owners. ## Footnote Reference: Chapter 4, Section 4.3.1, Page 49, Paragraphs 509, 510, 511, 512, 513
42
Principles for Protecting Life in Emergencies
Evacuation and shelter (move non-essential persons to safety); Personal protection (ensure those remaining are protected); Rescue and relief (provide support/assistance for injured). ## Footnote Reference: Chapter 4, Section 4.3.1, Page 50, Paragraphs 515, 516, 517
43
Principles for Preventing/Minimizing Injury in Emergencies
Design safety (eliminate conditions increasing injury likelihood); Training (prepare responders to avoid increased exposure). ## Footnote Reference: Chapter 4, Section 4.3.1, Page 50, Paragraphs 519, 520
44
Principles for Asset Protection/Restoration in Emergencies
Reduce Exposure (keep valuables from high-hazard locales, relocate if possible); Control Losses (rapidly deployable/supportable response systems); Restore Operations Quickly (relocate groups/functions, revise schedules, need current/accessible data). ## Footnote Reference: Chapter 4, Section 4.3.1, Page 50, Paragraphs 521, 522, 523, 524, 525
45
Emergency Evacuation & Shelter-in-Place Planning Considerations
Plan beyond sounding alarm/using nearest exit. Consider: primary/alternate exits; use for non-fire emergencies; notification method; evacuating individuals with disabilities; short-term (<1hr) / extended (>1hr) evacuation areas; inclement weather; accounting for personnel/visitors; status updates; transport; vehicle access. Practice using alternate exits/routes/assembly points regularly (e.g., blocking primary exits during drills). Drills essential for multi-story buildings (using stairs). Drills should replicate actual evacuation distances. Plan for shelter-in-place (when evacuation infeasible: HAZMAT, tornado, active assailant, earthquake) considering space, sanitation, food/water/lodging. Account for personnel with disabilities. ## Footnote Reference: Chapter 4, Section 4.4.1, Pages 51-52, Paragraphs 531, 532, 535, 536, 537, 538, 539, 540, 541, 542, 543, 544, 546, 547, 548, 550, 551, 552, 554, 555, 556, 558
46
Emergency Communications: Notification Systems
Plan needs method to warn occupants. Must be quick enough for appropriate action. Consider local codes (e.g., high-rises). Account for ambient noise/distance. Provide indoor/outdoor systems. Use existing systems indoors (e.g., PA). Outdoor options: bells, sirens, PA. Visual signals (lights) for high noise areas. Consider ADA requirements (placement, visibility, audibility). Ensure occupants know signals/actions. Test periodically with employees present. Electronic mass notification systems can speed alerts. ## Footnote Reference: Chapter 4, Section 4.5.1, Page 53, Paragraphs 560, 561, 562, 563, 564, 565, 566, 567, 568, 569, 570
47
Emergency Communications: Contacts & Interoperability
Interoperability (agencies communicating wirelessly) is key. Keep emergency service contacts readily available. Obtain private-line numbers if possible due to potential jamming. Program key numbers into CMT phones. Have alternate communication means (cell phones, extra lines, satellite phones) as systems may be overwhelmed. Use text messaging if calls fail (frees bandwidth). Wait 10 sec before redialing. Keep batteries charged/have adapters. ## Footnote Reference: Chapter 4, Section 4.5.2, Pages 53-54, Paragraphs 571, 572, 573, 574, 575, 577, 578, 580, 581, 582, 583
48
Emergency Shutdown Procedures
Assign specific responsibility to familiar personnel. Plan for rapid shutdowns as warnings may be short. Shutdown crews may be last to leave or stay; plan maximum protection (e.g., shelter). Keep crews small; drill fast procedures. Careful shutdown speeds recovery. ## Footnote Reference: Chapter 4, Section 4.6, Page 54, Paragraphs 584, 585, 586, 587, 588, 589
49
Emergency Restoration Procedures
Include in plan for easier/efficient recovery. Develop key recovery items list. Concentrate efforts; don't waste on unsaveable areas/equipment. Make painful decisions based on pre-emergency review establishing salvage priority. Evaluate replacement cost and operational impact of key assets. Prioritize facility structure survey post-emergency by engineering crew. Crew needs member competent in structural weakness recognition. ## Footnote Reference: Chapter 4, Section 4.6, Pages 54-55, Paragraphs 590, 591, 592, 593, 594, 595, 596, 598, 599, 600
50
Emergency Operations Center (EOC) / Crisis Management Center (CMC)
Identify location (physical or virtual) for directing response. Size/nature/location dictate EOC/CMC scope. Can be manager's office, conference room, dedicated center, or virtual. Control access physically or remotely. Designate alternate locations (in different building). Locations need space for CMT, redundant communications, backup power, independent water/sanitation. Plan for lodging/feeding if extended emergency. Document location/setup/access in plan. ## Footnote Reference: Chapter 4, Section 4.7.1, Page 55, Paragraphs 602, 603, 606, 607, 608, 609, 610, 611, 612, 613, 614
51
Command Management / Succession Planning
Ensure senior management rep always available. Plan for off-hours emergencies where contact/travel impossible. Senior manager present initially takes charge. Clearly define responsibilities/authority transfer. Maintain updated emergency contact list for key personnel (limit distribution). Succession lists can be sealed or recorded in plan. CEO may be responsible for lists. Emergency succession may differ from normal succession. Ensure board functionality/replacement if incapacitated (review bylaws/counsel). Use special state statutes if available. Ensure awareness of chain of command in government orgs. Essential in non-governmental orgs. ## Footnote Reference: Chapter 4, Section 4.7.2, Pages 56-57, Paragraphs 617, 618, 619, 620, 621, 622, 623, 624, 625, 626, 627, 628, 630, 631, 632, 633, 634, 635, 637
52
Coordinating with Emergency Response Agencies
Identify location, support capabilities, response conditions, response time, needs from org, contact methods, agreements. Determine if agency reps visited facility, participated in drills, or responded previously. Agencies should be aware of facility layout/peculiarities. Offer site assessments/security reviews. Conduct joint trainings if feasible. ## Footnote Reference: Chapter 4, Section 4.7.3, Page 57, Paragraphs 639, 640, 641, 642, 643, 644, 645, 646, 648
53
Planning for Emergency Medical Services (EMS)
Assess in-house medical support capabilities/availability. Provide adequate supplies for in-house support; plan for obtaining additional supplies. Decide on training employees in first aid/CPR vs. relying solely on local EMS (consult legal counsel on liability). Purchase AEDs, train staff. Contact local hospitals: determine capacity/treatment types. Plan transport: determine local ambulance availability, arrange with companies, plan backup using org vehicles. Designate space for triage (mass casualty). Designate space for temporary hospital facilities if needed. Plan ingress/egress routes for responders (consider elevators in multi-story). Plan for post-incident care (trauma counseling for victims, families, responders). ## Footnote Reference: Chapter 4, Section 4.7.4, Pages 57-59, Paragraphs 649, 653, 654, 655, 656, 657, 658, 659, 660, 661, 662, 663, 664, 665, 666, 667, 668, 669, 670, 672, 673, 674, 675
54
Security and Fire Protection Planning
Don't assume local services always available (impassable roads, insufficient personnel). Plan may need additional employees for security/fire duties; total self-sufficiency may be required temporarily. Distinguish between industrial (may have in-house fire/rescue) and nonindustrial facilities (typically notify/evacuate). Have local responders inspect facility regularly, familiarize with layout/hazards, provide contact info/floor plans. Survey neighboring installations for potential hazards. Invite law enforcement for tours, provide drawings, advise location of valuables, provide contacts. Plan for damaged physical security (fences, walls). Consider looting hazard; may need additional security personnel. Don't involve all security in disaster control; maintain asset/personnel protection. Plan personnel control (badges, passes, arm bands). ## Footnote Reference: Chapter 4, Section 4.7.5, Pages 59-60, Paragraphs 677, 678, 679, 680, 681, 682, 683, 684, 685, 686, 687, 688, 690, 691, 692, 693, 694, 695, 696
55
Training and Exercising Emergency Plans - Audiences
Crisis teams/responders: Highest level of training on roles/responsibilities (full plan). General personnel: Awareness of plan existence, training on relevant aspects (e.g., evacuation drills). Visitors: Awareness via signage or safety brief during check-in. ## Footnote Reference: Chapter 4, Section 4.8, Page 60, Paragraphs 698, 700, 701
56
Types of Emergency Plan Drills and Exercises
Tabletop exercises (strategic, operational, tactical); Public relations strategy (stakeholder outreach, community involvement); Evacuation/shelter-in-place drills (all employees); Walkthrough of plan/functions (selected personnel); Online training (knowledge-based, scenario-based); Full exercise (. ## Footnote Reference: Chapter 4, Section 4.8, Page 60, Paragraphs 702, 703, 704, 705
57
Types of Emergency Plan Drills and Exercises
Tabletop exercises; Public relations strategy; Evacuation/shelter-in-place drills; Walkthrough of plan/functions; Online training; Full exercise.
58
Purpose and Principles of Emergency Exercises
Reasons: Check workability; determine awareness/training level; evaluate comms adequacy; identify evacuation shortcomings. Exercises are rehearsals; avoid 'only a test' mentality.
59
Typical Parts of a Crisis Plan
Crisis management team; activation and escalation; command and management succession; recovery logistics and resources; communications.
60
Crisis Plan Activation and Escalation
Includes circumstances for activation; details on how team is notified; meeting location; escalation process.
61
Crisis Recovery Logistics and Resources
Equipment/support via dedicated emergency equipment, dual-use regular equipment, procurement, mutual aid. Plan external procurement details.
62
Crisis Communications Definition & Focus
Strategic focus on communicating messages about disruptive events and broader issues. Good working definition: effective comms using PR standards.
63
Challenges in Crisis Communications
Compressed time increases impact; importance of pre-prepared plan. Detractors are organized with messages ready.
64
Crisis Communications Program Elements & Team Roles
Program elements: planning, training, exercising, response, recovery. Roles include Senior Communications Advisor, Crisis Communications Team Lead, and Incident Command Staff.
65
Crisis Communications Plan (CCP) Content
Can be standalone or integrated; lists CCT members/roles; communications section for each scenario.
66
Crisis Communications Training
CCT members need training on deploying the CCP; annual comms training required.
67
Recovery Communications
Supports organization getting back to normal. CCT should plan recovery comms while still in response mode.
68
Family and Victim Support in Recovery
Can be challenging; designate organizational point of contact to keep families informed. Plan logistics for support.
69
Public Affairs and Media Relations in Recovery
Plan orderly release of information; ensure PR director is updated; avoid 'no comment'. Prepare for media logistics.
70
General Response to a Crisis (Initial Steps)
Threat management team coordinates response; oversee internal/external responders; establish perimeter.
71
General Response Pre-Incident Considerations
Determine threat team members; establish roles; create alert systems; conduct awareness training.
72
General Response Post-Incident Considerations
Immediate: life safety, accounting for individuals. Short-term: preserve crime scene. Long-term: post-incident debrief.
73
Inclement Weather Threats
Can affect property, people, assets. Response depends on location; maintain understanding of local patterns.
74
Inclement Weather Planning Considerations
Ensure participation of major stakeholders in planning.
75
Preparing for General Inclement Weather (Checklist)
Provide emergency notification; account for employees; top off fuel; confirm remote access; secure outdoor items.
76
After the Weather Event (Checklist)
Contact power company for updates; consider employee assistance; identify safe rooms.
77
Preparing for a Flood (Checklist)
Prevent chemical release; locate utility shut-offs; postpone deliveries; maintain inventory.
78
During a Flood (Checklist)
Send unneeded staff home; monitor media; evacuate when required.
79
Post-Flood Response (Checklist)
Check water supply safety; avoid floodwaters; implement disaster recovery plan.
80
Preparing for a Hurricane (Checklist - Facility)
Install shutters; evaluate roof integrity; remove hazardous branches; secure/raise utilities.
81
Preparing for a Hurricane (Checklist - Info & Contacts)
Protect important documents; designate crucial contacts; backup hard-to-reproduce docs.
82
Preparing for a Hurricane (Checklist - Supplies for Staffed Facility)
Battery radio; 3-day nonperishable food; 3-day water; first aid kit; flashlights.
83
What documents should be produced for emergencies?
Produce docs (insurance, contracts, tax returns); seal in waterproof containers onsite; save contacts/docs off-site.
84
What supplies are needed for a staffed facility during a hurricane?
Battery radio/TV; 3-day nonperishable food; 3-day water (1 gal/person/day); coolers; blankets/cots; first aid kit/manual; flashlights/batteries/light sticks; tool kit; camera; whistle/flare; tarps/tape; cleaning supplies; smoke alarms/fire extinguishers; generator; fuel; cash/cards/ID; emergency contact info.
85
What should be ensured for a winter storm preparation?
Ensure electrical restoration procedure; put snow removal firm on notice; ensure heating equipment operational; consider portable heaters; inspect roof drains; ensure storm windows effective; drain idle pumps/compressors; inspect boilers/controls; monitor building temp (>40°F/4°C); review comms plan; update contacts; use alert system; have central contact point during evacuation.
86
What actions should be taken during a winter storm?
Locate heaters, snow blowers, generators; keep driveways/walkways clear; let vulnerable faucets drip slightly to prevent bursting.
87
What considerations are there for extended utility loss?
Turn off unnecessary equipment; in freezing temps, consider turning off/draining fire sprinklers, standpipes, potable water lines, toilets; move/drain/heat equipment with freezable fluids; upon restoration, allow electronics to reach ambient temp before energizing; check water pipes for leaks after heat restored/water on.
88
What challenges are associated with earthquakes?
Unpredictable tremors risk injury; strong quakes create ongoing challenges; difficult to anticipate/predict impact; widespread impact means likely delay in public agency response; team membership should account for less supported recovery.
89
What structural/equipment preparations should be made for earthquakes?
Ensure sprinkler systems have sway bracing; bolt tall/heavy objects to floor/wall; strap sensitive/critical equipment; use seismic damping mats for movable equipment; base-isolate large equipment; mitigate other nonstructural hazards; strap water heaters, install flexible gas lines; consult structural engineer.
90
What personnel/training preparations should be made for earthquakes?
Train personnel in first aid/CPR; train personnel on emergency shutoff valve locations; encourage employees to keep emergency supplies.
91
What should be done during an earthquake?
Inside: Take cover under desk/table or against inside wall; hold on; move from windows/falling objects; don't run outside during shaking; evacuate after if damage apparent; avoid phone use; no open flames. Outside: Don't enter buildings; move clear of buildings; get on ground; watch for falling debris. Driving: Drive away from over/underpasses; stop safely; stay in vehicle.
92
What steps should be taken post-earthquake?
Account for employees; check for injuries; start rescue efforts; check building structural integrity; check for fires/damage; assess/rope off damaged areas; clean HAZMAT spills; turn off non-critical electrical if power out.
93
What are the key considerations for fire threats and planning?
Safety includes maintaining equipment, updating escape routes, eliminating hazards, employee evacuation training; wildfires require different planning; security is vital for planning evacuation protocols.
94
What are the planning considerations for medical emergencies?
Equip security/crisis teams to respond; plan needed for how to respond, where to direct responders, who to notify; identify/train building emergency response team.
95
What should be done during a medical emergency?
Call emergency number; provide info on the nature of emergency; don't move victim unless necessary; call trained personnel for assistance.
96
What actions should be taken after a medical emergency?
Investigate root cause; address hazards/safety concerns; deploy biological cleaning teams if needed.
97
What is the overview of HAZMAT incidents?
Many forms include chemical spills, gas leaks; requires multi-level approach; calling emergency services almost always required; need detailed plan to identify, mitigate, resolve.
98
What is the response checklist for a large chemical spill?
Immediately notify designated official; contain spill with available equipment; secure area, alert personnel; do not attempt cleanup unless trained.
99
What is the response checklist for a small chemical spill?
Notify emergency coordinator/supervisor; secure area if toxic fumes present; deal with spill per Safety Data Sheet instructions.
100
What is the definition and impact of a pandemic?
Pandemic: disease outbreak spreading across countries, affecting more people than epidemic; impacts ability to function by impairing staff, customers, suppliers.
101
What are the objectives of pandemic planning?
Reduce transmission among employees; maintain critical operations; minimize economic impact; maintain efficiency despite absenteeism.
102
What are the simplified WHO pandemic phases?
Phase 1: No new human virus subtype; Phase 2: Animal virus poses substantial risk; Phase 3: Human infections with new subtype; Phase 4: Small clusters with limited transmission; Phase 5: Large clusters, virus adapting; Phase 6: Pandemic with sustained transmission.
103
What are the pandemic planning assumptions?
Up to 40% workforce absenteeism projected; infected employees may need mandatory quarantine; high-risk employees may need to work from home.

Crisis Management (1 decks)

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