Critical Incident Protocol

—A Public and Private Partnership

©2000

Radford W. Jones, Project Director

School of Criminal Justice

Michigan State University

Margaret A. Kowalk, Administrative Assistant

School of Criminal Justice

Michigan State University

Patricia P. Miller, Editor

University Outreach

Michigan State University

Cools & Currier, Publication Design

Robert Tarrant, Facilitator

Tarrant and Associates, Inc.

This project was supported by Grant No. 98-LF-CX-0007 awarded by the Office for State and

Local Domestic Preparedness Support, Office of Justice Programs, U.S. Department of Justice.

The Office for State and Local Domestic Preparedness Support is a component of the Office

of Justice Programs that also includes the Bureau of Justice Statistics, The National Institute

of Justice, the Office of Juvenile Justice and Delinquency Prevention, the Office for Victims of

Crime, and the Bureau of Justice Assistance.

The opinions, findings, and conclusions or recommendations are those of the authors of this

report, as informed by the participants in the Protocol development process, and do not necessarily reflect the views of the Department of Justice or Michigan State University.
TABLE OF CONTENTS

Introduction........................................................................................ 3

Critical Incident Defined................................................................................ 4

Protocol Objectives....................................................................................... 4

Overcoming Roadblocks ................................................................................ 5

Mutual Benefits of Joint Planning .................................................................. 5

Leadership Begins at the Top ........................................................................ 7

The Preparedness Process ............................................................. 9

Risk Assessment ........................................................................................ 10

Self Assessment ................................................................................... 10

Example Self Assessment Form ............................................................. 12

Joint Assessment.................................................................................. 13

Factors to Consider ............................................................................... 13

Critical Incident Planning ............................................................................ 14

Developing the Plan............................................................................... 14

Identifying Responsibilities .................................................................... 15

Understanding Command Systems ......................................................... 17

Exercise the Plan........................................................................................ 20

Types of Exercises ................................................................................ 20

Performing an Exercise.......................................................................... 21

Mitigation.......................................................................................... 23

Emergency Response ..................................................................... 25

Media Relations .............................................................................. 29

Recovery and Business Resumption .......................................... 31

Critical Incident Process Flow Chart .......................................... 32

Appendices ....................................................................................... 33

References ....................................................................................... 36

Glossary ............................................................................................ 37

Acknowledgments ........................................................................... 38

Critical Incident Protocol

—A Public and Private Partnership

1
2
Introduction

This publication Critical Incident Protocol: A Public and Private Partnership discusses

the essential and beneficial process of the public and private sectors working together

to plan for emergencies. Important elements include planning, mitigation, business

recovery, lessons learned, best practices, and plan exercising. Whether it is a minor

incident or a major terrorist activity involving weapons of mass destruction, the

community’s collective resources must unite and work to understand the processes

necessary to resolve the matter.

Surveys conducted on emergency planning and recovery reveal how important

proper planning can be:

• Most businesses do not have an emergency or recovery plan even though

they know it is important.

• 47% of businesses that experience a fire or major theft go out of business

within two years.

• 44% of companies that lose records in a disaster never resume business.

• 93% of companies that experience a significant data loss are out of

business within five years.

• The majority of businesses spend less then 3% of their total budget on

business recovery planning.

Communities and businesses participating for the first time in a public/private

critical incident partnership will become aware of the value of a joint planning process

and those already engaged in public/private partnerships can gain new ideas and

reinforce current practices. The Protocol will outline lessons learned in:

• Establishing partnerships in advance so the event can be managed

and resolved with minimum loss to the community.

• Conducting individual and joint public/private evaluations of risk factors

and understanding what business functions are critical to individual

businesses and the community.

• Developing joint public/private sector emergency plans and how

community resources can be identified and shared to respond to disasters.

• Facilitating business resumption and recovery.

• Developing training exercises and understanding the value of exercising the

joint plan.

• Incorporating mitigation throughout the entire process and recognizing its

significance in preventing a disaster and reducing its potential impact.

The Protocol is not intended as a checklist since detailed planning lists and

documents can be obtained from a number of resources, some of which are listed in

the Protocol Reference Section. A Glossary of terms is included to enhance mutual

understanding of common terminology between the public and private sectors.

As one Fortune 100 Security

Director stated, “It is not if,

but when.”

3
As one police chief said,

“We have to handle the small

incidents prior to managing the

major ones.”

A security director indicated that

if the joint planning process has

occurred, we can respond to a

weapon of mass destruction event

as well as we do to other events.

Joint planning will be for the good

of the community.

4

The Critical Incident Protocol was developed under a grant awarded by the U.S.

Department of Justice, Office for State and Local Domestic Preparedness Support,

Office of Justice Programs. The Protocol development process was facilitated by and

this Protocol was written by the School of Criminal Justice, Michigan State University.

Over 100 persons from the public and private sector participated in five regional

meetings held throughout the state of Michigan and their collective expertise and personal experience created the substance of the Protocol. A Focus Group comprised of

fire, police, emergency managers, and private security executives guided the Protocol

development process.

In 1998 the City of Sterling Heights Municipal Security Task Force, with representatives from the public and private sectors, was formed to develop joint plans to react

to the use of weapons of mass destruction (WMD). They reviewed the Protocol and

provided additional comments. The City of Sterling Heights and General Dynamics Land

Systems participated in a tabletop exercise conducted by long distance interactive video

conferencing to evaluate the use of that technology in conducting such exercises.

Members of the Private Sector Liaison Committee, International Association of Chiefs

of Police, were also involved in the review process.

The participants stressed one over-riding principle: “Denial of the potential for a

critical incident must be eliminated, for it is not if but when disaster will strike.”

Critical Incident Defined

A critical incident is any event or situation that threatens people and/or their

homes, businesses, or community. While we often think of floods, tornadoes, hurricanes, or armed assailants as posing critical incidents, the true definition of a critical

incident includes any situation requiring swift, decisive action involving multiple

components in response to and occurring outside of the normal course of routine business activities.

For example, a company may experience loss of production due to mechanical

breakdown or a retail merchant may encounter product spoilage but these are normal

disruptions within their business processes. But if these businesses are faced with

workplace violence or a terrorist incident, a number of outside resources will be needed.

The public sector (police or fire) routinely respond to emergency situations, but workplace violence, a terrorist act, or a community disaster will place abnormal strain on

their resources and expertise.

The scope of many critical incidents such as natural disasters, workplace violence,

or domestic terrorism, requires the cooperative efforts of business and public sector

planners and responders.

Protocol Objectives

• Create public and private sector understanding of their common goal to

protect lives and property while sustaining continuity of community life.

• Encourage the public and private sector entities that may have engaged

in the assessment and planning process in isolation to form cooperative

partnerships.

• Assist those businesses and communities lacking emergency planning

experience in the development of a joint emergency planning process.

• Develop an understanding of mutual or respective goals and understand how

public and private resources can complement and support each other.

• Serve as a resource for those engaged in the joint planning process.
It doesn’t happen overnight but

we can learn from our joint

successes and failures.

A fire chief said that a major

industry in his community was

talking about leaving town and as

a result he had been informed by

his city manager that the fire truck

the department was planning to

buy was no longer budgeted. The

same circumstances could occur

in a community if a business was

hit with a disaster.

A police chief indicated that with

today’s extensive media coverage

during a hostage situation, shooting,

or other disaster, our citizens have

become “experts” on the way these

events should be handled and

resolved. This yardstick judges us

and our communities.

A number of police and fire chiefs

stated they are still called to

assist private businesses in

searching for bombs. This shows

a lack of knowledge of the role

and capabilities of local

responders.

5

Overcoming Roadblocks

Many obstacles such as denial, apathy, lack of trust, and misinformation may

hinder cooperative public/private sector critical incident planning and response. We can

overcome these obstacles if we acknowledge that communities are diverse and

entities often perceive themselves as having different needs and concerns.

First, initiate dialogue and develop a joint planning process road map that overcome lack of trust and create the understand that relationships don’t just

happen but take continuous communication and understanding.

Next, increase the public sector’s understanding of how the “bottom line”

motivates the private sector and increase the private sector’s understanding

of the public sector’s operating procedures, legal obligations, and political considerations. Foster the understanding that public/private sectors’ motivations

are not different, but actually are quite similar. It’s a good idea to take advantage of joint preparedness opportunities when the economy is good or

immediately following a disaster. There also is a need to obtain business and

community leaders’ commitment in the joint critical incident planning and response process. Disaster recovery planning must begin before tragedy strikes,

not after a disaster is experienced. Often, this too late.

Mutual Benefits of Joint Planning

The public and private sectors can develop greater understanding of the value

of joint emergency planning, and that can lead to other community partnerships. Joint

planning provides community leaders with an understanding of the process and possible

repercussions if cooperative planning does not occur. It can illuminate the potential

financial impact and liability resulting from the failure to adequately plan for a critical

incident. The loss of a business can have dramatic real-life impact on the community.

The planning process can identify how businesses contribute to the community and

develop an understanding of community priorities in time of a disaster. Adequate

planning develops the understanding that risk assessment, emergency planning,

response, and recovery are similar processes within the public and private sectors.

Companies want to be involved and be viewed as good community citizens, and

communities want to be held in esteem. Joint comprehensive emergency planning will

improve quality of life and attract business growth by making the community a safer

place to do business.

Sample of a Community Brochure

Muskegon County, Michigan utilizes the Risk Management Planning process of

the U.S. Environmental Protection Agency to create “A Safer Community

through a Joint Effort between Government and Industry.” Muskegon County’s

purpose is:

• Go beyond required regulation and take a proactive safety approach.

• Inform residents of the risks and the way they are managed on a daily basis.

• Create a well-trained and informed workforce to prevent incidents.

• Develop joint public and private sector planning and training programs.

• Respond quickly and know the personnel we will be working with.
One private business manager said

that the only time he sees someone

from the public sector is when they

want a donation or a sponsorship.

“I wish they would ask how they

could help me at other times.”

A security manager indicated that

with on-time delivery of parts or

goods, a loss in one community

has an immediate impact in other

communities. We no longer

maintain large storage areas.

We no longer operate in isolation

and must rely on that steady stream

of product to keep us going.

A security manager related that he

had an initial concern in divulging

some of the products and chemicals

his business used to public officials.

However, once the joint partnership

was in place, this became less

of a concern. The community

expressed approval and support

for partnerships to protect them.

In fact, many of the workers lived

in the community.

6

Why is joint planning important to the public sector?

• Recognizes that media exposure of critical incidents has developed high

public expectations on how emergency response efforts should be handled.

• Assists in understanding private sector requirements and resources.

• Helps obtain the commitment of the private sector to become a part of the

overall community emergency response planning process.

• Enhances communication with the private sector prior to an incident informing them of available community resources.

• Heightens awareness that the private sector may not be able to control

everything inside the fence line and may need to involve others outside the

fence line during recovery.

• Reduces liability and insurance costs through joint planning with the private

sector.

Why is joint planning important to the private sector?

• Provides the private sector with community contacts and develops an

understanding of the support available from the public sector.

• Educates the public sector on why the bottom line is important to the

private entity and how it affects the community.

• Creates an understanding of why rapid business resumption is important and

what basic community infrastructure may be needed to support business

resumption following a disaster.

• Develops an accurate understanding of public sector resources and private

sector responsibilities until public support is available.

• Develops recognition of how the loss of one business may affect and

impact other businesses in the community.

• Promotes involvement in the public sector’s establishment of priorities.

• Develops understanding that during a critical incident, no company is an

island unto itself. Total cooperative efforts are needed and there can be

no secrets.
One fire marshall said that his main

concern was to assist businesses in

assessing their risk and developing

emergency plans. Violations, unless

they were flagrant, were not his

main concern. What he didn’t like

was the arrogance displayed by

some companies who didn’t believe

that the regulations applied to them.

“What we had to do is build trust, a

relationship, an understanding of our

respective objectives that, when you

look closely at them, are not really

that different. We both want to

protect property and save lives.”

Both the public and private sectors

commented that support for the

partnership process must start from

the top. Too many top managers

and community administrators are

still in a state of denial or hoping

disasters won’t happen on their

watch.

In 1998 the City of Sterling Heights

Office of Emergency Management

initiated a forum of public and

private sector partners to mitigate,

respond to, and recover from major

property damages and mass

casualties that may impact the

community. The Sterling Heights

Municipal Security Task Force plans

and trains to handle weapons of

mass destruction and other major

incidents in partnership. The group

meets monthly and has support of

city and corporate management.

7

Leadership Begins at the Top

Commitment in both the public and private sectors must be driven from the top

down through the entire organization. If this is not the case, there will be no real

commitment. Trust must be developed in the beginning and if top management

develops trust across sectors, it will trickle down to lower-level employees. Ultimately,

trust must be developed through all levels of the public and private sector.

After obtaining top level support, the process must involve the people who will

respond and manage the critical incident. The public sector must realize that fines and

mandated regulations may inhibit open communication and they must eliminate fear of

regulatory enforcement action during the joint planning process. Consider the

possibility of a period of “amnesty” where a proactive, rather than a regulatory

approach, could be used.

The private sector must be concerned with liability resulting from a failure to plan.

Public sector officials should assist in presenting the value of critical incident planning

to top private sector management. Community leaders and private sector managers

should make a financial commitment to plan correctly and openly and a community task

force may be formed to address issues. In many cases, major industries or businesses

may lead the change process.
8
As a fire chief stated, “Remember,

if they don’t invite you in, knock on

the door.”

9

The Preparedness

Process

The ultimate goal of joint planning should be the establishment of an Integrated

Emergency Management System (IEMS). Developing the concept of an IEMS requires

community units to cooperate to reduce the consequences of natural, technological,

and man-made disasters. Response is the central focus during a disaster, but an

integrated approach to planning will initiate mitigation activities to prevent or reduce the

degree of risk, and to develop preparedness activities to increase response and recovery

capabilities.

The process of joint planning and response encompasses a number of steps and

various terms may be used interchangeably by the public or private sectors. Consequently, part of the planning process must include developing standard terminology.

Standard Terminology

Hazard Mitigation: Activities to eliminate hazards and lessen their impact if an

incident occurs.

Response: Reaction to and managing the incident until it is resolved.

Recovery or Business Resumption: Processes focused on repair of damages,

return to normal activities, and recovery of losses.

Preparedness: Actions and initiatives developed prior to an incident and

including the following phases of critical incident management:

Risk Assessment – (both self assessment and joint assessment)

Response Planning

Training

Exercising

Planners should build on work done by successful businesses and look at those

with good plans, but must not take for granted that large companies or communities

have all the answers.
10

Risk Assessment

Each public/private sector component must be involved in assessing possible

events—man-made or natural—that may strike their operations, and they must calculate the potential impacts. This self-assessment of actual and potential events and

related impacts will lay the foundation for the emergency response plan. When

individual and community assessments are combined, a determination can be made

about the adequacy of community resources to handle most community disasters.

All potential threats and hazards must be identified. For example:

• Natural – Tornadoes, floods, winter storms, earthquakes, and power

outages.

• Man made – Terrorist attack, workplace violence, explosion, bombing, and

accidents.

Businesses often focus on immediate, ongoing activities and not on the perils

impacting long-term economic survival. They must appreciate a critical incident’s

potential impact on the profit margin and understand what a risk assessment and

planning process can do to reduce or prevent such losses. Small businesses are the

most vulnerable to economic ruin as a result of a critical incident.

It may be necessary to educate those responsible for the assessment process as

they may lack the appropriate knowledge and skills to develop risk assessments. The

public sector or another private entity may be able to lend their expertise in the

assessment process. This is not an overnight process and leadership and support may

be obtained from those companies with good plans in place. The process can begin

with small steps or pieces of the plan and planners should not get bogged down in the

overall process.

Self Risk Assessment

Use a building block process. Start with a piece of the plan.

• First, look at broadest categories of risk. Go from a generalized risk

assessment to specific risks.

• Next, list previous incidents and/or potential threats or events. Begin with

the obvious and work toward the less likely.

• Then, determine what is vital for continued business operations and what

might cause significant business interruptions.

Plans must first be completed by individual private sector entities, as they know

their own risks. Each business function or component within the entity must conduct

individual risk assessments. The component must evaluate all the processes performed

by the business unit and identify those critical areas or activities that are required for

positive outcomes. Determine any function or process that, if interrupted, could result

in significant loss of revenue, customers, or business operation. When combined, these

individual assessments comprise the risk assessment for the entire business.

All operations performed by a particular unit or component must be listed,

prioritized, and identified as to their importance to continued business operations. For

example, operations can be classified as Critical, Essential, or Non-essential.
Risk Assessment Matrix

Business ABC Co. Service Center Address:

Telephone

Function Priority Type of Risk Vulnerability Recovery Requirement Action Plan

Electrical Power Source C Near river V I Power Generator

Customer service calls C Telephone V I Switch to

Disruption contract service

Advertisements-mailings NE Weather NV Def None

Key to codes:

Priority: C = Critical, E = Essential, NE = Non-Essential

Vulnerability: H = Highly Vulnerable, V = Vulnerable, NV = Not Vulnerable

Recovery Requirement: I = Immediate, Del = Delayed, Def = Deferred

*This is just an example form. The partnership process can develop forms specific to your own community situation.

One community that had a very

strong public/private partnership in

place received an excellent return

from their request for a risk survey.

Fortunately, the value of the returns

has not yet been put to a test.

11

• Critical – Those operations a business cannot do without or a function that

is vital to the operation and/or may pose a life safety risk. For each critical

business activity, mitigation strategies should be implemented and a

recovery process developed.

• Essential – Not critical, difficult to operate without, but the organization could

function for a period of time.

• Non-essential – Disruption would merely be an inconvenience.

Once critical business functions have been identified, they can be prioritized as to

maximum allowable recovery or down time. This will help to determine the order of

recovery, required recovery time, and necessary support services. Following is a

suggested time frame, but each business must determine its own operational requirements.

• Immediate – 0 to 24 hours. (May require immediate alternate or “hot” site)

• Delayed – 24 hours to 7 days. (Prearranged site that would be needed for

a short period)

• Deferred – Beyond 7 days. (No immediate need for an offsite location)

Business functions can then be categorized as to their vulnerability to each

potential threat or hazard:

• Highly Vulnerable – Those business functions that have a great risk of

experiencing a threat or hazard.

• Vulnerable – May experience a threat or hazard.

• Not Vulnerable – Threat or hazard not likely to occur

Shown below is an example of a Risk Assessment Matrix*
One community said that they

requested that each business

conduct a self-assessment of their

risk. They received a very low return

rate. Then, a downtown business fire

occurred and fire resources had

problems resolving the incident.

Another survey was requested and

they received an 85% return rate.

EXAMPLE OF A SELF ASSESSMENT WORKSHEET

Business__________________________________ Business Component or Function___________________________________

1. List all business processes required to maintain business function(s).

Rank as C for Critical, E for Essential and NE for Non-Essential. Also include maximum allowable recovery time.

Ranking Business Process Recovery Time

_______ ________________________________ _____________

_______ ________________________________ _____________

2. Prioritize all critical processes, list plans to recover the process, and what resources

would be required to maintain the business function:

Critical Processes Plans and Required Resources

________________________ ______________________________

________________________ ______________________________

3. List duties and tasks to recover the critical process. If an alternate site is required, list needed resources

and what must be accomplished at that location.

A. __________________________________________________________

B. __________________________________________________________

4. Where will recovery resources be obtained? List those from within the business function,

required from contractors or vendors, and other outside resources.

A. __________________________________________________________

B. __________________________________________________________

5. Identification of persons responsible for the above recovery process.

Employee Home Phone Work Phone Pager

_______________________ ___________________________ _________________ __________________

_______________________ ___________________________ _________________ __________________

6. Identify list of customers, suppliers, and other operations affected by the disruption.

_____________________________________________________________________________

*This is just an example form. The partnership process can develop forms specific to your own community situation.

12

During this process, mitigation plans must be developed for those functions identified as critical and is recommended for those highly vulnerable. Also, plans must

be put in place to assure business recovery while considering the maximum allowable

recovery time. Cost-effective mitigation and planning approaches must be developed

to obtain the support and financial commitment of top management. Without this

commitment, the process will not move forward.

Some communities may prefer a numeric value for measuring risk. This would

include assigning a numeric value for criticality and vulnerability or frequency of threat.

This aids in overlooking something that rarely happens but, if it does, the impact would

be devastating. Risk could be viewed on a 10-point scale (1-10 for low to high). The

higher number would indicate priority for planning.
One community building department

was willing to work with private

business to protect the proprietary

aspects of their building plans from

general public scrutiny. This

minimized private sector fears that

their future plans might become

known to competitors.

One community said they initially

had concerns about their citizens

learning what risks were out

there. As they conducted joint

assessments and planning, they

soon learned that the community

appreciated the interest in joint

planning for disasters. Further,

they realized that most people in

the community were employed by

those same industries that they

were worried about.

A community said their ability

to prepare and respond to

emergencies is a factor in the

community’s quality of life and

attractiveness to new

business.

13

Joint Risk Assessment (Among public/private partners)

Joint risk assessment must follow individual self-assessments and involve more

than police and fire operations. Joint public and private assessments will lead to

community assessments and then plan development where all the potential events and

available resources are considered. Lack of resources or knowledge may cause small

businesses to struggle with the process or lead to a lack of commitment. If they don’t

understand the process or potential business impact, they may not realize the value

of partnering with the public sector.

Factors to Consider

Creating a level of cooperation between the public/private sectors is the proper

starting place, although it still may be necessary to mandate the process or it will not

be completed within an acceptable time frame. It is essential to develop an understanding of available public and private sector resources and of the expertise to respond to

the identified risks.

Partners must work together to ensure protection of proprietary information that

may be exposed during the joint assessment process. For example the private sector

may have concerns that building plans may reveal future product or research trends that

they would not want known to competitors.

Another important task is to determine how identified risks can be corrected and

potential liability reduced. It is necessary to ensure that personal safety issues are

separated and evaluated differently from property risks. Communication and joint

understanding are very important and will result in the use of common terms and similar

“jargon.” Partnerships can assist in eliminating incorrect assumptions of what others

can do or how they may respond.

Multi-tenant facilities possess unique and different challenges and the landlord or

overall facility manager must demonstrate leadership. A designated person must be

responsible for the assessment and planning process. Tenants should be part of plan

development so their input and unique concerns are considered. Their “buy-in” is

important.

Public sector units may have to prioritize where they believe the greatest risk lies

to the entire community so they know where to focus their resources for the greatest

impact on community safety and well being.

High priority items to consider when undertaking joint risk assessments:

• Hold public and private sector meetings to discuss risks and identify the

availability of community resources and assist in developing community

response plans. These meetings will outline risks, compare similarities and

differences, and identify available community resources.

• Understand what the public and private sector can handle, start to prioritize

risk, and determine deficiencies that must be acknowledged. Keep in mind

that during any disaster the day to day emergencies still occur and will tax

community resources.

• Consider worst case scenarios and acknowledge that current government

resources could be severely stressed in a widespread disaster. Don’t be

afraid of public perceptions. By working together, community fear can be

reduced through joint planning and communication.

• Remember that many community leaders are also leaders in the private

sector, and that only by working together can the potential cost of a

disaster be recognized by the community.

• Learn how other entities are completing the assessment process. Lessons

learned are invaluable and should be shared.
Working Toward a Community Plan

Private Sector Private/Public Sector Entire Community

Company A Individual Self Assessment Joint Assessments

Company B Individual Self Assessment Joint Assessments COMMUNITY PLAN

Company C Individual Self Assessment Joint Assessments

A corporate security director said

that a Local Emergency Planning

Committee (LEPC), as mandated

by EPA regulations, might be a

good forum to critique actual event

responses and to share lessons.

These groups are found, typically,

at the county level and can be a

valuable resource.

A police chief commented that

when he hears of something that

happened in another community,

he contacts that police chief and

learns all he can about the event

and how it was handled. “I use

the network of professional

association contacts and those

I have met through the years.

That is one of my real values

to the community.”

A city fire official said their

community hazardous materials

response plans included support

personnel from a local chemical

manufacturer. When company

personnel were required to

respond on a global basis and

were not available to the city,

the company offered to train and

equip local responders. The city

was able to respond with their

personnel. This represents a

continuous blend of public and

private resources to respond to

an assessed community risk.

14

Critical Incident Planning

Emergency planning is decision making prior to an actual crisis or disaster

including the consideration of resources required to manage and resolve the event. The

plan must also include the necessary steps during and after the crisis is resolved

(recovery).

Successful joint risk assessments will help develop joint emergency plans. A clear

understanding of community risks, manmade or natural, and the accessible resources

and expertise will provide the community with options to manage critical incidents.

However, it should be realized that all possible events are not foreseeable. The

important part of joint emergency planning will be understanding how available

resources may respond together to any event.

Joint planning is a learning process about perceptions of each other. Plans must

NOT be developed in isolation. Joint meetings should occur early on so parties can

agree up front on ground rules and confidentiality issues. The public and private

sector plans must dovetail for maximum benefit.

Begin to Develop the Plan

• If a plan doesn’t exist, create one.

• If a plan does exist, review it (should be done annually anyway).

• Agree on common terminology, identify acronyms, and discard confusing

jargon.

• Keep plans generic, simple, and flexible enough to address a variety

of events.

• Consider likely events based on available intelligence and past experiences;

remember to watch for potential threats to emergency responders

themselves.

• Learn from the past. Be alert to events happening in other communities by

networking with others and being prepared.

• Identify resource gaps and consider mutual aid pacts and contract resources.
Community and business risk

or insurance ratings may be

based on emergency preparations

and response capabilities, and

these are important factors in

determining if a community is a

good place to locate business.

These factors may affect property

assessments, ratings, and may

reduce potential liabilities for the

public/private sectors.

15

Public and private sectors agree

that the first concerns in any

critical incident are citizen and

employee safety and security.

Identifying Responsibilities

The private and public sectors bring individual responsibilities to the joint planning

process. Each sector must carry its own weight and bring an open, but well prepared

mind to the joint planning process in order to win the trust and confidence of the other

sector. Joint planning will develop an understanding of participants’ roles, working

partnerships, skills, and respective areas of professionalism.

Private Sector Responsibilities

• All local businesses must be involved in the planning process to gain

maximum planning efficiencies.

• Major companies should demonstrate leadership in plan development and

encourage/support suppliers, contractors, and other community businesses.

• Learn what skills and resources are available in the private sector and

determine who the on-site experts are.

• Progressive private sector leaders will develop detailed plans on who is in

charge of a critical incident and who is responsible for coordination with the

public sector.

• In small businesses, the emergency planning process may be the responsibility of the owner or manager who may have limited experience in

emergency planning and may need assistance from the public sector or an

experienced private sector partner, both during the planning or an actual

critical incident.

• In large businesses, specialized personnel are dedicated to security, fire, or

safety and emergency planning, and they will have primary responsibility for

response. Other company staff (personnel, medical, public affairs, and

operations managers) may support them. Plans should include resources

needed to support public sector responders. Identify the person who will

interface with the public sector incident commander, have knowledge of the

facility and resources, and have decision-making authority.

• Top management must support mutual aid pacts, and financial responsibility for resource sharing must be specified during the planning process.

• Each business must identify needed contractor resources and how they may

be shared within the community. Joint planning will identify mutual expectations of the use of the same outside resources and create understanding

of the limited resources in the public sector.

• Planning must consider the Maximum Allowable or Acceptable Down Time

before the continued existence of a business is threatened, and must identify resources required to maintain or resume business activities at an

acceptable level.

• Businesses must overcome the attitude that they can handle events by themselves. During the planning process, confidence and trust must be exhibited

by both sectors.
A fire chief stated that his primary

obligation is to the community and

he will get to other situations as

circumstances dictate. “The private

sector may have to wait until I get

there,” he said. “In most cases, it

will be at least twenty minutes.”

As one security director states,

“When we train together, many

of the perceived differences

become similarities. We are not

that much different. In many

cases, my personnel are also

members of the local volunteer

fire department or the Emergency

Medical Services (EMS).

A local fire chief says: “I may

have the gold badge, but in your

company, you are the one who

knows the how, the when, and

what needs to be done.”

16

Public Sector Responsibilities

• The public sector’s first duty is to maintain safety in the community.

• The anticipated public sector (local, state, and federal) response times to

events may reveal that private companies must change their initial public

sector response assumptions.

• The public sector must understand the private sector’s limits on resources

and the potential impact to the community.

• Define situations where public policy or legal mandates require public

sector intervention even though the private sector has ample resources to

handle the event.

• Volunteer fire department members may work at businesses and should be

included in the planning process. They have excellent knowledge of their

facilities and may already be part of the private sector response capability.

• Consider impact of actions that may cause additional repercussions to other

areas.

Mutual Responsibilities for the Public and Private Sectors

• The planning process is more than touring facilities. Take time to understand

layouts, fire, and security systems. Bring public responders into facilities

to obtain first-hand knowledge of risk locations, safety processes, and

technologies. (* See appendix A Information Gathering Form.)

• Consider using current private/public sector liaisons (such as community

policing officers, school liaison officers, fire prevention officials, facility

managers, and security managers) as catalysts for the joint planning process.

• Develop a joint public/private resources and expertise inventory for each

identified risk.

• In mutual aid planning, determine if certifications, licenses, and other

requirements for private sector emergency response personnel are acceptable in the affected jurisdictions.

• Consider and develop mutual aid pacts that deal with resources or expertise that can be used or shared by other private or public entities during a

critical incident.

• Mutual aid pacts between the public to private sector or private to private sector can be letters of understanding or informal agreements that do not mandate

resource use in a critical incident. They are voluntary agreements between

companies and the public sector to support each other in an emergency.

• Include the media in the planning process.

• Disseminate plans throughout the organization and update them continually.

Don’t let them become a dusty book sitting on the shelf.

• Cross train public/private resources to create understanding of credentials

and capabilities. All legal requirements and situations that determine how

public and private sector resources may be utilized must be understood.

• All personnel, both public and private, who are involved in a critical incident must

understand the incident command system. Egos must go out the window.
One security manager said that

he didn’t think the public incident

commander knew in some cases

the tremendous resources available

to them in an emergency. It is just

there for the asking.

17

Mutual Aid Pacts

Some considerations:

• Type of resources (personnel, equipment, or other support)

to be furnished

• Contacts and procedures for requesting resources

• Financial or reimbursement arrangements

• Use of equipment—

How will it be delivered?

How will it be returned?

Will personnel be furnished?

• Payment for lost or damaged resources

• Labor and legal considerations or restraints

• Confidentiality issues

Understanding the Incident Command System (ICS)

and Unified Command (UC)

Many jurisdictions have adopted the Incident Command System (ICS) as endorsed

by law enforcement and fire services. ICS is required by Environmental or OSHA regulation during incidents of hazardous substance releases. ICS establishes an organized

and structured approach to taking charge of a critical incident and coordinating

resources to resolve the matter. The ICS should be understood and practiced by the

private sector and the public sector should be aware of the private sector emergency

response procedures, which may vary within the business community.

Joint planning will ensure that the incident commander is aware of all available

private/public resources. The plan must include a communications process on how to

obtain and coordinate the use of these resources.

• The private sector should develop an Incident Management Team (IMT)

approach to identify first responders in an emergency and the person responsible for managing site-specific emergency procedures. The IMT manager

must provide coordination and direction at the scene of an emergency. Even

small businesses should designate a person to fill this role.

• The IMT manager is initially responsible for coordinating all private response

personnel at the scene. Upon arrival of public resources, the IMT is

integrated into the public Incident Command System. The IMT manager and

Incident Commander work in concert as a unified command to ensure the

most effective use of all available resources.

• The company may also have a Corporate Crisis Management Team (CMT)

to support the on scene IMT with company resources. The CMT should be

composed of the functional units of the company that may be needed by the

IMT to resolve the critical incident. Representatives must understand their

responsibilities and requirements. The CMT is analogous to the Emergency

Operation Center (EOC) established by the public sector.
Terminology

PRIVATE SECTOR PUBLIC SECTOR

Incident Management Team (IMT) Incident Command System (ICS)

 (On scene commander responsible for resolving the incident)

Crisis Management Team or Center Emergency Operations Center

(Supports the IMT/ICS and provides additional company or community resources as needed)

These titles can be interchangeable but should be agreed upon.

The following is an example of a public sector Emergency Operations Center (EOC) structure:

Executive Authority

Law Enforcement Fire Service Public Works Private Sector Public Information Human Services

18

The following is an example of a private sector Crisis Management Team (CMT) structure:

Crisis Management Team (CMT)

On scene IMT Chief Executive Officer or Business Executive

Security Operations Manager Finance Manager Legal Council Public Affairs Human Resources
Written public/private notification procedures should be developed in advance and disseminated widely. *

CRITICAL EVENT CALL UP PERSONNEL*

Name of Company, Business, Department, or Agency _______________________________________________________

Address ______________________________________________________________________________________________

Critical Information (Resources Available)

1. ____________________________________________________________________________________________________

2. ____________________________________________________________________________________________________

3. ____________________________________________________________________________________________________

Key Contact Personnel

1. Name________________________________________ Position _____________________________________________

Home Phone__________________________________ Work Phone __________________________________________

Pager ________________________________________ 24 Contact Number ___________________________________

Cellular Phone ________________________________ E-Mail _______________________________________________

2. Name________________________________________ Position _____________________________________________

Home Phone__________________________________ Work Phone __________________________________________

Pager ________________________________________ 24 Contact Number ___________________________________

Cellular Phone ________________________________ E-Mail _______________________________________________

3. Name________________________________________ Position _____________________________________________

Home Phone__________________________________ Work Phone __________________________________________

Pager ________________________________________ 24 Contact Number ___________________________________

Cellular Phone ________________________________ E-Mail _______________________________________________

*City of Sterling Heights Office of Emergency Management

*This is just an example form. The partnership process can develop forms specific to your own community situation.

19

A public emergency authority

stated, “I want the most

knowledgeable person from the

facility with me, someone who

can get me the information or

resources I need.”

Unified Command (UC) is a recognition that the most effective response involves

all parties working together to bring their respective expertise to the incident. UC uses

a management structure to facilitate cooperation by all sectors with jurisdictional or

functional responsibility for resolving the incident. They must work together to develop

a common set of objectives and strategies, share information, maximize utilization of

resources, and enhance efficiency of the individual response organizations. Joint

unified command training should be provided to the public and private sectors.

The tools necessary to support the incident commander and emergency responders should be available in advance (maps, contact numbers, and personnel resources).

Resources available through computer aided design (CAD) and other computer systems

should not be overlooked. Compatible radio communication systems should be planned

in advance. In many cases coordination of communication can be established by

providing radios to the other sector, having a private sector official with the incident

commander, or a representative in the appropriate coordination center.
REMEMBER:

Create the preparedness plan

and then train to it.

Exercises

• Clarify responsiblities

• Identify roles

• Enhance skills

• Assess capabilities

• Evaluate performance

• Measure resources

• Provide feedback

20

Plans must not remain in isolation

and become stagnant.

Exercise the Plan

The final step in the preparedness process is the development of a drill or exercise. Any emergency response plan must be exercised. Exercises are not tests but

opportunities to acquire and enhance skills, reveal weakness, identify resource gaps,

improve coordination and confidence, build teamwork, and validate the emergency

response plan. Exercises will reduce the problems, mistakes, or omissions that can

occur during actual events. The time spent in conducting and participating in exercises

will pay tremendous dividends during an actual event.

• An exercise is a challenge so regardless of how good or bad it turns out,

something will be learned and team building will occur. If disappointed in

the outcome, don’t be afraid to try another exercise. Do not look for blame

but look for opportunities to learn and correct mistakes. Exercises are the

proper place to learn, not during real events.

• Keep exercise scenarios realistic. Don’t make exercise scenarios too

complex. Remember, an exercise is compressing a two or three-day real

situation into a few hours. Don’t worry about completing the exercise.

• Exercises should consist of a generic scenario with some local flavor and

be indicative of an event that could happen in the area or it will not be

perceived as realistic.

• Keep exercises relatively simple with only a few objectives even though, in

reality, situations can be very complicated. Too many objectives will be

counter productive in an exercise. Be sure to inform participants of the objectives and goals of the exercise.

• Focus on one or two key threats. Break the exercise into segments and

don’t be concerned about covering every potential hazard. This will help to

simplify exercise evaluations and enhance the learning process.

• Begin with tabletop exercises involving members of the public and private

sector. Joint tabletop exercises should be conducted at least once a year

and twice is preferable. Tabletop exercises are a cost-effective way to evaluate the emergency response plan, develop participant skills, and enhance

knowledge in the emergency response process.

Types of Exercises

• Orientation – Briefing or low stress training to familiarize participants with

team roles, responsibilities, and expectations. Provides a good overview of

the emergency response plan.

• Tabletop – Limited simulation or scenario of an emergency situation to evaluate plans, procedures, coordination, and assignment of resources.

• Functional – Limited involvement or simulation by field operations to test

communication, preparedness, and availability/deployment of operational resources.

• Full-scale – Conducted in an environment created to simulate a real-life

situation.
21

A public official indicated that

several weeks after a tabletop

exercise was conducted with a

company a railroad tank car sprung

a leak requiring evacuation of

their employees. The emergency

response went well due to the

public private understanding of

their respective responsibilities.

This would not have occurred if a

joint exercise had not been held.

Following a tabletop

exercise, one private

sector exercise participant

indicated he understood

the value of proper

planning. Public sector

particpants also expressed

greater understanding of

the resources and needs

of the private sector.

Performing an Exercise

 An exercise design team should be created for each exercise and the team should

consist of representatives from the participating departments. This will create a more

realistic environment for participants and focus on issues broader then a particular

function. Exercise design is time consuming. Tabletop exercises may last only 1 to

2 hours yet tabletop exercise design could take up to 40 hours of preparation. The

quality of the exercise will correlate directly to the time put into its preparation.

To be effective, and for learning to take place, the exercise must have some

successes. An exercise is a good evaluation process and overall successes and

failures need to be conveyed to the participants. This is a good way for each participant to see and understand their role within the team. The scenario should stimulate

involvement by all persons participating in the exercise. If participants do not have an

active role, they should not be asked to commit their time.

Exercises need to be realistic and follow policies, protocols, and procedures

actually in place or they will not be productive. Participants become frustrated if they

receive information from the exercise designer that is not consistent with real procedures. Exercises help reduce the “can’t happen here” attitude. If the scenario is

plausible, participants will see the potential for a real event of a similar nature.

Allow participants to interact, dialogue, or discuss learning points during the

exercise. At the completion of the exercise, each participant should be asked to

discuss one item they have learned and they will take back to their work place.

Consider bringing exercise participants together at a later date to discuss what changes

they have implemented as a result of the exercise.

Exercise evaluators should be persons knowledgeable in the areas of emergency

response and the local environment. However, most learning will take place by the

participants themselves during the exercise. Provide constructive critiques and make

it a learning experience. Complete an “after action” report and provide it to all

participants.

Business should consider conducting individual tabletop exercises within their own

organizations on a regular basis. The media should be invited to participate in

exercises, as they will be an active participant in an actual event.

Using long distance technology or interactive video conferencing to facilitate

exercises involves additional locations, enhances participation, and is an excellent

way to maximize exercise preparation, deployment, evaluation, and information sharing. This technology is available through universities, community colleges, schools, or

businesses.

Appendix B contains an example of a tabletop exercise.
22
23

Public and private officials said

that much has been done in joint

planning for hazardous material

events. The HAZMAT response

planning process has been

streamlined over the years.

“But we need to be worried

about other types of events

and concentrate on planning

for those as well.”

Mitigation

Mitigation includes all efforts to eliminate hazards or lessen the impact of an event

should it occur. Relocating structures from a flood plain to eliminate recurrent losses

caused by flooding is a classic example of mitigation. Yet mitigation can take many other

forms. Examples include off site storage for critical information backup, separating

redundant or duplicate essential manufacturing process so a fire or explosion to one area

will not cause a loss of production, or reducing the potential damage of terrorist bombs

by installing barriers to eliminate parking in close proximity to buildings.

During the risk assessment process, certain vulnerabilities (manmade or natural)

will be identified for each facility or major function within a particular business unit. To

prevent or minimize the impact of an assessed risk, a mitigation process should begin

when vulnerabilities are first identified.

Hazard mitigation is defined by the Federal Emergency Management Agency

(FEMA) as “actions taken to reduce or eliminate long-term risk to people and

property from hazards and their effects.”

In 1995, FEMA developed the National Mitigation Strategy to encourage partnerships between the public and private sectors with the specific goal of

significantly reducing the impact of natural hazards.

Comprehensive Plan/Hazard Interface,

A Publication of the Livingston County Department of Planning, Winter 1998-1999.

Public and private sector facilities should develop good prevention practices. The

private sector must look beyond what is required by regulation and develop additional

approaches to reduce or eliminate hazards or risks. Regulations do not cover all

potential hazards. For example, workplace violence, domestic terrorism, and weather

related disasters are not addressed by regulation. Comprehensive planning involves

forward thinking and bold decision making.

Mitigation efforts can be applied to the most common business disruptions:

• Electrical power outages have a high rate of business interruption. Alternate

sources of power should be considered.

• Reduction in fire risk should be an integral part of business operations and

personnel should be aware of their individual roles in preventing fires.

Facility modifications must include fire prevention measures and qualified personnel must maintain fire suppression systems.
Company management should keep abreast of intelligence regarding domestic

terrorism. Appropriate expertise and public sector resources will be needed to develop

accurate threat assessments. Proactive protective measures should be implemented

when appropriate.

Good records of past incidents should be maintained. During the assessment and

planning process, consider what can be done to prevent these incidents from reoccurring. Following an actual event or exercise, gather all persons involved in the incident

and determine how the event could have been prevented. Post event critiques are an

important element of mitigation.

All long-term strategic planning should include identification of mitigation opportunities. A joint public/private sector process will identify the broadest opportunities for

mitigation. The joint mitigation process necessitates trust and confidence in protecting competitive business strategies.

24
Emergency Response

Coordinating public and private responses to an emergency or critical incident is

the culmination of all preceding activities, i.e. risk assessment, critical incident

planning, exercises, and mitigation. The effort put into planning will pay dividends and

enhance management of a critical incident when it occurs.

The initial response to an incident, in many cases, will involve some element of the

private sector. If the business has a security department, they may be the first responders. In other cases, it may be an employee with little or no emergency response skills.

Proper response and correct actions within the first few minutes of an incident lay the

foundation on which the joint emergency response will be based and the matter

eventually resolved. The smooth “trade off” or transfer of control to the public Incident

Commander (IC) and continued teamwork will enhance the successful resolution of the

incident.

• Response from the private sector, whether it is an employee or a formally

established Incident Management Team (IMT) or Emergency Response

Team (ERT) will begin the emergency response process. The manager of

the IMT/ERT is in charge of the incident until relieved by the public sector

incident commander.

• If the incident is a major disaster requiring additional business resources,

the company Crisis Management Team (CMT) may be activated to support

the IMT. The CMT is usually located away from the incident site, and does

not make operational decisions, but supports the IMT manager as required.

The CMT may be located in the company’s Crisis Management Center. The

CMT should have an alternate meeting site.

• The Crisis Management Center’s (CMC) function is to support the

Emergency Response Team by directing the proper allocation and coordination of internal resources and obtaining assistance from external public and

private resources.

• The local private sector and/or company Crisis Management Team (CMT)

when activated will support the incident commander. The CMT must work

in concert with the public sector Emergency Operation Center.

• Upon arrival of the public sector, the private Incident Management Team

(IMT) will be prepared to work in concert with the public sector. The

Incident Command System (ICS) will be implemented following a smooth

transfer of authority, and where appropriate, joint decision making.

25
DISASTER

One security manager said their

company has a crisis management

team comprised of the top company

executives. This team can get the

incident commander any company

resource that is needed. The

resources are there for the asking.

DISASTER

Private Sector Response

Private Sector or Incident Management Team

Public Sector Response

Incident Commander

Unified Command System

Incident Management Team (IMT) Incident Command System (ICS)

Crisis Management Team Emergency Operations Center

26

Communication among all aspects of the public and private sector must be established immediately. Prior joint emergency planning will enable responders to get to the

business of handling the disaster during an actual event. Preparation in understanding respective public and private sector needs and requirements will reduce conflict and

enable immediate activation of all available resources. The incident commander can

focus all energies to the task at hand, which is management, control, and resolution

of the disaster.

When an incident occurs, the main focus must be the successful resolution of the

issue at hand, not why it happened. Participants must focus on the emergency

response and not the cause. The cause can be determined after the incident is

under control or resolved. Good planning will have designated responsibility for the

determination of cause. Everyone must understand that when an event happens, it is

never as planned. Be flexible.

Top management must demonstrate overall leadership and support during the event

but operational control and management must be in the hands of the first responders

and incident commander. The private sector should have persons available who know

the facility and can support the incident commander. This may be the facility manager,

maintenance person, facility engineer, or security staff. In large complexes, someone

needs to be stationed at the “front gate” of the facility to lead public responders. A

“pathfinder” approach is required. The private sector interface with public sector

responders must be a person with authority to make decisions and support the

incident commander.
A fire chief said, “I want to see a

familiar face when I arrive on the

scene. If not a familiar face, then

someone who knows where I should

go and what the situation is.”

Below is an example of a Public/Private Resource Matrix*

PUBLIC/PRIVATE RESOURCE MATRIX

Required Resource Private Sector Public Sector Other Name, Address, and Phone Number of Provider

Structural Engineer X ABC Manufacturing, Main Street, Anytown,

Engineer Jeff Jones, 313-555-1212

Chemist X X Robert Smith, Anytown, 313-555-1212

Dean Jones, ABC Manufacturing, 313-555-1212

*This is just an example form. The partnership process can develop forms specific to your own community situation.

One fire chief said, “I do not know

all the dangers inside the gate,

and I want someone by my side

who does.”

27

Mass casualties resulting from hazardous materials incidents may also include

injury and exposure to first responders. These events will tax the emergency response

process and will resemble events mostly likely to occur in a weapon of mass destruction attack. Evacuation of personnel will require close coordination between the public

and private sectors. The private sector may have to “defend in place” as the situation

dictates.

No one group can do it alone; all must work together. If existing on-site resources

are unable to handle the event, the Incident Commander must not only know what is

available on-site, but what is available from other sources within the community. The IC

should be familiar with the private sector’s qualifications. Combined training of public and

private resources will create understanding and confidence in each other’s abilities.

If joint resources are to be used, both sectors must train, drill, and work together.

It is a never-ending process. A level of trust and confidence must be established

before the critical incident. The public sector must understand the commitment required

in training of first line private sector responders. Top management must support the

process.

• Initiate a unified command structure and engage public and private sector

resources. This teamwork approach will maximize the effectiveness of all

available resources to resolve the critical incident. Eliminate the perception

that public responders are always the experts.

• Establish and coordinate communication between the incident commander

and private sector response teams and company crisis management teams

for damage assessments, prioritization and allocation of resources, and

emergency operations.

• Don’t overlook contract security forces who understand their role and are

trained to meet their responsibilities. Do not underestimate the knowledge

and expertise available in the ranks of contract security forces.
A fire chief said that they made

a decision to let a fire burn since

the water run-off would have

contaminated the local environment.

This was the understanding they had

with the local business in advance.

28

• Be certain the private sector understands the legal responsibilities of the

public sector. When the public sector responds, they must carry through with

their responsibilities.

• Determine who is authorized to approve response expenses and establish

a process of cost documentation. Determine if there is a cost recovery

ordinance and keep track of costs associated with the emergency. Difficulty

can occur when bills start coming in.

• Develop a critical incident debriefing plan. Be candid and learn from

mistakes for lessons learned are invaluable. Mitigation must be initiated

as needed.
A community indicated they had

involved the media in the planning

process. During an actual aircraft

disaster, the media had a clear

understanding of the emergency

management system and their role.

As one officer said, “It sure made

our job easier.”

One city says their relationship with

the media and the establishment of

a community hotline at the time of

an emergency was working so well

that the citizens expected to be

informed of even very minor events.

The local media cooperated in

getting information to the public,

which requires a close working

relationship among the media,

public sector, and private sector.

29

Media Relations

Public information is a vital component of any critical incident response. The

media must be a part of the preparedness process and media involvement in the

planning process will help reduce misunderstanding during an incident. Accurate

information should be available to the public as soon as possible. The media needs

to know where they can obtain information or receive briefings. Plan for an off-site Public

Information Office/Media assembly and briefing area. An informed public is an

educated and understanding one.

Here are some steps to smooth media/public relations:

• Develop a policy on who will handle the media. Employees must leave

media contact to professionals. Small companies may not have a person

skilled in handling the media during a crisis.

• Determine who will be the lead spokesperson. That person needs to have

public relations experience. In most cases, the public sector should take

the lead but they need support and information from the private sector.

Consider joint press releases.

• Be cooperative but careful in speaking with the media since they can help

get vital information to the public. Do not speculate. Media relations must

be an ongoing joint public/private process.

• If you deal directly and honestly with the local media, they can be of

assistance in dealing with national media. Watch using “I think” and be

certain of facts including the time frames to release pertinent information

so the actions of first responders are not circumvented.

• Let the emergency responders focus on the event.

• Create a community information plan so persons can call one number and

obtain information on the crisis. Remember that people are “data driven”

and need information.
30
In an emergency, neighbors have

to deal with neighbors and after

the crisis, they still have to live

and associate with each other.

The public and private sectors

agreed that there is no disaster

that cannot be managed if they

have joined in the planning,

response, recovery, and mitigation

process. With their joint

expertise and resources, a terrible

event can be resolved and the

public’s confidence in their

community can be maintained.

31

A private sector executive

was surprised that his

company could be shut

down for several weeks

while crime scene activities

were conducted by the

public sector. A tabletop

exercise had exposed this

possibility and, as a result,

recovery and business

resumption plans were

being modified.

Recovery and Business

Resumption

The recovery or business resumption process can begin during the emergency

response process, or it may be initiated in stages until the normal business operations

are restored. The recovery process must factor in the criticality of the business

function and the maximum allowable down time.

A quick recovery from an incident will start the community back on the path to

normal activity. The process may be of short or long duration; however, planning for

the recovery phase in the assessment, planning, and response process will definitely

decrease recovery time.

Both sectors must strive for quick recovery. The private sector crisis management

team should immediately initiate their recovery process. The Incident Commander

should be kept informed of the recovery process but nothing should be done to

conflict with response activities. Accurate damage assessment is important to the

recovery process.

Recovery should not conflict with “crime scene” preservation and examination, and

crime scene investigators must be trained and sensitive to recovery needs. Fast

recovery is desirable but the cause of the incident must be established.

• Determine the extent of damage and communicate it to the public.

Accurate projections of recovery times should be provided and public

support and understanding should be solicited during the recovery process.

• Developing a system to bring in “the right people at the right time” is very

important for long term recovery. Emergency responders and the private

sector have to work side by side in the recovery as well as in the response.

• Work with outside resources to support the recovery process. Verify that

the same resource provider is not planned or obligated to other community

businesses. Identify and make certain that unscrupulous persons do not

victimize the community. Advance planning for needed resources will reduce

this from happening.

• Develop understanding of the financial impact to the community if the

private sector is delayed in the resumption of business operations. In a widespread disaster, determine who needs to be “recovered first” and understand

the impact on the welfare of the community.

• Use all available community resources to assist persons in recovering from

traumatic events. Reestablishment of the individual sense of well being is

an essential part of the community’s recovery process. In this age of

technology the public expectations may be overly optimistic.
32

MITIGATION DISASTER

NORMAL

OPERATIONS

NORMAL

OPERATIONS

DISRUPTION TO

NORMAL OPERATIONS

Preparedness

• Risk Assessment

• Critical Incident Planning

• Training

• Exercising

Emergency Response

Unified Command System

(Public/Private)

Supported by:

• Private Sector – Crisis Management Team

• Public Sector – Emergency Operation Center

Business Resumption/Recovery Process

Preparedness

Process Resumes

Critical Incident Process

Flow Chart
Off-site emergency resources:

Company

Contract

Mutual Aid pact (formal or informal)

Emergency information:

Material Safety Data Sheets

Hazardous material and locations

Number and training of emergency

 personnel

Number of medical personnel at facility

Security/fire control central station

Facility diagram and/or photographs:

Other information considered pertinent:

Name and telephone number of person

completing information sheet:

Appendix A:

Components of a Basic Information Form

The following is a consolidation of forms, information sheets, and guides

used by regional participants. The purpose is to compile information during the

assessment and planning process for use at the time of a critical incident.

Company Name:

Location:

Address with closest cross streets, roads, or major highways

Alternate access routes

Phone numbers/contact:

Emergency contacts (name, telephone, mobile phone, and page numbers)

Contract or proprietary security

Key management

Location where emergency responders will be met

Primary and alternate locations for mobile command

Information and background:

Type of company or business

Number of employees

Brief history of business

Type of construction:

Wood, block, open steel, concrete slab, etc.

Special construction, i.e. walls for explosion venting, etc.

Truss direction (north/south or east/west)

Facility size:

Square feet

Number of shifts and personnel assigned

Facility fire, security, or other asset protection technology:

CO2, sprinklers, foam, electronic card access control systems, etc.

Fire control panel, type of systems, and location(s)

Evacuation alarms

Close circuit television systems

Independent water supplies:

Water tank, pond, etc.

Contiguous areas:

Hazardous facilities in close proximity

Water ways, railroad tracks, airport flight paths, etc.

Surrounding civilian population, schools, churches, arenas

On-site emergency resources:

Equipment and personnel

33
Appendix B:

Tabletop Exercise Scenario Example

8:30 AM Introductions and Tabletop Exercise Objectives

9:00 AM Exercise Begins. Participants are provided the following information:

SEGMENT 1 — Response

The local police just received a call from Novelty Manufacturing Company Security that a shooting has

occurred at their plant. Initial reports indicate that a gunman entered the plant and shot a receptionist.

Employees and visitors are running from the plant in panic and the gunman is still inside. The following

conditions exist.

It is 2:15 PM, on a Thursday afternoon. The weather is a typical mild spring day

with no wind.

Novelty Manufacturing is located next to a medium size strip mall. The company

employs 125 workers.

There is a school located immediately behind the Mall and school gets out at 2:30

PM. Many students cut through the back lot of the plant to meet their friends at

the shopping center after school.

Two unarmed plant security officers are outside the plant. Witnesses running from the plant

have informed security that the gunman is also holding several containers of a liquid-like substance.

One fleeing employee also informed security that she knows the receptionist who is shot.

She believes the husband is the shooter. The employee also indicated that the receptionist just

filed a restraining order against her husband.

Police, fire, and emergency services are on the scene. The plant’s manager is

in the front parking lot. The police are requesting information on the victim, floor

plans, and if all employees are out of the plant. It is not known what visitors are

still in the plant. The fire department wants to know where flammable materials

or items are located in the plant.

The press is on the scene and interviewing witnesses. They want a spokesperson from the responders to

meet them and appear on camera. They want to know if there is a danger to the school and also other

stores in the mall.

Persons are calling Mall security wanting to know if any of their friends or relatives are hurt. Mall security

wants a representative of the plant to handle the calls or come to their office. Mall security has informed

the plant manager that his home office wants him to call.

Hysterical parents are calling the school and the police saying that they heard that there had been a

shooting at the school.

9:20 AM Step 1 – Individual Analysis (10 minutes)

Members of the emergency management team (public and private sector) should take approximately 10

minutes to list their response actions based on the above information. Any resources needed and

contemplated actions should be noted. Any emergency planning documents should be referred to.

34
9:30 AM Step 2 – Group Analysis (30 minutes)

Members should present their recommended actions to the emergency management team.

Team discussion should occur and any action(s) should be listed. A group list of priorities and

next steps should be developed.

10:00 AM

SEGMENT 2 — Response continued

The following additional information is provided to participants:

Contact has been made with the gunman inside the building. He acknowledges he has shot his wife

and is holding several hostages. He has threatened to kill them. To show he means business

he claims to have started a fire in the store room at the back of the building.

Police units in back of the Mall report smoke coming from inside the dock area of the plant.

10:15 AM Group Analysis (30 minutes)

Each emergency management team should discuss the new information and what resources will be

needed to respond to the current situation.

10:45 AM Exercise scenario concludes when gunman surrenders to police

Critique & Discussion: (45 minutes)

Some points to consider:

• What type of incident command structure was used? Who was in charge?

• Was there a joint command center established? Where was it located?

• What information was needed from the public and private sector respectively?

• Were plant diagrams and employee information readily available?

• Was there an evacuation of surrounding stores and the school? How was it handled?

• Where was the press staged and who was the primary spokesperson? How was accurate information obtained by the spokesperson?

• How was the fire in the back of the store handled?

• How was information on the shooter obtained? Was there any concern for the liquid that he

was carrying?

• What role did plant management, Mall management, and private security play?

• Based on the lessons learned in this exercise, what are the next steps for participants to take

individually and as a group? What is the time frame for taking these steps? When will the participants reconvene to report on the accomplishment of their respective actions?

11:30 AM Exercise Concludes

35
References

Here are some helpful references if additional information is desired.

This list is not, by any means, all-inclusive.

Keith, Gary S. Pre-Incident Planning for Industrial and Commercial Facilities Fire Protection Handbook, Eighteenth Edition, National Fire Protection

Association, Quincy, MA. 1997.

Wright, Charles J. Managing the Response to Hazardous Materials Incidents, Fire Protection Handbook, Eighteenth Edition, National Fire

Protection Association, Quincy, MA. 1997.

Wagoner, William D., AICP, PEM/CEM, Ph.D., Comprehensive Plan/Hazard

Mitigation Interface: Integration of Emergency Management into the

Community Planning, Planning Department Team, Livingston County Department of Planning, Winter, 1998-1999.

Emergency Planning Handbook, American Society of Industrial Security,

1994

Emergency Information Procedures Workbook, Emergency Management

Division, Department of Michigan State Police, EMD PUB-401, Revision,

1991.

Disaster Exercise Manual, Emergency: Guidelines on Exercising Emergency Operations Plans for Local Government, Emergency Management

Division, Department of Michigan State Police, EMD PUB-702, Publication

09-99.

Michigan Hazard Analysis, Emergency Management Division, Department

of Michigan State Police, EMD PUB-103, Publication 10-98.

Site Emergency Planning Workbook, Emergency Management Division,

Department of Michigan State Police, EMD PUB-602, Publication 5-95.

Warning, Evacuation, and In-Place Protection Handbook, Emergency Management Division, Department of Michigan State Police, EMD PUB-304,

Publication 1-94.

Internet Resources

www.msp.state.mi.us/division/emd/emdweb1.htm Michigan State Police

Emergency Management Division and contains publications on emergency

management.

http://www.redcross.org The American Red Cross web site contains information on community disaster planning, mitigation, management and

recovery from disasters.

www.atf.treas.gov The Bureau of Alcohol, Tobacco, and Firearms website

contains information on bomb threat and detection resources. A Bomb and

Physical Security Planning link titled, Bomb Threat Workbook, for the public sector is available, along with information on detecting suspicious

devices and bomb threat checklists.

www.cdc.gov Information on infectious diseases from the Centers for

Disease Control.

www.cbiac.apgea.army.mil The Chemical and Biological Defense Command

web site provides information and analysis on CW/CBD.

http://www.oep-ndms.dhhs.gov The Department of Human Health Services web site on their role and function in emergency planning.

http://www.disasterrelief.org The Disaster Relief web site is maintained

by the American Red Cross, CNN, and IBM. It provides information on disasters and sources for recovery support.

www.doe.gov Information on Department of Energy capabilities and support involving radiological materials and related emergencies.

http://www.dtic.mil/def U.S. Department of Defense with links to domestic preparedness resources.

www.doc.gov Department of Commerce information on emergency/disaster mitigation.

http://www.dot.gov U.S. Department of Transportation (DOT) information

on hazardous materials.

http://www.epa.gov The U.S. Environmental Protection Agency web site

provides information on accident protection, risk management, and their role

in counter-terrorism. Links to other federal agencies and organizations

involved in counter-terrorism are provided.

www.fbi.gov Information and services available from the Federal Bureau of

Investigation, designated as the the Lead Federal Agency in events involving terrorism.

http://www.fbi.gov/programs/ndpo/default.htm The National Domestic

Preparedness Office (NDPO) web site provides links to other federal WMD

assets and expertise.

http://www.fbi.gov/ansir/ansir.htm FBI/Awareness of National Security

Issues and Response (ANSIR). The web site is the public voice for the FBI

on espionage and physical infrastructure protection.

http://www.fema.gov The Federal Emergency Management Agency web

site contains emergency response and planning information. Documents on

various hazards can be downloaded along with fact and planning sheets.

http://www.usgs.gov The U.S. Geological Survey (USGS) contains information on geologic hazards. The USGS also monitors and evaluates threats

from a number of natural hazards.

www.info.gov/fed_directory/phone.shtml Directory assistance link for the

Government Information Exchange site. The link has access to the Operation Respond Emergency Information System (OREIS) database designed to

provide first responders with information on various hazards.

http://www.ibhs.org The Institute for Business and Home Safety provides

information on residence and business natural disaster safety. The web site

is an initiative of the insurance industry to reduce death, injury, and

property damage.

http://www.iaem.com The International Association of Emergency Managers (IAEM) web site provides information on emergency management

issues.

http://www.nemaweb.org The National Emergency Management Association web site concentrates on mitigation of hazards. Links to related sites

are provided.

http://www.nrt.org National Response Team Preparedness Committee

web site on the exchange of lessons learned during training exercises.

Links to over 100 preparedness and response web sites.

http://ns.noaa.gov NOAA’s web site contains information on monitoring

and analyzing hazards. Additional information on monitoring, responding to

and mitigating hazards is available.

http://www.ojp.usdj.gov/osldps Office for State and Local Domestic

Preparedness Support established to administer grants to assist state and

local public safety personnel in acquiring the specialized equipment and

training to safely respond to and manage domestic terrorist activities,

especially dealing with WMD.

http://www.osha.gov Occupational Safety and Health Administration information on various human health and safety hazards.

www.statelocal.gov The U.S. State/Local Gateway for state and local

access to federal information.

http://www.usia.gov/topical/pol.terror The U.S. Information Agency web

site on counter terrorism with links to U.S. government sources.

http://www.weather.com/safeside The web site provides information on

a joint project, Project Safeside, between the American Red Cross and

Weather Channel to inform communities on meteorological hazards and the

importance of preparing for natural disasters.

http://www.emforum.org The Virtual Forum for Emergency management

professionals’ web sites provides information on emergency management

and links with professional organizations throughout the world. The Emergency Information Infrastructure Partnership is a voluntary association to

exchange information on disaster planning and recovery. The EMForum

includes FEMA, National Emergency Management Association (NEMA), the

International Association of Emergency Managers (IAEM, National Volunteer

Fire Council (NVFC), Congressional Fire Service Institute (CFSI) and State

and Local Emergency Management Data Users Group.

http://dp.sbccom.army.mil This web site, SBCCOM:Program Director for

Domestic Preparedness is dedicated to enhancing federal, state, and local

emergency responders.

36
Glossary

During development of the Critical Incident Protocol, participants

expressed the need to develop common terminology that would be jointly

understood by the public and private sectors. The following definitions will

be helpful during the planning and implementation process.

Acceptable Down Time – The period of time a function or activity can be

disrupted without significant impact to production, customer service,

revenue, or public confidence. Each business activity must develop its

individual maximum allowable down time. Also referred to as Maximum

Allowable Recovery Time.

Business Resumption – See Recovery

Community – A political entity, within a defined boundary, having authority

to adopt and enforce laws and provides services and leadership to its

residents.

Crisis – An incident or event that cannot be adequately handled within the

normal scope of business operations. See Critical Incident.

Crisis Management Team (CMT) – CMT is comprised of senior private

sector executives who represent the central business functions. In a disaster that exceeds the scope of normal business operations, the CMT provides

strategy and support to the on-scene Incident Management Team. Analogous to the Emergency Operations Center (EOC) established by the public

sector.

Crisis Management Center (CMC) – Location where the Crisis Management

Team meets. Primary and alternate location must be preplanned. May be

at the facility where the incident is occurring or a distant location, as the

main office, headquarters of the business function, or alternate site.

Critical Incident – Any manmade or natural event or situation that threatens people, property, business, or the community and occurs outside the

normal scope of routine business operations. Typically requires coordination of numerous resources.

Critical Incident Plan – Action plan developed to mitigate, respond to, and

recover from a critical incident. Includes steps to guide the response and

recovery efforts. Identifies persons, equipment, and resources for activation in a disaster and outlines how they will be coordinated.

Disaster – see Critical Incident.

Emergency – An event that threatens people, property, business continuity, or the community and may develop into a disaster or critical incident.

Emergency Operations Center (EOC) – The EOC is a location where senior

public sector officials who represent primary governmental functions

assemble to resolve a critical incident. Monitors and directs emergency

response and recovery activities. Supplies the public sector Incident

Commander with the necessary resources to resolve the critical incident.

Analogous to the private sector Crisis Management Team (CMT).

Emergency Planning – see Critical Incident Planning.

Emergency Response – Coordinated public and private response to a critical

incident.

Emergency Response Team – See Incident Management Team

Exercise – A planned, staged implementation of the critical incident plan to

evaluate processes that work and identify those needing improvement.

Exercises may be classified as Orientation, Tabletop, Functional, or Full-scale

and involve scenarios to respond to and resolve the assessed risks. See

definitions of exercise types.

Full Scale Exercise – Conducted in an environment created to simulate a

real-life situation. Involves functional areas of response resources.

Functional Exercise – Limited involvement or simulation by field operations

to test communication, preparedness, and available/deployment of operational resources.

Hazards – Any circumstances, natural or manmade, that may adversely

affect or attack the community’s businesses or residences.

Incident Commander – Public sector official (usually fire or police) in charge

of coordinating resources and developing strategies to resolve the critical

incident.

Incident Command System (ICS) – ICS establishes an organized approach

to take charge of a critical incident and coordinate the response. Joint

private/public sector planning enables a smooth transfer of authority from

the private sector to the public sector Incident Commander when they arrive

on the scene. Unified command may occur after this transfer.

Incident Management Team (IMT) – The private sector response team at

the scene to resolve the critical incident. If a company Crisis Management

Team is available, the IMT may request additional private sector resources.

May also be known as Emergency Response Team (ERT)

Local Emergency Planning Committee (LEPC) – Process established by the

U.S. Environmental Protection Agency for particular hazards and suggested

as a method for local business and government to partner in the critical incident planning process.

Maximum Allowable Recovery Time – See Acceptable Down Time

Mitigation – Activities to eliminate hazards in advance or to lessen their

impact if an incident occurs. Includes all types of prevention activities,

control or containment, forward planning, and risk reduction. Should be

considered throughout the entire planning, response, and recovery process.

Orientation exercise – Low stress training exercise to familiarize teams with

their roles and expectations. Usually provided in a partial briefing format.

Provides an overview of the critical incident response plan.

Preparedness – Actions and initiatives developed prior to an incident that

includes risk assessment, planning, training, and exercising.

Private Sector – A business or company not owned or managed by the

government.

Public Sector – A particular element or component of government, i.e.

police, fire, emergency services, public works, local, state, or federal

government entity.

Recovery – Process that takes place during and after a critical incident that

focuses on repair of damages, return to normal activities, and recovery of

losses. May also be called Business Resumption.

Response – Reacting to and managing a critical incident until it is resolved.

Risk assessment – Identification of risks to persons or property, operations,

or business function or activity, and evaluation of the importance of the

function to the continued business operation. Functions may be classified

as critical, essential, or non-essential to their importance in continuing

normal operations. May be individual assessments conducted by a particular entity or jointly conducted between the public and private sectors. The

vulnerability of each function should also be evaluated.

Tabletop Exercise – Limited simulation of an emergency situation to evaluate plans, procedures, coordination and assignment of resources. Usually

involves decision-makers interacting to resolve issues raised by a

pre-scripted scenario.

Terrorism – The calculated use of violence or threat of violence to inculcate

fear; intended to coerce or to intimidate governments or societies in the

pursuit of goals that are generally political, religious, or ideological.

Unified Command System (UCS) – The UC involves a management structure to facilitate public and private teamwork to bring together expertise and

resources for managing and resolving a critical incident. Involves joint consultation and decision making.

Vulnerability - Evaluation made on the extent or frequency of exposure to

an identified risk. May be classified as Highly Vulnerable, Vulnerable, or Not

Vulnerable. Establishes significance of risks and the potential impact to the

ongoing business functions. Important factor to be considered in establishing priorities in mitigation activities.

Weapons of Mass Destruction – Any destructive device that is intended or

capable of causing death or serious injury to a large number of people

through the release, dissemination, or impact of toxic or poisonous chemicals or their precursors, disease-causing organisms, radiation or

radioactivity, or conventional explosives sufficient for widespread lethality.

37
Acknowledgments

38

Thanks to the following Michigan Focus

Group members who guided the process

and participated in developing the Protocol.

Captain Edward Buikema

Emergency Management Coordinator

Michigan State Police

Jeffrey Hawkins

Fire Chief

Pontiac Fire Department

Roger Garner

Director of Emergency Services

County of Midland

J. Robert Johnson CEM, PEM

Emergency Service Manager

City of Sterling Heights

Lawrence S. Lisiecki

CPIP Specialist

Special Security Operations

DaimlerChrysler Corporation

Jerome Miller

Senior Manager

Special Security Operations

DaimlerChrysler Corporation

Jack McArthur

Fire Chief/Emergency Coordinator

City of Dearborn

Executive Lieutenant

Donald McLellan, Ph.D.

Chief of Staff’s Office

Oakland Co. Sheriff’s Department

Bill Smith

Emergency Service Manager

Ottowa County Emergency Management

Bob Tarrant, Ret. Capt. Michigan State Police

Facilitator

Tarrant and Associates, Inc.

William D. Wagoner, AICP, PEM/CEM

Director of Planning &

Emergency Management

Livingston County

Thanks to the following sponsors who

hosted the regional meetings held across

the state of Michigan during the development

of this Protocol.

DETROIT AREA:

DaimlerChrysler World Headquarters

Auburn Hills, MI

J. Robert Johnson

Emergency Service Manager

Sterling Heights

Jerome Miller

Senior Manager –

Special Security Operations

DaimlerChrysler Corporation

NORTHERN MICHIGAN:

Dow Chemical, Midland, MI

Roger Garner

Director of Emergency Services

County of Midland

Cindy Newman

Manager, Public Relations

Dow Chemical

CENTRAL MICHIGAN:

School of Criminal Justice

Michigan State University, East Lansing, MI

Lieutenant Wayne Etue

Emergency Management Coordinator

Michigan State Police

Dan Hurley

Section Account Manager

Pinkerton Automotive Service Division

WESTERN MICHIGAN:

Johnson Controls, Holland, MI

Bill Smith

Emergency Management Division

Ottowa County

Roger Brondyke

Security Manager

Johnson Controls

DETROIT AREA:

Ford Motor Company World Headquarters

Dearborn, MI

Marty Stacey

Manager, Security and Fire Operations

Ford Motor Company

Jack McCarthur

Fire Chief/Emergency Coordinator

Dearborn Fire Department

Thanks to the following individuals for

participating in the Michigan regional

meetings and providing their expertise

in the development of this Protocol.

Bob Andrews

Vice President

Marsh Risk Consulting

Sergeant Ron Arambula

Emergency Management Liaison

Detroit Police Department

Lieutenant Eddie Barber

Shiawassee Co. Sheriff’s Department

David V. Baron

City Manager

Zeeland

Darryl Bartos

Township Clerk

Muskegon Charter Township

Larry Beld

Patrol Commander

Ottawa County Sheriff’s Department

Chief George Blyton

Alma Fire Department

Roger Brondyke

Security Manager

Johnson Controls

Bernard D. Brunett

Emergency Management Coordinator

Allegan County

Henry Budesky Jr.

Manager of Fire Protection Engineering

Ford Motor Company

Captain Edward Buikema

Emergency Management Coordinator

Michigan State Police

First Lieutenant Dave Bush

Michigan State Police

Cynthia Chilcote

Public Information Officer

Midland County Emergency Services

David H. Chipman

Group Supervisor

Bureau of Alcohol, Tobacco & Firearms

Kenneth E. Cole

Section Supervisor Ford Motor Company
39

Fire Chief Mike Corecoran

DaimlerChrysler Corporation

Bob Currie

Assistant Superintendent

Marshall Public Schools

Mark E. Davidson

Special Agent

Federal Bureau of Investigation

Ron Deadman

Assistant Director

Fire Training Institute

Oakland Community College

Goudou De Roo

Director of Buildings & Grounds

Zeeland Public Schools

Ken Diamond

Manager of Security

Delphi Automotive Systems

Chief Roger Doctor

Norton Shores Police Department

Jack Duso

Assistant City Manager

Midland

Jim Ellis

Director, Global Security Policy &

North America Public Relations

General Motors Corporation

Hank Ellison

President

Cerberus & Associates Inc.

Lieutenant Wayne Etue

Emergency Management Division

Michigan State Police

Paul F. Fabiano

Fire Marshal

Delta Township Fire Department

Jeff Feerer

Manager

Environmental Health & Safety

Dow Chemical Company

Sergeant Tom Foote

Ingham County Emergency Services

Ingham County Sheriff’s Department

Roger Garner

Director of Emergency Services

County of Midland

Bob Grabinski

Fire Marshal

Muskegon Fire Department

Speed Gray

Retired-Director

Global Risk Management

Amway Corporation

Bernie Grysen

Corporate Security Manager

Herman Miller, Inc.

Chief Daniel J. Hargorten

Midland Fire Department

Lt. Max J. Harnish

Patrol Division

Kent County Sheriff’s Department

Chief Jeffrey Hawkins

Pontiac Fire Department

Richard Heathcock

Gratiot County Commissioner

Chief Dan Henderson

Holland Fire Department

Suzan Hensel, Director

Midland County Central Dispatch

Chief Mark Hetfield

LEPC Chairman Shiawassee County

Corunna Police Department

Tom Hillen

Emergency Management Coordinator

Kent County Sherriff’s Department

Donn Huisken

Chief of Security

Rober Vankampen Family & Holdings

Dan Hurley

Section Account Manager

Pinkerton Automotive Service Division

Steven Jackson

Emergency Services Manager

Eaton County Sheriff’s Department

Robert Johnson

Emergency Services Manager

City of Sterling Heights

John Katunar III

Technical Specialist

HSB Industrial Risk Insurers

Joe Kimble

Emergency Management Coordinator

Muskegon County Emergency Services

Deputy Richard S. Kos

Emergency Services Coordinator

Shiawassee County Sheriff’s Dept.

Dave Koutz

Facility Manager

Gratiot Community Hospital

Andy Kuchek

Loss Prevention Team Leader

Dow Corning

Investigator James Kus

Eaton County Prosecutor’s Office

Lawrence S. Lisiecki

Special Security Operations

DaimlerChrysler Corporation

Captain Bruce Lucey

Lenawee County Sheriff’s Office

Fletcher MacGregor

Senior Vice President

Marsh Risk Consulting

Milton N. Martin

Safety Manager

Total Petroleum

Dennis Mason

Senior Loss Control Consultant

Marsh USA – Risk Control Strategies

Jack McArthur

Fire Chief/Emergency Coordinator

City of Dearborn

Donald McLellan, Ph.D.

Executive Lieutenant

Oakland County Sheriff’s Office

Alezander A. Merkall

Battalion Chief

Detroit Fire Department

Jerome Miller

Senior Manager

Special Security Operations

DaimlerChrysler Corporation

Dean Moore

Director

Midland Medical Center – EMS

Jim Moorer

Security/Fire Supervisor

Ford Motor Company

Kevin Napier

Plant Protection Supervisor

Sappi Fine Paper

Brett Neal

Safety Engineer

Ford Motor Company

Cindy Newman

Public Relations Manager

Dow Chemical Michigan Operations

John Novak

Director of Operations

Pinkerton Automotive Service Division
Lieutenant William T. Wardwell

Michigan State University Police

Harold D. Watkins Jr.

Emergency Management Specialist

Office of Emergency Management

Detroit Fire Department

Mark Weimerskirch

Emergency Management Coordinator

Marsh Risk Consulting

Lt. James Welbes

Patrol Division

Eaton County Sheriff’s Department

DelRay Wichham

Security Supervisor

Detroit Newspapers

Rick Williams, Training Chief

Sterling Heights Fire Department

Wallie Williams

Senior Preventions Coordinator

General Motors Corporation

Thanks to the city of Sterling Heights and General Dynamics Land Systems for their

participation in the development, exercise, and evaluation of a tabletop exercise conducted by interactive video conferencing. Their involvement in reviewing the Critical

Incident Protocol in partnership with the city of Sterling Heights confirmed its value as

a guide for the public and private sector joint process.

The membership of the city of Sterling Heights Municipal Security Task Force, formed

in 1998 to bring together the public and private sectors to plan, mitigate, respond to,

and recover from weapons of mass destruction, provided additional suggestions in formulation of the Protocol.

Thanks to the members of the Private Sector Liaison Committee of the International

Association of Chiefs of Police who reviewed and provided comments.

40

Ron Odenwald

Security Director

Lakeside/Taubman Malls

Chief Jerold L. Paauwe

Georgetown Twp. Fire Dept.

Lieutenant Kenneth Paris

Dearborn Police Department

Captain David P. Pegg

Haz Mat Special Operations

Detroit Fire Department

Sergeant Michael Perez

Deputy Program Manager

Ingham County Sheriff’s Office

Dale R. Price

Emergency Management Coordinator

Gratiot County

Thomas R. Raupp

Manager – NSEP Operations

Ameritech/National Security

Sheriff John S. Reder

Midland County

Pete Richardson

Loss Prevention Account Consultant

HSB – Industrial Risk Insurers

Bob Rinck

Ottawa County Commissioner

Leanne Robinson

Emergency Management Coordinator

Oakland County

Gerald J.Rosicky

Director of Security & Fire Prevention

General Motors Corporation

Jim Rotman

Director of Facilities

Muskegon Community College

Chief James St. Louis

Midland Police Department

Chief William Schmidt

City of Walker Fire Department

Kenneth E. Scotford

Engineering Specialist

General Dynamics Land Systems

Rollie Shook, Manager

Emergency Services & Security

Dow Chemical

Inspector John P. Sligay

Dearborn Police Department

Director Bill Smith

Emergency Management Division

Ottawa County Sheriff’s Office

Teri Snow

Health & Safety Manager

Perrigo Company

Marty Stacey, Manager

Security and Fire Operations

Ford Motor Company

Neal Stephens, Security Supervisor

Detroit Newspapers

Deputy Director Richard Szczepanek

Grand Haven Public Safety Department

Arthur S. Tanis

City Commissioner

City of Walker

Robert F. Tarbuk

Security/Fire Supervisor

Ford Motor Company

Darlene Urbanek

Manager, Disaster Recovery

Kelly Services, Inc.

Director William D. Wagoner, Ph.D

Planning & Emergency Managment

Livingston County
41

For additional copies or information, contact:

Radford W. Jones

School of Criminal Justice

Michigan State University

East Lansing, MI

517/355-2227

jonesrad@pilot.msu.edu