Flood risk management policies have evolved significantly in various European countries during the last two decades.
If staying in Pinellas seems like a good decision, plan ahead to find safe shelter by asking friends, relatives or coworkers if they are willing to host you and your family during a storm or find a hotel or motel in the area in a non-evacuation zone. An important thing to remember is that flood losses are not covered by homeowners insurance policies.
Civil protection authorities need guidance in order to establish comprehensive emergency plans for tsunami-prone communities. Other constraints, obviously, apply when reflecting on the number of persons that a vertical shelter building may host; moreover such a building should also provide with sufficient sanitary facilities in order to provide acceptable shelter for the time of the flooding.
SCHEMA (Scenarios for Hazard induced Emergencies Management) was a FP6-funded research project worked out in the period 2007- 2010 by a consortium of 11 partners led by Geosciences Consultants. The work has mainly been aimed at identifying the conditions that led, in a given situation, to an effective response to the flood incident or, on the contrary, to a catastrophe. The green areas on the map to the right are high enough to not be impacted by surge flooding from any hurricane. Each flood zone designation, represented by a letter or letters, tells homeowners exactly what the risk is for flooding at their property over a period of years, regardless of the cause.
The latter, in particular, could easily make an evacuation plan obsolete which, in turn, requires a restart of the whole evacuation plan generation procedure. Evacuation is usually done on basis of well developed evacuation plans that operate on a given topography.
The flow of debris brought forward and left behind by tsunami waves is also of importance as evacuation may be tampered and rescue operations may be hindered dramatically.
The paradigm of attempting to reduce the flood risk as much as possible purely through structural measures has progressively been overtaken by a more holistic approach to flood risk management. The management of the residual risks has become priority for natural hazards such as floods. Business Continuity Planning Process Diagram - Text VersionWhen business is disrupted, it can cost money. Based on the findings from incident response activities, the next step is to determine if disaster recovery plans should be launched, and which ones in particular should be invoked.
A section on plan document dates and revisions is essential, and should include dates of revisions, what was revised and who approved the revisions. Once the plan has been launched, DR teams take the materials assigned to them and proceed with response and recovery activities as specified in the plans. These are essential in that they ensure employees are fully aware of DR plans and their responsibilities in a disaster, and DR team members have been trained in their roles and responsibilities as defined in the plans. If DR plans are to be invoked, incident response activities can be scaled back or terminated, depending on the incident, allowing for launch of the DR plans. This section defines the criteria for launching the plan, what data is needed and who makes the determination. Technology DR plans can be enhanced with relevant recovery information and procedures obtained from system vendors. If your organisation already has records management and change management programmes, use them in your DR planning. Included within this part of the plan should be assembly areas for staff (primary and alternates), procedures for notifying and activating DR team members, and procedures for standing down the plan if management determines the DR plan response is not needed.
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.
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. Given this variety of EM planning documents, the distinctions between them are summarized in the following table. 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. This step involves starting the formal planning process in recognition of the responsibility to prepare a SEMP. 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. Additional supporting planning tools and templates as well as an EM glossary are provided in Annexes C and D, respectively.
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. As an example of Business Continuity Plan Sample this plan of action signifies the actual organization dedication in order to reaction, resumption, recuperation, as well as repair preparing.
Learn how to develop disaster recovery strategies as well as how to write a disaster recovery plan with these step-by-step instructions. In addition to using the strategies previously developed, IT disaster recovery plans should form part of an incident response process that addresses the initial stages of the incident and the steps to be taken.
Important: Best-in-class DR plans should begin with a few pages that summarise key action steps (such as where to assemble employees if forced to evacuate the building) and lists of key contacts and their contact information for ease of authorising and launching the plan. 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 should integrate and coordinate elements identified in operational plans and business continuity plans (BCPs).
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. These treatment options, forming recommendations, would be used to develop the risk treatment step in the risk management or emergency management cycle.
Located at the end of the plan, these can include systems inventories, application inventories, network asset inventories, contracts and service-level agreements, supplier contact data, and any additional documentation that will facilitate recovery.
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. And since DR planning generates a significant amount of documentation, records management (and change management) activities should also be initiated.
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. The aim is to develop a SEMP that integrates and coordinates elements identified in hazard-specific plans and BCPs.
The Ontario Mass Evacuation Plan is a supporting plan to the Provincial Emergency Response Plan (PERP). This plan supports the agreement between the Governments of Ontario and Canada (through the Department of Aboriginal Affairs and Northern Development Canada) to provide emergency response support to First Nation communities in the province. An EMO planning team in consultation with non-governmental organizations, provincial and federal partners developed the plan. Potential threats to the communities and emergency responders are critical in determining the urgency of the evacuation and for planning resource mobilization. When planning for the return of evacuees, the number and location of host communities, and the distance to evacuated communities are key planning considerations. OIC ministries routinely monitor conditions in the province according to their assigned type of emergency.
Uncertainty in real-time threat assessment is unavoidable, which is why persons with appropriate knowledge of the threat causing the emergency should be involved in the assessment. During emergencies, the PEOC links with the local community and the OIC ministry acting as provincial lead to coordinate real-time threat assessment information. Alerting other emergency responders in the province, including non-governmental organizations, that they may be requested to provide assistance.
Information technology in the far north is not universally accessible and may be further compromised by the nature of the emergency. The PEOC should begin contingency planning with partners for longer-term evacuations if it appears likely that evacuees will be displaced from their community for longer than the period discussed below. It is a provincial coordination plan outlining how Ontario would coordinate its response and collaborate with federal and municipal governments, First Nations, non-governmental organizations, and ministry partners. A detailed action plan that addresses the specific scenario, hazard, and threat will still be required.
If the evacuation is for one or a few communities, planning may be restricted to movements within the same general geographic area. If an authorized entity decides on a partial or complete community evacuation, the community should declare an emergency.
In widespread evacuations, emergency information may need to be coordinated amongst all involved partners.


Emergency planners should assess proposed facilities based on location, capabilities, capacity, accessibility, and resources, as well as how they would route evacuee traffic.
In many parts of Europe work on flood incident management has tended to focus on post event surveys, generally conducted after extreme events, that have focussed on human and organisational aspects.
The flood zones and evacuation zones are determined by different methods and have different purposes.
Remember, emergency managers are counting on you to be prepared and do the right thing to keep yourself and your family out of dangerous situations.
A tsunami evacuation plan is a plan that will be invoked if a tsunami alarm has been triggered. Mid-term maintenance of an existing evacuation plan consists in constantly checking the availability as well as the accessibility (including the escape routes) of horizontal and vertical shelters. It is now widely acknowledged that flood risk cannot be completely eliminated through structural measures (e.g.
A home may be located in a non-evacuation zone, yet still be located in a flood zone because of a nearby stream or pond.
This work has clearly shown, among other conclusions, the necessity of preparedness and of the need for the enhancement of flood event management plans.
Hence, as basic input to the generation of tsunami evacuation plans, the expected flooded areas and the expected maximum wave height in these areas will be exploited in order to define the maximum number of affected persons and the time constraints to evacuate these persons onto safe areas.
Hence a valid instance of an evacuation plan is created step by step, including more and more vertical shelter buildings into the plan [Scheer et al., 2011]. The more technical aspects linked to the scope and the content of these plans, as well as to the technical tools needed for their enhancement has not been studied until now. In particular and prior to their inclusion within an evacuation plan, vertical shelters (buildings, platforms) have to successfully pass damage scenarios that check their stability during a tsunami.
Once your disaster recovery strategies have been developed, you’re ready to translate them into disaster recovery plans. The more detailed the plan is, the more likely the affected IT asset will be recovered and returned to normal operation. Check with your vendors while developing your DR plans to see what they have in terms of emergency recovery documentation. This strategy requires ensuring telecommuters have a suitable home work environment and are equipped with or have access to a computer with required applications and data, peripherals, and a secure broadband connection.In an emergency, space at another facility can be put to use.
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. The purpose of this Guide is to assist federal officials, managers and coordinators responsible for emergency management (EM) planning. Operational plans may be based on all four pillars of EM planning, or focus on the specific activities of a single pillar. 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. Consider having members of the EM planning team designated by your institution's senior management. 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. 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. Risk assessment is central to any risk management process as well as the EM planning cycle. The actual [Name of Nonprofit] Business Continuity Plan is supposed to supply the construction with regard to making programs to guarantee the security associated with workers, volunteers as well as customers (customers) and also the resumption associated with time-sensitive procedures as well as providers in case of an urgent situation (fireplace, energy or even marketing communications blackout, tornado, storm, ton, earthquake, municipal disruption, and so on, catastrophe, or even additional business being interrupted. Formulating a detailed recovery plan is the main aim of the entire IT disaster recovery planning project. Note: We have included emergency management in Figure 2, as it represents activities that may be needed to address situations where humans are injured or situations such as fires that must be addressed by local fire brigades and other first responders. 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 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. 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. A sample cross-reference table of existing plans by identified institutional risks is provided in Annex C, Appendix 4. 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.
This plan is meant to be used to respond to a request for a partial or complete evacuation from one or more communities to one or more host communities.
The availability, duration, type, and location of host community facilities affect planning for the evacuation. OIC ministries are responsible for assessing the threat for the types of emergencies they have been assigned. Emergency managers must understand the makeup of the population who are to be evacuated before they can make key decisions about transportation modes, route selections, hosting destinations, and the many other elements of an evacuation. Emergency information is primarily the community’s responsibility, but may be supplemented by the province according to the provisions of the Provincial Emergency Information Plan. Transportation planning for the evacuation will be undertaken by a joint planning team as described in Annex 7. Communities considering acting as a host community during an evacuation should identify emergency shelter facilities. This plan does not replace a community’s own emergency response plans, which should contain provisions for evacuations if they consider evacuations likely. Therefore, planning should include post-hosting needs, such as financial reconciliation, demobilization support, and reports on issues to be resolved before hosting evacuees in the future. The Standards provide guidance on allowable expenditures, hosting arrangements, health services, emergency social services, etc. Municipal departments involved in the development of the host facility plan may be able to provide resources to support the set-up and operation of a host facility. Storm Surge Protector Application - Pinellas County Emergency Management’s online tool for viewing potential storm surge levels for Pinellas County properties. Figure 2: Generalized scheme of evacuation planning (Nagao 2005)At first sight, one will choose those higher located areas as safe locations (shelters) that will not get flooded according to predictions of the tsunami hazard scenario. Long-term maintenance consists of counterchecking an existing plan against its acceptance within the population in addition to the postulation of changes within the basic parameters resulting from the tsunami hazard scenario. The National Flood Insurance Program makes federally backed flood insurance available to residents and business owners. By law, all homes in high-risk zones carrying a mortgage must be covered by flood insurance. However, this does provide law enforcement the basis to remove anyone who is impeding the flow of an evacuation.
These FRMPs include event management plans and are at the core of the proposed flood mitigation strategies. Supporting templates and tools can contribute to effective emergency management planning and are provided with this Guide.
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 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. One of the most crucial steps in the EM planning process is to identify appropriate members for the EM planning team. After the EM planning team has clear authority and direction, the next step is to review any relevant existing legislation and policies. Even though this plan of action offers assistance as well as paperwork where in order to bottom crisis reaction, resumption, as well as recuperation preparing initiatives, it’s not meant as an alternative with regard to knowledgeable decision-making. The following section details the elements in a DR plan in the sequence defined by ISO 27031 and ISO 24762.
Federal government institutions are increasing their focus on emergency management (EM) activities, given the evolving risk environment in their areas of responsibility.
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. Training is available to address EM requirements at the Canadian Emergency Management College (CEMC) and the Canada School of Public Service.
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). 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. This plan is for Ontario’s far north, encompassing municipalities, unorganized territories2 and First Nation communities.
Medevac is used for those individuals receiving home care or residing in a health-care facility in the evacuating community that qualify for medical transfer as per the Ambulance Act (evacuation by emergency medical services (EMS) or Ornge).


Initiating media contacts or directing the appropriate position to do this according to established plans and procedures (e.g.
If an evacuation involves a First Nation community, the JEMS Service Level Evacuation Standards provides a sample flight manifest. Planning for hosting evacuees builds on information already available (typically from the manifest).
However, the evacuation of multiple communities due to an area-wide emergency is likely to require out-of-area movements for hosting, particularly when the goal is to keep families and communities together.
This plan supports the activities being undertaken related to mass evacuation planning for ministry and community emergency management programs. For more information on flooding, flood insurance, safety visit our Flooding information website. The decision to declare a scenario instance as a valid instance (suitable to be taken up within a tsunami evacuation plan) depends on whether all affected persons will have arrived at “their” safe location within the given time span. Evacuation plan generation should consider, on top of local topologies, the outcome of tsunami hazard analysis. Under Florida Statute 252.38, the local authority has the ability to take necessary steps to provide for the health and safety of people and property.
They will be too busy helping those who will be following the evacuation order, although they will likely ask for next of kin or an emergency contact. Once this work is out of the way, you’re ready to move on to developing disaster recovery strategies, followed by the actual plans. This section should specify who has approved the plan, who is authorised to activate it and a list of linkages to other relevant plans and documents. The SEMP is the overarching plan that provides a comprehensive and coordinated approach to EM activities. In the center of the wheel are the main elements that influence the development of a Strategic Emergency Management Plan (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.
Consider gathering a list of institutional risks and cross-referencing the existing plans (as identified in Step 2-1c) that address each risk.
Rather, the Business Continuity Plan is actually a good on-going, financed business exercise budgeted to supply assets necessary to: Carry out actions necessary to create and gaze after programs Teach as well as retrain workers Create as well as modify guidelines as well as requirements since the division modifications Physical exercise methods, methods, group as well as assets needs Statement on-going business continuity likely to older administration Investigation procedures as well as systems to enhance resumption as well as recuperation effectiveness Creating a Business Continuity Plan which includes actions necessary to preserve the practical continuity capacity helps to ensure that a regular preparing strategy is actually put on all the [Name of Nonprofit] procedures. 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). Emergency Management resource requirements should be identified as early as possible to integrate into plans. Training is available to address EM requirements at the Canadian Emergency Management College (CEMC) and the Canada School of Public Service.
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.
This is an overarching plan for carrying out mass evacuations and as such, many aspects are general in nature4. Emergency information needs to be coordinated among the affected communities, province, and federal government. In addition, up-to-date contact lists should be maintained by all organizations for use in an emergency.
Details on the set-up and operation of the shelter should be provided in the community’s emergency response plan.
The inventory of vertical shelter buildings provides a good basis for an optimization of evacuation plans. Hence, such a plan will affect preparedness measures among which the evacuation of the population is the most important.
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. Developing the SEMP can be supported by a formal work or project plan to ensure that established timelines for plan development are met. Each institution should establish an EM governance structure to oversee the management of emergencies. 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. 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. 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. This plan of action should be held present to guarantee the precision associated with its material.
Following the judgement of the authorized entity that it is safe for evacuees to return, the order of return and the methods of transportation must be established using an inclusive planning process that involves affected communities, provincial and federal partners, and other partners (i.e. The Quick Reference Guide is a condensed version of the Ontario Mass Evacuation Plan Part 1: Far North. In this situation, evacuations may need to be prioritized and contingency plans implemented.
The inventory of vertical shelter buildings may again be checked, often on a case-by-case approach, deselecting those constructions that may encounter heavy impacts due to debris flow and other concerns. The latter, though not being of primary importance for the tsunami evacuation planning, could be of use during a first range of response actions by identifying those buildings that could have hosted evacuees.
This figure represents the optimal planning cycle federal institutions should consider for undertaking their emergency management planning activities.
As a next step, federal government institutions should consider developing a comprehensive understanding of the planning context.
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. 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. 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 is in these plans that you will set out the detailed steps needed to recover your IT systems to a state in which they can support the business after a disaster. In addition, this plan references the Service Level Evacuation Standards1 developed by the Joint Emergency Management Steering (JEMS) Committee. It draws linkages to various hazard management plans and procedures developed by ministries. A valid instance of a tsunami evacuation plan is a scenario that allows evacuating all affected people toward safe locations in time.
Though quantitative assessment of tsunami damage to these elements could become quite complex, a qualitative assessment could at least be of importance with respect to the feasibility of an evacuation plan. 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 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. Updates to the plan will be undertaken as required based on lessons learned from exercises and incident responses. Unorganized territories, fly-in lodges and camps, and mining operations also fall into the plan area. Prior to the selection of vertical shelters, an evacuation plan may be a valid instance; in that case the selection of additional vertical shelters may improve the performance of an evacuation plan. The basis of any of these reflections is the map that shows the flow direction and extent of inundation — as it can be presumed that the amount of debris left behind is higher along the inundation boundaries or in bottle-necked points (or in general where velocities of water are expected to decrease under certain thresholds). Here we’ll explain how to write a disaster recovery plan as well as how to develop disaster recovery strategies. Business Continuity Plan Sample: This particular record offers the Business Continuity Plan. 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.
Emergency responders may require personal protective equipment, as responder safety will be critical. Courtesy of CRTS (Morocco) and ACRI-ST (France)The final list of potential vertical shelter buildings provides suitable options to use for further improving a tsunami evacuation plan.
On the other hand, if an evacuation plan does not demonstrate that all affected persons could evacuate in time, and that all other parametric options like choosing appropriate escape routes have been considered, the selection and inclusion of additional vertical shelters becomes mandatory. Among the many preparedness tasks for authorities, there is in particular the proper training of residents and proper education of specific parts of the population (children, elderly, handicapped, etc.), on evacuation measures on top of well-elaborated instruction and divulgation of the existing evacuation plan.



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