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In the unfortunate event of a large scale disaster, having the ability to functionally operate during an emergency, utilizing an integrated approach with all local stakeholders is of upmost importance.
ConceptDraw PRO diagramming and vector drawing software extended with Fire and Emergency Plans Solution offers large collection of various examples and templates for drawing the Emergency Plan of any complexity. Start with the exact template you need then customize to fit your needs with more than 10000 stencils and you will find that creating emergency plan and sample fire emergency plan is fun drawing process.
This sample was created in ConceptDraw PRO using the tools of Fire and Emergency Plans Solution and shows Fire Emergency Evacuation Plan. Great number of predesigned templates and sample fire emergency plan give you the good start for your own diagrams. All ConceptDraw PRO documents are vector graphic files and are available for reviewing, modifying, and converting to a variety of formats: image, HTML, PDF file, MS PowerPoint Presentation, Adobe Flash, MS Visio XML. Using ConceptDraw Solution Browser v2 you can navigate through ConceptDraw Solution Park, managing downloads and updates. In the previous articles in this series, we discussed risk assessment, the importance of establishing what risks and threats your business faces, how some of them can be prevented or avoided and how you should formulate and use an emergency plan. Surviving an emergency is only the first stage though, if your business is to continue in the long-term, you need to ensure that disaster recovery and business continuity are a high priority, from the moment that you become aware of a disaster, whether imminent or already taking place. Post-incident disaster recovery is an essential element in mitigating the effects of specific incidents, ensuring that operations are resumed as quickly as possible and before any secondary damage (to client lists or reputation) is incurred. Again, this should be an ongoing procedure, detailed in your emergency plan and with post-test and post-incident reviews feeding into improving the plan.
How do you maintain production or service provision if your main business location is out of action? The emergency plan should make clear what sort of down-time is acceptable before temporary measures are introduced, and how these are escalated. Particularly if there is going to be any lengthy disruption to your business, ensure that you keep your customers, suppliers, staff and contractors informed. To read the first article in this series, go to Emergency Preparedness Planning: Identifying the Key Stages of your Disaster Recovery Plan. Pin ItEmergency planning can seem overwhelming, so why not set aside just one hour each month to get prepared? In this series of blog posts, Deborah Tauscher, emergency preparedness coordinator at Mills-Peninsula, and Jim Schweikhard, Sutter Health Peninsula Coastal Region environmental health and safety manger, will share tips to help you prepare for disasters in easily manageable steps. Make signs that say “OK” and “HELP.” These can be placed in your window to quickly communicate with outside organizations responding to an emergency. Designate two emergency meeting places: One right outside your home and one outside your neighborhood, in case you cannot return home or are asked to evacuate your neighborhood.
Designate an out-of area contact for all members of the family to call in case of an emergency. Deborah Tauscher, emergency preparedness coordinator at Mills-Peninsula, and Jim Schweikhard, Sutter Health Peninsula Coastal Region environmental health and safety manger, contributed this blog post. About This BlogThis blog offers articles & general health tips from our medical experts to promote wellness. Threats and risks to Canadians and Canada are becoming increasingly complex due to the diversity of natural hazards affecting our country and the growth of transnational threats arising from the consequences of terrorism, globalized disease outbreaks, climate change, critical infrastructure interdependencies and cyber attacks.
A key function of the Government of Canada is to protect the safety and security of Canadians. Effective EM results from a coordinated approach and a more uniform structure across federal government institutions. A SEMP establishes a federal government institution's objectives, approach and structure for protecting Canadians and Canada from threats and hazards in their areas of responsibility and sets out how the institution will assist the coordinated federal emergency response. The development and employment of a SEMP is an important complement to such existing plans, because it promotes an integrated and coordinated approach to emergency management planning within federal institutions and across the federal government.
Federal government institutions in the early stages of developing a SEMP may find it useful to read the material in Sections One and Two, while other institutions with more established plans may wish to proceed directly to Section Three. Supporting templates and tools can contribute to effective emergency management planning and are provided with this Guide. The Emergency Management Planning Guide uses a step-by-step approach and provides instructions that are supplemented by the Blueprint and the Strategic Emergency Management Plan (SEMP) template provided in Annexes A and B, respectively.
The Emergency Management Planning Unit, Public Safety Canada, is responsible for producing, revising and updating this Guide.
The purpose of this Guide is to assist federal officials, managers and coordinators responsible for emergency management (EM) planning. The EM plans of federal government institutions should address the risks to critical infrastructure within or related to the institution's areas of responsibility, as well as the measures for protecting this infrastructure. The SEMP is the overarching plan that provides a comprehensive and coordinated approach to EM activities. Given this variety of EM planning documents, the distinctions between them are summarized in the following table.
A SEMP establishes a federal government institution's objectives, approach and structure for protecting Canadians and Canada from threats and hazards in their areas of responsibility, and sets out how the institution will assist the coordinated federal emergency response. It outlines the processes and mechanisms to facilitate an integrated Government of Canada response to an emergency and to eliminate the need for departments to coordinate a wider Government of Canada response. It includes 13 emergency support functions that the federal government can implement in response to an emergency. Operational plans may be based on all four pillars of EM planning, or focus on the specific activities of a single pillar. The National Strategy and Action Plan for Critical Infrastructure establishes a public-private sector approach to managing risks, responding effectively to disruptions, and recovering swiftly when incidents occur. Implementation of the Strategy will feature targeted and accurate information products, such as security briefings for each critical infrastructure sector. Emergency management (EM) refers to the management of emergencies concerning all hazards, including all activities and risk management measures related to prevention and mitigation, preparedness, response and recovery.
The Emergency Management Continuum is depicted in a wheel diagram where all four risk-based functions of emergency management are interconnected and interdependent in a system from prevention and mitigation to preparedness, response, and recovery. In the center of the wheel are the main elements that influence the development of a Strategic Emergency Management Plan (SEMP). Figure 1 highlights the four interdependent risk-based functions of EM: prevention and mitigation of, preparedness for, response to, and recovery from emergencies. The SEMP should ideally be reviewed on a cyclical basis as part of a federal government institution's planning cycle, as presented in Figure 2 below. This figure represents the optimal planning cycle federal institutions should consider for undertaking their emergency management planning activities. May: Senior Institutional Management reviews year-end reports from the previous year's activities.
September: Senior Institutional Management conducts mid-year check on progress of key performance objectives. February: Senior Institutional Management makes decision regarding the institution's strategic priorities for the upcoming fiscal year. This section of the Guide outlines a recommended approach for developing a tailored SEMP and is supported by a blueprint and a SEMP template provided in Annexes A and B, respectively. Please note that Step 5 is presented under Section Four: Implementing and Maintaining the SEMP.
Each step identifies inputs or considerations at the outset and concludes with the associated outputs.
This step involves starting the formal planning process in recognition of the responsibility to prepare a SEMP. Consider having members of the EM planning team designated by your institution's senior management. One of the most crucial steps in the EM planning process is to identify appropriate members for the EM planning team. Consider including a member of your institution's corporate planning area on the EM planning team in order to help align the EM planning cycle with the institution's overall business planning cycle.
Federal government institutions should consider identifying the range of experience and skill sets required in the EM planning team. The team members should have the skills and training required to adequately carry out their assigned duties.
The team members should have the skills and training required to adequately carry out their assigned duties.
The composition of the EM planning team will vary depending on institutional requirements; however, it is important that clear terms of reference (TOR) for the team be established and that individual assignments be clearly defined.
After the EM planning team has clear authority and direction, the next step is to review any relevant existing legislation and policies. Consider giving a team member the responsibility of analyzing the legislative and policy obligations applicable to the development of the SEMP. As noted in Section Two, the EM planning process should be carried out as part of an institution's overall strategic and business planning processes—this will support their alignment.
Developing the SEMP can be supported by a formal work or project plan to ensure that established timelines for plan development are met. As a next step, federal government institutions should consider developing a comprehensive understanding of the planning context. Additional supporting planning tools and templates as well as an EM glossary are provided in Annexes C and D, respectively.
An environmental scan involves being aware of the context in which an institution is operating so as to understand how it could be affected. As part of the environmental scan, the institution defines the internal and external parameters to be taken into account when managing the risk and setting the scope and risk criteria for the remaining risk assessment process. Additionally, federal government institutions are responsible for conducting mandate-specific risk assessments, including risks to critical infrastructure. The Planning Context is represented in a target diagram that consists of three circles representing the factors federal institutions should consider in order to understand the context in which it operates and how it could potentially be affected. The outer and middle circles represent the external context in which the institution seeks to achieve its objectives. Understanding the internal context is essential to confirm that the risk assessment approach meets the needs of the institution and of its internal stakeholders. Understanding the external context is important to ensure that external stakeholders, their objectives and concerns are considered. Consider reviewing your federal government institution's most current environmental scan, as well as the most current RCMP Environmental Scan (which can be found on the RCMP Web site), in order to develop a better understanding of pressures and issues facing your institution.
Once all documentation is identified, consider conducting a gap analysis to determine whether the institution is currently meeting its obligations as identified in Step 1.
During this process, consider conducting a full review and analysis of stakeholder documentation and reports.
An inventory of critical assets and services will assist the planning team in identifying the associated threats, hazards, vulnerabilities and risks unique to their institution.
If a business impact analysis (BIA) has already been completed for your federal government institution's BCP, this analysis can greatly inform your criticality assessment. When conducting a criticality assessment, it is important to be objective when prioritizing the importance of institutional assets, as not all assets are critical to an institution's operations. Adopting the current Treasury Board Policy related to material and asset management and coding criteria will help structure an effective approach.
A comprehensive but non-exhaustive list of hazards and threats relevant to the Canadian context can be found in Annex C, Appendix 3. Traditionally, a threat assessment is an analysis of intent and capabilities in the occurrence of a threat.
A vulnerability assessment looks at an inadequacy or gap in the design, implementation or operation of an asset that could enable a threat or hazard to cause injury or disruption. In order to identify vulnerabilities, an institution should first identify and assess existing safeguards associated with critical assets and activities.
Risk assessment is central to any risk management process as well as the EM planning cycle. The output of the risk assessment process is a clear understanding of risks, their likelihood and potential impact on achieving objectives. The all-hazards risk assessment (AHRA) process should be open and transparent while respecting the federal institution's context. In this section, risks translate into events or circumstances that, if they materialize, could negatively affect the achievement of government objectives. Once the institution's context is clearly understood (refer to the environmental scan in Step 2-1), the next step is to find and recognize hazards, threats and possibly trends and drivers, and to describe them in risk statements.
Risks can be identified though several mechanisms: structured interviews, brainstorming, affinity grouping, risk source analysis, checklists and scenario analysis.


A risk register or log is used to record information about identified risks and to facilitate the monitoring and management of risks. The objective of risk analysis is to understand the nature and level of each risk in terms of its impact and likelihood. Qualitative analysis is conducted where non-tangible aspects of risk are to be considered, or where there is a lack of adequate information and the numerical data or resources necessary for a statistically significant quantitative approach. Consider consulting your institution's subject matter experts when evaluating quantitative likelihood through historical data, simulation models and other methods. Consequences can be expressed in terms of monetary, technical, operational, social or human impact criteria.
The purpose of risk evaluation is to help make decisions about which risks need treatment and the priority for treatment implementation.
Risk criteria are based on internal and external contexts and reflect the institution's values, objectives, resources and risk appetite (over-arching expression of the amount and type of risk an institution is prepared to take). Risks can be prioritized by comparing risks in terms of their individual likelihood and impact estimates. The risk-rating matrix allows for decisions to be made about which risks need treatment and the priority for treatment implementation. Risk treatment options can be prioritized by considering risk severity, effectiveness of risk controls, cost and benefits, the horizontal nature of the risk, and existing constraints. Consider gathering a list of institutional risks and cross-referencing the existing plans (as identified in Step 2-1c) that address each risk. This step will contribute to the concept that sound EM decision-making can be based on an understanding and evaluation of hazards, vulnerabilities and related risks. This step focuses on developing an informed EM approach for your institution based on the four pillars of EM.
Each institution should establish an EM governance structure to oversee the management of emergencies. In identifying members of your institution's EM governance structure, keep in mind the relationship between your institution's mandate and the four pillars of EM.
It is important that the planning team confirm the strategic priorities of the institution and of senior management so that they can be reflected in the SEMP. Consider developing an overview of these priorities and identifying potential areas for attention given risk probabilities and vulnerabilities.
The planning team should aim to clearly identify the planning constraints and institutional limitations that will influence the SEMP building blocks and the subsequent development of the SEMP. The cross-reference table of existing plans by identified institutional risks provided in Annex C, Appendix 4, can assist in cross-referencing your most prevalent risks and the tools in place to address them (such as existing plans). A SEMP should inform each federal government institution's overall priorities and tie into its business and strategic planning activities. The objective of planning activities associated with prevention and mitigation efforts is to reduce risk. The objective of planning activities associated with preparedness is to have an effective and coordinated approach to EM and operational readiness.
Federal government institutions should consider personnel surge capacity requirements in their plans to support sustained operations, as well as the ability to react to any additional hazard or event that may occur while the response and recovery operations are taking place.
The objective of planning activities associated with institutional responses to changing threats, hazards or specific incidents is to have an effective and integrated response in accordance with established strategic priorities. Think about engaging your communications branch so that they are aware of internal and external communications requirements.
The objective of planning activities associated with the recovery component of EM is to provide for the restoration and continuity of critical services and operations. Once the event is over and response operations are completed, federal institutions should participate in any whole-of-government reviews as appropriate. The SEMP establishes a federal government institution's objectives, approach and structure for protecting Canadians and Canada from threats and hazards in their areas of responsibility, and sets out how the institution will assist the coordinated federal emergency response. The primary purpose of UBL E-Commerce is to secure customers’ financial information, employees’ working directories and life safety.
Founded in 2004, with the aim to provide buying and selling facilities to the existing consumers of UBL over the internet. UBL Net Banking (NB) is Pakistan’s first E-Commerce Portal provided by any financial institution. This is a strategic product that offers the consumer to use UBL Orion from all over the Pakistan without using any computer or even mobile. Emergency response plan is the immediate response, which is performed to the occurred incident. The response procedure of ERP should include the protection of employees first, containment of the incident second and assessment of the situation third.
ERP should include the lists of roles and responsibilities, tools and equipment, resources, actions and procedures. CMT is responsible for making high-level decisions, which might be related to the internal staff, external staff, vendors and contractors. An Incident Response Team is established to provide a quick, effective and orderly response to computer related incidents such as virus infections, hacker attempts and break-ins, improper disclosure of confidential information to others, system service interruptions, breach of personal information, and other events with serious information security implications. The Incident Response Team is authorized to take appropriate steps deemed necessary to contain, mitigate or resolve a computer security incident. The Incident Response Team will subscribe to various security industry alert services to keep abreast of relevant threats, vulnerabilities or alerts from actual incidents. The immediate actions that should be executed in any of the above emergency are given below. The Emergency Response and Disaster Recovery Team is a single team that would address the immediate first response as well as long term needs during an emergency. The Emergency Response and Disaster Recovery Team, includes a Fire Warden, Deputy Fire Wardens and Searchers, and act as a first response to an immediate emergency that affects the safety and well being of staff.
Security Focal Points are the primary contacts with UBL Security and Fire and Safety regarding emergency conditions and information.  The Security Focal Points and alternates are also designated with updating and maintaining information concerning the Emergency Plan and related activities. In the event of fire or fire alarm, ascertain the location of the fire and direct the evacuation of the floor in accordance with directions received from the Fire Command Station via the loudspeakers. The security system includes closed circuit television (CCTV) cameras, door contacts, magnetic locks, and perimeter and interior motion detectors.
You disaster plan should include insurance, which will protect your equipment, furniture, and office space. Here’s a link to a great list of 6 tools for preparing your law firm for a disaster (and here). Fire emergency plan, fire exit plan, fire evacuation plan are widely used in hospitals, hotels, business centers, etc. You can easily rotate, group, align, arrange the objects, use different fonts and colors to make your diagram exceptionally looking. You can access libraries, templates and samples directly from the ConceptDraw Solution Browser.
Can you arrange alternative supplies or production facilities, or can key activities be conducted by staff working from home? For example, disruption of manufacturing, lectures or the sales team of up to 24 hours may be acceptable, but for any longer, you will need to consider relocating the activity. In an emergency, people will pull together, and a customer who understands the nature of the disaster that you suffered and is being kept informed on the supply situation is more likely to remain a customer than one who has no idea what is happening or when supply might resume.
You not only have to marshal your staff and other resources, but you need to keep everyone informed if you are to retain their trust and business. To read the 2nd article in this series, go to Emergency Preparedness Planning 2: Risk Assessment.
Include your meeting places on your emergency contact card and keep this with you for reference. Let this person know that he or she is the central contact for information gathering, so he or she can let you know where other family members are and how they are. Emergencies can quickly escalate in scope and severity, cross jurisdictional lines, take on international dimensions and result in significant human and economic losses.
Federal government institutions are increasing their focus on emergency management (EM) activities, given the evolving risk environment in their areas of responsibility. This is why Public Safety Canada has developed this Emergency Management Planning Guide, which is intended to assist all federal government institutions in developing their all-hazards Strategic Emergency Management Plans (SEMPs).
Many federal government institutions already have specific planning documents or processes to deal with aspects of emergency management that relate to their particular mandates; many also have a long track record of preparing and refining BCPs. An All-Hazards Risk Assessment Framework and associated tools are also under development and will be included in a subsequent version of the Guide. As a matter of process, the Emergency Management Planning Guide will be reviewed annually or as the situation dictates, and amendments will be made at that time.
The Guide includes a Blueprint (see Annex A), a Strategic Emergency Management Plan (SEMP) template (see Annex B), and supporting step-by-step instructions, tools and tips to develop and maintain a comprehensive SEMP—an overarching plan that establishes a federal government institution's objectives, approach and structure, which generally sets out how the institution will assist with coordinated federal emergency management, including response. As such, federal institutions are to base EM plans on mandate-specific all-hazards risk assessments, as well as put in place institutional structures to provide governance for EM activities and align them with government-wide EM governance structures. It reflects leading practices (such as those provided by the International Organization for Standardization (ISO) and Canadian Standards Association) and procedures within the Government of Canada, and should be read in conjunction with the Federal Emergency Response Plan, the Emergency Management Framework for Canada and the Federal Policy for Emergency Management. It should integrate and coordinate elements identified in operational plans and business continuity plans (BCPs). Each of these functions addresses a need that may arise before or during an emergency.
It is intended that governments and industry partners will work together to assess risks to the sector, develop plans to address these risks, and conduct exercises to validate the plans.
This work at the sector level will inform, and will be informed by, work at the organizational level such as EM plans and their component parts.
Those elements are as follows: Environmental Scan, Leadership Engagement, All-Hazards Risk Assessment, Training, Exercise, Capability Improvement Process, and Performance Assessment.
These functions can be undertaken sequentially or concurrently, and they are not independent of each other. In order to effectively depict the cycle, the four seasons are placed in a wheel diagram showing how spring, summer, fall, and winter are interconnected and continuously flow into one circle.
The upcoming year's critical objectives are indentified with input from the various Working Groups and the appropriate Business Lines.
Emergency Management resource requirements should be identified as early as possible to integrate into plans.
Inputs should ideally be assembled, reviewed and well understood prior to engaging in each distinct planning activity as they form an important foundation for the work to be completed.
The SEMP should be central to the federal government institution's EM activities and provide clear linkages for integrating and coordinating all other intra-departmental and inter-departmental emergency management plans.
The size and composition of the team may vary between federal government institutions; however, the planning team should ideally have the skill and experience necessary to develop the SEMP. This team should be established under the authority of the institution's governance framework and have clear directions, including objectives. Training is available to address EM requirements at the Canadian Emergency Management College (CEMC) and the Canada School of Public Service.
Training is available to address EM requirements at the Canadian Emergency Management College (CEMC) and the Canada School of Public Service. These TOR can identify the responsibilities assigned to each team member and the requirements to allow that member to carry out the assigned function.
This is also an ideal time to involve institutional legal advisors to determine whether legislative requirements are being met.
Update the analysis regularly, as legislation and policies can change and have an influence on the scope of your SEMP. After completing the above steps, the planning team should consider developing a detailed work plan that includes a schedule with realistic timelines, milestones that reflect the institutional planning cycle, and a responsibility assignment matrix with assigned tasks and deadlines.
It entails a process of gathering and analyzing information and typically considers both internal and external factors (see Figure 3: The Planning Context for additional information on the factors to consider). It sets the time, scope and scale and contributes to adopting an approach that is appropriate to the situation of the institution and to the risks affecting the achievement of its objectives.
The key to any emergency planning is awareness of the potential situations that could impose risks on the organization and on Canadians and to assess those risks in terms of their impact and potential mitigation measures.
It is the environment in which the institution operates to achieve its objectives and which can be influenced by the institution to manage risk. If gaps are identified, these should ideally be gathered and presented as part of Step 3 when developing the EM Planning Framework and confirming the institution's strategic EM priorities.
Assets can be both tangible and intangible and can be assessed in terms of importance, value and sensitivity.


All available threat assessments should ideally be reviewed by analyzing the assessment's evaluation of hostile capability, intentions and activity, the environment influencing hostile and potentially hostile groups, and environmental considerations, including natural, health and safety hazards.
For further information, you may wish to consult the Canadian Disaster Database, which contains detailed disaster information on over 900 natural, technological and conflict events (excluding war) that have directly affected Canadians over the past century. A threat awareness collection process should ideally link to the federal institution's information requirements and available resources. As appropriate, more specific terrorist threat and hazard information can be obtained from ITAC.
With respect to known threats and hazards, a vulnerability exists when there is a situation or circumstance that, if left unchanged, may result in loss of life or may affect the confidentiality, integrity or availability of other mission-critical assets. It is a formal, systematic process for estimating the level of risk in terms of likelihood and consequences for the purpose of informing decision-making. It provides improved insight into the effectiveness of risk controls already in place and enables the analysis of additional risk mitigation measures. A risk assessment should generate a clear understanding of the risks, including their uncertainties, their likelihood and their potential impact on objectives. It should be tailored to the institution's needs and should identify any limitations such as insufficient information or resource constraints. Risks should be described in a way that conveys their context, point of origin and potential impact. Characterization of risks should use an appropriate breadth and scope; it can be difficult to establish a course of action to treat risks if the scope is too broad, while a scope that is too narrow will create too much information, thereby making it difficult to establish priorities. A risk register will typically describe each risk, assess the likelihood that it will occur, list possible consequences if it does occur, provide a grading or prioritization for each risk, and identify proposed mitigation strategies.
Probabilistic methods provide more information on the range of risks and can effectively capture uncertainty, but require more data and resources. It is usually used for analyzing threats with less tangible intent (judgements on terrorism, sabotage, etc.).
Subject matter experts can also assist in evaluating likelihood from a qualitative perspective, for instance by using a Delphi technique (a group communication process for systematic forecasting). Additional information on analyzing likelihood and impact is provided in the Treasury Board Integrated Risk Management Framework Guidelines.
Prioritization can be shown graphically in a logarithmic risk diagram, risk-rating matrix or other forms of visual representations. In order to prioritize risks, comparison is made based on their likelihood and impact estimates. Treatments that deal with negative consequences are also referred to as risk mitigation, risk elimination, risk prevention, risk reduction, risk repression and risk correction. These treatment options, forming recommendations, would be used to develop the risk treatment step in the risk management or emergency management cycle. A sample cross-reference table of existing plans by identified institutional risks is provided in Annex C, Appendix 4. The resulting SEMP building blocks will reflect strategic priorities—the desired balance between developing measures that respond to emergencies versus mitigating the risk.
The EM planning governance structure may include representatives of an institution's senior management team, from all functional areas (such as programs) and all corporate areas (including communications, legal services and security). It is also crucial that roles and responsibilities, lines of accountability and decision-making processes be aligned and well understood by all concerned. For example, an institution can be constrained by the availability of training for EM planning team members and by the number of EM positions they have staffed. A further cross-referencing can then be undertaken with the four pillars of EM to help target specific activities in one or more of the following areas. The ICS helps to promote clear lines of authority, is scalable to large or small events, and is widely used by first responders such as police or fire departments in various jurisdictions. The cross-reference table provided in Annex C, Appendix 5, as stated above, can serve as a tool to complete this task.
It should be strategic and be designed to have safeguards and processes to trigger appropriate actions in response to changing threats and hazards, as well as in response to specific incidents and events. The basis of ERP is the risks, which is identified by the company during risk assessment phase. Various roles and responsibilities should be defined for each member of the team and each team member should receive specific training according to their concerned roles and responsibilities. It is also responsible for determining the most appropriate responses to situations as they occur.
The Incident Response Team’s mission is to prevent a serious loss of profits, public confidence or information assets by providing an immediate, effective and skillful response to any unexpected event involving computer information systems, networks or databases.
The Team is responsible for investigating suspected intrusion attempts or other security incidents in a timely, cost-effective manner and reporting findings to management and the appropriate authorities as necessary.
Make sure that everyone has arrived there safely; use attendance register to count the employees. With cloud computing services and cloud storage, there is no excuse for not having adequate data backup methods. Many law firms and insurance companies offer help to members in creating their disaster plans.
How long will particular locations be out of action, what can be salvaged and relocated to a temporary work site etc.? To read the 3rd article in this series, go to Emergency Preparedness Planning 3: Continuity Planning.
Remember in a disaster it may be difficult to get a call through initially, be patient and persevere.
EM can save lives, preserve the environment and protect property by raising the understanding of risks and by contributing to a safer, more prosperous and resilient Canada. It does not lay out the requirements for preparing related EM protocols, processes, and standard operating procedures (SOP) internal to the institution; however, these should be developed in support of the SEMP and related plans. As outlined in the Preface, many federal government institutions already have specific plans or processes to deal with aspects of emergency management; many also have a long track record of preparing and refining BCPs, which endeavour to ensure the continued availability of critical services. Each season has its own wheel quadrant describing the activities usually undertaken in each month of the year. Planning can be triggered by the EM planning cycle or it can be initiated in preparation for, or in response to, an event that is induced either by nature or by human actions.
Consideration should be given to having representation from several program and corporate areas, including (if applicable) regional representation.
Those federal government institutions that have mandated emergency support functions (ESFs) under the FERP should have these clearly identified.
Notwithstanding the blueprint provided, this step is not proposed as a linear process, but rather as a set of related components and activities that can be undertaken in the sequence that best suits the institution. Scanning can be done on a regularly scheduled basis, such as annually, or on a continuous basis for environmental factors that are dynamic or that are of greatest interest to the institution. The following diagram illustrates the external and internal environmental factors to consider.
This process will add the extra assurance that your institution is linked in with partner agencies and others to assist in developing the broader environmental picture and in identifying EM-related interdependencies. Each institution has its own strategic and operational objectives, with each being exposed to its own unique risks, and each having its own information and resource limitations. An all-hazards approach to risk management does not necessarily mean that all hazards will be assessed, evaluated and treated, but rather that all hazards will be considered. The aim is to generate a comprehensive list of risks based on those events that might prevent, degrade or delay the achievement of objectives. Risks should be realistic, based on drivers that exist in the institution's operating environment. It can be a useful tool for managing and addressing risks, as well as facilitating risk communication to stakeholders.
Descriptive scales can be formed or adjusted to suit the circumstances, and different descriptions can be used for different risks. Risk evaluation is the process of comparing the results of the risk analysis against risk criteria to determine whether the level of risk is acceptable or intolerable. The one most commonly used is the risk matrix (Figure 4), which normally plots the likelihood and impact on the x- and y-axes (the measured components of risks). Similarly, certain assumptions will be made that influence the development of the SEMP building blocks. Although planning considerations will vary from institution to institution, the following identifies the most common planning considerations associated with the four pillars of EM planning. For example, if fire breaks out, the emergency response to this incident is to evacuate the building, call the fire department and in the meanwhile try to control the fire by the use of fire extinguisher.  There may be several kinds of risks that could occur and they may also require emergency response plan.
The leader of the ERT is responsible for coordination and activation of the emergency response and also for notification to the concerned authorities.
Clio, a cloud-based law practice management provider, is hosting a disaster preparedness webinar.
All these need to be considered and you need to think about emergencies not only affecting you directly, but also your suppliers, shippers or customers.
To read the 4th article, go to Emergency Preparedness Planning 4: Disaster prevention and avoidance. Remember your cell phone might not work in a disaster, so don’t rely on storing all your emergency numbers there. EM planning, in particular, aims to strengthen resiliency by promoting an integrated and comprehensive approach that includes the four pillars of EM: prevention and mitigation, preparedness, response and recovery. In addition, there are other existing EM planning documents and initiatives that apply to a range of federal government institutions, such as the Federal Emergency Response Plan (FERP) and deliverables under the National Strategy for Critical Infrastructure.
This is also an ideal time to develop an initial budget for such items as training, exercises, research, workshops and other expenses that may be necessary during the development and implementation of the SEMP. Stakeholders may include First Nations, emergency first responders, the private sector (both business and industry), and volunteer and non-government organizations.
This part of the process consists of three main activities: risk identification, risk analysis and risk evaluation. It involves the identification of risk sources, areas of impact, events and their causes, as well as potential consequences. A risk portfolio or profile can be created from the register, helping to compile common risks in order to assess interdependencies and to prioritize groups of risks.
Existing controls, the cost of further risk treatment and any policy requirement implications are considered when deciding on additional mitigation measures. Based on a risk diagram or rating matrix, a clustering of risks can be shown, leading to decisions on priorities.
The aim is to develop a SEMP that integrates and coordinates elements identified in hazard-specific plans and BCPs. For example, an assumption might be made that the resources required to develop the SEMP will be paid out of the current fiscal year's budget.
It is better to create common checklist for all risks rather than to create separate ERP for every risk. The leader of the ERP should also be a member of the Crisis Management Team and should report the team through out the emergency response. You may be well protected against a blizzard, but will your students still be able to get through, can you still get your products out, or if you are in the power industry, can you cope with the increased demand for heating etc.? Institutions may choose to assess a portfolio of risks, as opposed to specific individual risks, which enables a holistic review of risk treatment decisions. Information can be gleaned from historical data, theoretical analyses, and informed and expert judgements.
Qualitative analysis is often simpler, but also results in high uncertainty in the results.
Such a plot can help establish acceptable or intolerable risk levels, and establish their respective actions.
Even a simple water break, roof leak, or break-in, could have catastrophic effects on your own law practice. You’ll need to register online for the event, but this should be a great way to get started. I hesitated signing up for another marketing gimmick, but after the recent tornadoes, I’m attending.




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