Tag Archives: emergency preparedness

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Active Shooter Preparations Lagging, Study Finds

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Between 2014 and 2015, the United States experienced nearly six times as many active shooter incidents as it did between 2000 and 2001, according to the FBI.

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The report, Active Shooter Preparedness by Everbridge, found that even though U.S. companies are overwhelmingly concerned about violence and violent acts in the workplace, they remain unprepared.

Out of 888 organizations surveyed about their safety plans and ability to manage an active shooter situation, only 21% felt that they were prepared; and 79% said their organizations were at best somewhat prepared for an active shooter incident. Even among those who feel they are prepared, only 7% are “very much prepared,” Everbridge said.
Prepared-1

Preparedness is important, as companies cannot rely solely on police and other government assistance.

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According to an FBI study of active shooter events between 2000 and 2013, 60% ended before the police arrived. Adequate preparedness requires communication and practice plans to make sure responders know who is at risk and that people know what to do if an event happens.

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Despite this, close to 40% of respondents said they did not have a communications plan in place for active shooter events.
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The survey also found that executives of organizations are much more concerned about employee or student safety than they were two years ago—the overwhelming majority (79%) said they were.
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Other Findings:

  • 69% of respondents view an active shooter incident as a potential top threat to their company or organization. Workplace violence was cited as a top threat by 62%.
  • Communicating to people who may be in an impacted building and confirming their safety was seen as the biggest challenge during an active shooter situation (71% of respondents).
  • Safety concerns are growing: 79% of executives/leaders are more concerned about employee or student safety than they were two years ago; 73% said that employees or students are willing to exchange some aspects of privacy for enhanced security.
  • 61% do not run any active shooter preparedness drills at all.

Wildfires a Reminder to Update Disaster Preparedness Plans

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Raging across the country, threatening businesses and residences alike, wildfires are a reality, burning a reported 1.

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9 million acres in the U.S. so far this year. West of Santa Barbara, firefighters have battled an intense fire for almost a week. Wildfires are also burning in Arizona and New Mexico. In Canada, the Fort McMurray blaze burned for weeks and scorched some 2,400 square miles of land—more than 1.4 million acres. In five of the past 10 years, in fact, wildfires have ranked among the top 20 worldwide loss events.

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Companies that haven’t already done so may want to assess the impact such a disaster could have on their business as well as what actions can be taken to mitigate damage.

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While most businesses believe they are prepared for a fire, especially if their building is equipped with fire alarms, fire extinguishers, smoke detectors and an evacuation plan, these measures may not be enough when stress and confusion take over, according to Interstate.

Organizations could face utility interruption, impacting gas and phone syDocument recovery3stems; they may have flooding from sprinklers, which, mixed with soot, can cause other complications; there may be smoke damage, which can by carried throughout a building through air conditioning systems; and there can be chemical residue from fire suppression systems.

There also may be asbestos hazards from older building materials, ceiling and floor tiles and pipe insulation.

Planning ahead for data loss resulting from damaged computers and burned paper documents is also advised.

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Interstate lists four questions companies need to ask in advance of such a disaster:
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Another Reminder About Emergency Planning for an Active Shooter

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Washington Post shooting calendarYesterday, Dec. 2, 2015, marked the 336th day of the year and 355th mass shooting, according to the Mass Shooting Tracker, which logs incidents in which four or more people are shot. Indeed, there were two mass shootings yesterday: a smaller incident in Georgia in which a woman was killed and three men injured, and the slaughter of at least 14 people and injury of 17 at an office holiday party at San Bernadino’s Inland Regional Center, which provides social services to residents with developmental disabilities. No motive has been found thus far, but two shooters have been identified as a county employee who had attended the party and his wife.

As I wrote in the November issue of Risk Management magazine, researchers from the Harvard School of Public Health and Northeastern University found that the rate of mass shootings has tripled since 2011. According to a study released last year by the Federal Bureau of Investigation, active shooter incidents, where police arrive to a shooting in progress, are also on the rise. The FBI found that 160 of these incidents had taken place in the United States between 2000 and 2013, 70% of which occurred in either a business or educational environment. An average of 11.4 incidents occurred annually, averaging 6.4 in the first seven years studied, and 16.4 in the last seven years.

With the growing frequency and ever-increasing fatalities, risk managers clearly cannot afford to become so inured to these incidents. Rather, much like they do for other forms of crisis, from fires to tornadoes, they need to be acting now to train employees, develop emergency plans, and ensure business continuity provisions are in place.

“You have smart people leading organizations who know they need to do something, but you see them fall into a pattern of planning to have a plan, and they confuse that with taking action on the issue,” said Jay Hart, director of the Force Training Institute. “Planning to have a plan is not a plan. They need to understand that this is a leadership issue, because it is about protecting the people in the company.”

For tips on preparing for an active shooter incident, check out the Q&A with Hart from the December issue of Risk Management, and “Preparing for an Active Shooter Incident,” from the November issue. When developing a plan to respond to an active shooter crisis, make sure to:RM11.15_ff_shoot_side.630

Building Resilient Communities on a Shoestring Budget

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Jay Shaw IDCE

NEW ORLEANS—While it may seem counterintuitive at an event that also has an expo, one speaker at the International Disaster Conference today argues that a lot of the “preparedness” products on the market are not worth the price tag—and may even work against public safety.

According to the graduate research of disaster management expert and firefighter paramedic Jay Shaw, dikes and levies reduced people’s preparedness levels by 25% for all hazards including flooding. About three quarters of respondents in his research had experience with a major flood, and 75% felt prepared for a flood. Yet 65% felt unprepared for any other disaster, and 46% did not have any emergency kit, plan or supplies.

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The dikes in their town, Shaw found, led to a sense of security against flooding risk, and left many unaware of other risks and how to best prepare for them.

Nationally, a 2009 FEMA study found that 57% of people claim to be prepared for a disaster for 72 hours. Under further review, however, 70% of these individuals did not know the basic components of an emergency go-bag or emergency plan.

Amidst go bags, 72-hour disaster kits, car kits, evacuation kits, shelter in place kits, and disaster buckets, the consumer-facing market for emergency preparedness often just confuses the public, selling overlapping supplies and sometimes contradictory instructions.

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“We are failing to get through to people,” Shaw said. “We need to stop telling people what to do and start showing them. A 72-hour preparedness message is not enough. It is a great idea to tell people to get prepared, but people are not doing it. And part of the problem is that there is no social stigma—it is still acceptable to be unprepared.”

Other top barriers to preparedness, according to Shaw, include:

  • Ignorance – “It won’t happen to me”
  • Risk perception is low
  • Hazard recognition is low
  • Cost
  • Vulnerable population
  • Confused about what to do
  • Capacity to cope is too high, due to a false sense of preparedness

Indeed, most people with resources consider a credit card all the emergency kit they need. “If you have to evacuate in the middle of the night, you’re going to take out the credit card and get a hotel room. If Ebola is coming, we’ll rent a cabin out by the lake and get out of town,” Shaw said.

Even those who do purchase basic pre-made kits are not improving capacity for resilience. “We are selling a sense of security, but if you’re opening it for the first time in an emergency, you have gained nothing to prepare for and understand the risks of a disaster and how to best make it through,” he said. “Buying all the kits for the hazards in my community would cost $2,600 and it would take up a 10-by-10 room in my basement. But I not be prepared because I would not know how to use them.”

Some of the best solutions may include:

  • Conducting comprehensive research on preparedness levels to understand why they are so low
  • Encouraging communities to engage in creative ways to finance local preparedness efforts and events
  • Using the soldiers we have—figure out what percent of duties we can take away to increase the prevention roles and education of police, fire, EMS and healthcare professionals
  • Developing and maintaining CERT teams, including members from prospective police, fire and EMS candidates, even offering the incentive of hours on the team for preferred application status
  • Shifting department and budgetary focus from response to preparedness
  • Creating train the trainer courses to build capacity across departments
  • Developing an international strategy on the contents of emergency kits, analyzing relevant risks and tailoring messaging on what it means to prepare for known risks and hazards
  • Aligning marketing strategies on the real risks and the best means of being prepared
  • Building relationships locally and lobbying colleges and universities for applied projects that offer real-world solutions to local risks

Other marketing can also greatly improve local preparedness. Encouraging programs at local schools and community groups and even naming or offering sponsorship on dikes and dams can increase awareness and incentivize discussion and around risk mitigation measures.