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Emergency planning should aim where possible to prevent emergencies occurring, and when they do occur, good planning should reduce, control or mitigate the effects of the emergency. Emergency planning is a systematic and ongoing process, preparing organisations,such as district councils for the response to, and recovery from emergencies. Bob Zettel is the Manager and a Senior Consultant with the Consulting Services Division of The Manuel Lujan Agencies.
MLA’s Business Continuity Planning Process prepares you to reopen your doors quickly after a loss, no matter how large or small.
Emergency Management – How are you going to keep your people safe, during and after an event?
SPRING QUARTER 1997 Pierce College receives 18 bomb threats, nearly crippling its late afternoon and evening programs. APRIL 20, 1999 12 Students and 1 Instructor are killed during the Columbine High School massacre. PIERCE RESPONDER SYSTEM (PRS) The PRS is a collaborative effort between public schools, police, and fire departments within Pierce County that provides first responders access to detailed information about facilities long before they arrive on site. M ail System x Unfortunately the mail system has become an easy means to inflict fear upon the people of our nation. Process for opening m ail x Limit possible exposure by having one person open incoming mail for entire office. W hat to look for x Be alert to packages without a return address or any unexpected parcels. Safety First If you are suspicious of a m ailing and are unable to verify the contents w ith the addressee or sender: 1. Safety First If a letter or package containing potentially suspicious m aterials is opened:1. In the previous articles in this series, we discussed risk assessment and the importance of establishing what risks and threats your business faces in order to be able to properly address them and minimize casualties and disruption. After conducting a risk analysis, you should have a list of risks, with a calculation (likely cost X probability) indicating the potential threat each represents.


The first stage in drawing up your continuity plan is to rank the risks by the assessed threat, from the highest score down to lowest.
For each threat, you need to consider three possible options: Avoidance, Mitigation or Discounting.
As well as considering how to address each risk, you also need to consider how any incident involving that risk would be escalated and de-escalated, and how to handle the threat based on its level of severity. It is never too early in the business continuity planning process to consider a mass notification system.
To read the first article in this series, go to Emergency Preparedness Planning: Identifying the Key Stages of your Disaster Recovery Plan. Volume 2 of the NSPF® Aquatic Management Series, Emergency Response Planning, builds upon the lessons of risk management from Volume 1 and provides in-depth guidance on aspects of Emergency Response Plans. It is a systematic, ongoing process which should evolve and develop as lessons are learnt and circumstances change.
It starts with establishing a risk profile to determine what should be the priorities for developing plans, and ends with review and revision which then restarts the whole cycle (see diagram).  Plans will be amended as a result of new guidance, lessons learnt from exercises or emergencies or a lowering of the risk for which they were developed.
If you interesting in "EMERGENCY MANAGEMENT PLANNING" powerpoint themes, you can download to use this powerpoint template for your own presentation template. Resist the temptation to tackle threats out of order; higher scoring risks may not offer the prospect of glamorous investment projects, or in many cases, seem particularly scary. We will explore avoidance and mitigation in future articles, but it is worth considering which, if any risks can be discounted. It is almost certain that when brainstorming risks a number of extremely implausible ones will be identified.
For example a key staff member unexpectedly taking maternity or long-term sick leave is almost certainly one of the most likely risks you will have to consider. Certain risks might, when you consider them in detail, require exactly the same counter-measures already proposed for something else.
You may not have all mitigation measures in place, but the plan can serve as a checklist and progress report for such actions.


You might be able to brainstorm with staff and other contacts in regular meetings, but for remote sales staff and customers, face-to-face discussions might not be possible. You will certainly need one to maintain contact during an emergency, but it can also be extremely beneficial in optimizing your risk analysis process and, as we will see in later articles, can help mitigate or even avoid some emergencies. To read the second article in this series, go to Emergency Preparedness Planning 2: Risk Assessment. We recommend that you register for a free online demonstration of Regroup’s powerful, secure and easy-to-use mass notification and emergency messaging system or for more information, case studies and white papers about how Regroup helps in meeting your day-to-day and emergency communications needs. For viewing only, you can play with our flash based presentation viewer instead of downloading the ppt file. You are now in a good position to start considering each threat and what could be done to minimize their impact, or avoid them entirely. But, keep in mind the combination of likelihood and consequences mean that they should be addressed first. However, your business may well have career planning or other personnel policies which mean that this risk can safely be discounted.
The particular risk may need to be identified separately in the business continuity plan to avoid any confusion, but there is no need to spend any more time on mitigation or avoidance measures. The important thing is to get the risks recorded and secure agreement from everyone to the emergency response and disaster recovery measures outlined in the plan.
To read the 4th article, go to Emergency Preparedness Planning 4: Disaster prevention and avoidance. The North Worcestershire District Councils have developed a number of generic emergency plans that we will use to co-ordinate resources and respond to emergencies affecting the North Worcestershire area. Our Emergency Planning staff are trained and able to respond promptly and effectively to a major incident.



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