THE

1
EPICC

• THE BIG BANG
• Burnaby Campus Explosion
• April 13, 2004

2

• Explosion on Campus0001.AVI

3
April 2004 Explosion BCIT

• Boiler explosion
• 26 buildings affected
• Minimal injuries
• Extensive administration time and costs
• Lost opportunity time relocate classes

4
April 2004 Explosion BCIT

• Results
• Same day - part time class cancelled
• Second day Full time class cancelled
• After 18 hours, 19 buildings operable
• The Future
• What did we learn?
• What would we do differently?

5
(No Transcript)
6
(No Transcript)
7
Emergency Preparedness?

• Nothing like a dose of reality to recognize
  vulnerabilities
• Expect the unexpected, regardless of the amount
  of emergency preparation
• Tendency to isolate emergency response and
  business resumption plans .Dont

8
Emergency Response

• Full executive support
• EOC (Emergency Operations Centre) structure
  established)
• Per Incident Command System
• EOC functioned under ICS (Incident Command
  System) in compliance with BCERMS

9
Emergency Response

• Data collection information
• Mitigation of utility dangers
• Computer resources
• Business continuity

10
Emergency Response

• Obvious dedication and support of staff
• Cooperation from all parties
• Long working hours without complaint
• Get back to business!

11
(No Transcript)
12
Evacuation

• Orderly evacuation of everyone on site
• First Aid medical assistance available to all
  parties in case of injuries
• Grouped injured or traumatized parties together
  during immediately following evacuation
• Offered immediate counseling to all parties
• Established call home program for students
  residing on campus

13
Evacuation

• Demonstrated leadership
• Quick, organized response reduced panic levels
• Immediate worker care e.g. Food catering to
  responders
• Immediate temporary financial assistance offered
  to students in need
• Immediate inventory of damaged vehicles on site,
  assisted owners on insurance claim

14
Information Management

• Emergency security network
• Multiple interests represented
• On site staff student communication
• Dialogue with various operations groups
• Safety Security
• Facilities / Structure
• Educational

15
Information Management
16
Information Management

• Emergency Information Officer
• Median relations
• Clear consistent messages
• Need to know vs. desire to know
• Manage the facts, stop think

17
Site Security

• Secured the site perimeter
• Identified existing hazards
• Natural Gas, Asbestos, Structural Damage
• Worked harmoniously with external experts
  contractors
• Preserved property
• Long term

18
Post Disaster

• Analyze Big Bang, incorporate lessons learned
• Involve Senior Management in post emergency
  decision making process
• Strategy
• Activities
• Planning / execution checklist
• Practical alternatives to binders

19
Post Disaster

• Train on warning signs
• Program heads
• Managers
• Access staff
• Develop strategy for displaced staff
• Short term long term

20
Post Disaster

• Know roles responsibilities
• Key personnel
• Departments
• Individuals
• Responsibility for self care rules
• Clear applicable to everyone regardless of role
  or title

21
Post Disaster

• Implement temporary approval process for payments
• EOC site too close to emergency zone / campus
• Table top to gain expertise
• Equipment charging capabilities
• Laptops
• Cell phones

22
Post Disaster

• Clear access to shut off valves
• Cluttered, not readily visible
• Power shut down considerations building
• Constantly update drawings when changes
  renovations occur
• Reconnect with the community ASAP

23
Post Disaster

• Develop a plan for mass evacuation larger scale
  
• Continual rehearsals mock evacuations
• Public address system for mass communication
• Assembly plan, prompt roll call
• Redefine roles protocol

24
Post Disaster

• Better identification of key players
• Prepare accessible grab go bags
• Security, facility, key personnel
• Transportation plan
• Develop formalize counseling plan
• Consider developing stress policy

25
Post Disaster

• Prompt identification of individuals in need
• Group rehab during post evacuation
• Wellness site to deal with traumatic stress
  normalizing
• Early identification of backup site for
  evacuation

26
Post Disaster

• Acute Critical Incident Stress Awareness Factors
  
• Stress reactions signs symptoms
• Physical
• Cognitive
• Emotional

27
Post Disaster

• Delayed stress symptoms
• Recovery
• Self care
• Care of others

28
Post - Communication

• Establish an Emergency Information Officer as
  well as communication protocol during following
  emergency
• Better communication on site command medical
  services, first aid
• Public address system town hall meetings
• Control communication through switchboard

29
Post - Communication

• Close strategic activity gaps between BCIT
  first responders
• Include others in plan
• Fire wardens / marshals
• Helpers / volunteers
• Clear hierarchy of command
• Team approach effort

30
(No Transcript)
31
Post - Communication

• Include academic staff and student association
  in planning post emergency communication
• Problem / complaint protocol to
• Escalate quickly to right person(s)
• Resolve
• Document FAQs

32
Post - Communication

• Ongoing documentation
• No trash policy
• No staff speak to media
• Build this into staff orientation
• Strong links with other organizations

33
Post - Communication

• Video tape
• Counseling sessions for learned improvement
  permission
• Emergency brief debrief sessions

34
Post Site Security
35
Post Site Security

• Identify high risk hot spots re equipment etc
• Identify low risk temporary sites
• All employees regardless of rank must comply to
  barriers, lockouts

36
Post Site Security

• Cause
• Investigation
• Insurance
• WCB
• Evidence collection
• Evidence protection
• Extensive time of protection

37
(No Transcript)
38
Post Liability Insurance

• During planning phase, analyze understand
  Institutes potential liabilities
• Contractual
• Tort
• Statutory Regulations / WCB
• Train staff, do not make apologies, statements
  that can be misconstrued as admissions of
  liability

39
Post Liability Insurance

• Know what is covered under insurance
• Preserve any evidence of wrongdoing by others
  that contributed to cause
• Look for salvage

40
Important Messages

• Think bigger planning is far more than an IT
  disaster recovery or a well worded document.
• It is the guide to picking up the pieces of your
  business getting it running again

41
Important Messages

• Business continuity goes well beyond emergency
  planning response
• Dont assume you are ready..know it!
• Security role is to provide temporary leadership
  in time of crisis
• It is all about business
• Understand your business well
• Must have total support from all levels

42
Important Messages

• Not a specialist discipline but a business owned
  and driven issue
• Affects strategic and operational framework for
  providing services (or products)
• Affects many areas and functions within and
  outside organization

43
Important Messages

• Impact areas
• Health safety
• Knowledge management
• Financial
• Security for temporary environment
• Supply chain management
• Users of services

44
Important Messages

• Business continuity
• Analyze your business
• Assess the risks
• Develop your strategy
• Develop your plan
• Rehearse your plan
• Someone must champion the cause.but it has to be
  a committed holistic effort

45
Important Messages

• Goal 1
• Safety asset protection
• Goals 2
• Back to business ASAP
• Goal 3
• Mitigation of damages / loss

46
Creating Expectations

• Emergency Preparedness
• Training
• Flexibility
• Leadership
• Coordination
• Mitigation
• Resumption / Recovery

47
Creating Expectations

• What is the effect of.
• No plan?
• An outdated plan?
• A poorly executed plan?
• Managing the media .

48
Creating Expectations

• In some organizations the most valuable assets
  are its brand or public image and reputation
• The focus of attention by
• Public
• Stakeholders
• User groups
• Service Providers

49
Creating Expectations

• Under the spotlight
• Maintain focus
• Emergency Response first 72 hours
• Post 72 hrs business continuity
• Important to illustrate
• Competence
• Capability

50
Creating Expectations

• Public Relations the Media
• What is the value of demonstrated competence
  capacity to successfully manage a crisis?
• What is the cost of actual or perceived poor
  performance in the handling of a crisis?

51
(No Transcript)
52
Creating Expectations

• Your Business
• Your Reputation
• Are on the Line

53
Thank you!!

• Glen Magel
• Director of Security BCIT
• Glen_at_bcit.ca
• Carolyn Sinclair
• Strategic Business Risks Inc.
• Carolyn_at_sbri.ca