HVA Report

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San Diego Fires or Tsunami in Hawaii ( my professor said that I could choose a place location and topic anywhere in the US)

Please see the instructions provided in course resources, and complete a hazard and vulnerability analysis for your selected jurisdiction that will drive your well thought out disaster plan (Signature Assignment). You will complete the worksheet template provided to identify and rank top jurisdictional hazards, and select the hazard of your choice to complete the Signature Assignment, e.g. fires in San Diego, or tsunamis in Alaska.

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Running Head: Oklahoma County Tornado Disaster Management Plan 1 Sample Paper Oklahoma County Tornado Disaster Management Plan National University Oklahoma County Tornado Disaster Management Plan 2 Title Oklahoma County has the largest population in Oklahoma. According to the U.S. Census Bureau there were 776,864 individuals residing in this county in 2015. Oklahoma County consists of 708.82 square miles, with a population of 1,013.8 per mile (U.S. Census Bureau, n.d.). The racial/ethnic majorities are broken down as: White (57.9%) followed by Hispanic (16.1%) and Black (14.6%); the median age is 34.2 and 2015 median income was $47,437, with 18.2% of residents below the poverty line (Oklahoma Demographics, 2017). In order to implement a disaster management plan with all residents of this County in mind, an all hazards approach will be used. In order to assess the probability of a disaster and the impact on the community, a Hazard and Vulnerability Analysis will be conducted. Hazard and Vulnerability Analysis A collaborative Public Health Hazard and Vulnerability Analysis was conducted for Oklahoma County using the Kaiser HVA template. Information to conduct the HVA was gathered from historical weather data and Oklahoma County Emergency Management office. The results of the HVA identified the top four natural hazards to Oklahoma County were tornados 67%, thunderstorms 61%, floods 59%, and fires 56%. Based on this HVA tornados will be the focus for the public health disaster management plan. According to the National Severe Storms Laboratory, a tornado is “a narrow, violently rotating column or air that extends from the base of a thunderstorm to the ground (NSSL, n.d. para. 1).” Tornadoes are formed from thunderstorms and are generated when cool air overrides a layer of warm air, forcing the warm air to quickly rise (Oklahoma County, 2013). There are two Oklahoma County Tornado Disaster Management Plan 3 types of winds associated with tornadoes, rotating vortex and straight line (FEMA, 2013). Vortex winds are the extreme winds typically associated with tornadoes. These winds can tear structures apart, life vehicles off the ground, and uproot trees. Straight line winds, also known as damaging winds, are high velocity winds that exert significant pressure. These winds can break windows, damage siding, tear off roofs, and cause a structure to collapse. Tornadoes are classified based on the Enhanced Fujita scale. This scale measures the intensity of tornadoes and classifies them into 6 categories, EF 0- EF5. An EF 0 has wind speeds of 40-72 mph; EF1 has wind speeds of 73-112 mph; an EF 2 has wind speeds of 113-157 mph; an EF3 has wind speeds of 158-207 mph, an EF4 has wind speeds of 208-260 mph and an EF5 has wind speeds of 261-318 mph (Storm Prediction Center, n.d.). There are two regions in the U.S. where tornadoes occur at higher frequencies, these include Florida and the south-central parts of the U.S. known as “Tornado Alley.” The states that make up Tornado Alley include Texas, Oklahoma, New Mexico, Kansas, Colorado, Missouri, Nebraska, South Dakota, and Iowa. “Tornado season” in the Southern Plains typically occurs between the months of May and June, although tornadoes can occur at any time of the year. (NSSL, n.d.). The geographic location of Oklahoma, makes it an optimal spot for convection weather to occur (Oklahoma County, 2013). The Rocky Mountains, which are located north-west of Oklahoma, provide cool air masses; the Gulf of Mexico provides a source of moisture; and the northeast provides dry-hot conditions. Data collected from 1950-2010 shows that Oklahoma has averaged 54 tornadoes per year (The State of Oklahoma, n.d). During this period, there were 3,466 tornadoes. These tornadoes caused 281 deaths and injured 4,353 individuals. The most recent and deadliest tornado in Oklahoma County Tornado Disaster Management Plan 4 Oklahoma occurred on May 20, 2013 at 2:56 p.m. CDT. This EF-5 tornado touched down southwest of Moore OK, part of Oklahoma County. The tornado was on the ground for 39 minutes, traveling a distance of 14 miles, with a diameter of 1.1 miles (FEMA, 2014). The tornado claimed the lives of 24 individuals, 7 of which were children, injured 324, and caused $2 billion in damages. Goal Statement The purpose of this public health disaster management plan is to ensure the welfare and safety of all citizens of Oklahoma County during a tornado by providing a comprehensive overview of preparedness, mitigation, response, and recovery plans that have been carefully selected and researched. Objectives 1) By Six months after the plan is revealed, 90% of residents living in Oklahoma county will have a plan in place in case of a tornado; this includes plans for when at home, work, school, or out in the community. 2) Three months after the plan is revealed 95% of residents will be aware of weather alert systems such as, the Accessible Hazard Alert System which sends out an automated text, email, or phone call to alert the public of weather hazards and 85% of residents will be registered to one of these systems. 3) After a tornado occurs in the county, response efforts will be deployed and all units will be working in their designated areas by 30 minutes after the tornado has subsided. Ensure the safety of all personnel working on recovery and response efforts after a disaster. Oklahoma County Tornado Disaster Management Plan 5 Ecological Strategy and Emergency Planning Model An effective emergency planning model consists of developing an all hazards emergency operation plan (EOP) that covers all phases of a disaster (preparedness, mitigation, response and recovery). A comprehensive EOP will assign responsibilities to specific individuals and organizations to carry out during an emergency; determine authority and organizational relationships, and show how actions will be coordinated; describe how individuals and property will be protected during a disaster or emergency; identify personnel, equipment, supplies, facilities and other resources that will be used during response and recovery; and identifies what steps will be used to mitigate response and recovery activities (Mississippi State University, n.d.). FEMA defines mitigation as the effort to reduce loss of life and property by lessening the impact of disasters (FEMA, 2016). Mitigation efforts occur during all phases of a disaster. Mitigation efforts for tornadoes include warning systems, alerts, safe rooms, stand-alone shelters, reinforced buildings and community storm shelters. A tornado watch will be issued when there is a higher than normal chance of a tornado forming. A tornado warning will be initiated when a tornado is indicated on radar or has been spotted. Each town in Oklahoma county will be equipped with multiple tornado warning sirens. These sirens will be tested on a weekly basis to ensure they are working properly. Sirens will go off as soon as a tornado warning is issued in a particular area. Residents will be encouraged to register for weather alerts that will either send a text message, email or call individuals and alert them of weather hazards in their area. Having safe rooms, stand-alone shelters, and reinforcing buildings are essential for providing coverage and protection from tornadoes. New building codes will require all buildings to be reinforced and Oklahoma County Tornado Disaster Management Plan 6 will require homes to be equipped with safe rooms. Community shelters will be located throughout the county in order to provide protection for individuals who do not live in homes that cannot provide protection and for those who are caught out in the storm when the warning sounds. Preparedness efforts for all disasters include public education, planning, training, and exercises. It’s important for each member of the community to be prepared for a tornado. Every individual should create a plan for themselves, their family members, and pets/animals to include where they will take shelter in the event of a tornado and how they will get there. Plans should include when at home, work, school, and areas that are spent during leisurely time. If family members are not together, their plan should also include a place to meet up at after authorities have declared that it is safe to move about. Individuals should also have an emergency preparedness kit in their homes and vehicles that have essential items such as a radio, flashlight, batteries, first aid kit, and enough food and water to last two days. The Oklahoma County’s Emergency Management Department is responsible for providing educational information to community members on appropriate sheltering methods during a tornado, including locations of storm shelters in the area. Information will be provided to the community via bi-annual meetings, information packets that are updated and mailed out annually to each resident, the County’s website and through public service announcements. Low-income residents who are unable to afford an emergency kit, can pick one up at their townhalls. It’s important for the community to be involved in preparing for tornadoes. All schools and hospitals will be required to participate in at least two tornado drills per year, and all Oklahoma County Tornado Disaster Management Plan 7 businesses will be required to have at least one tornado drill per year. All businesses will be required to post the location of emergency shelters to the nearest entry way of their facilities. When a tornado watch is an effect business will be required to make announcements every 30 minutes over the stores PA system. During a tornado warning, businesses will be required to announce this over the PA and provide information to the nearest storm shelter, if the facility is not a safe means of providing cover. Oklahoma County will participate in regional preparedness efforts with other counties in their region. These preparedness efforts will include collaboration on grants, exercises, training, and resources. A response plan is necessary to help coordinated time sensitive actions that are necessary to help save lives and reduce injury, protect property, stabilize the situation, and provide for basic human needs directly before and after an incident (Mississippi State University, n.d.). Response efforts include providing emergency services, search and rescue teams, transportation, having utility crews available, ensuring communications, opening up shelters, and dispersing volunteers. After the tornado has subsided, emergency response personnel will be activated to start rendering services and perform a rapid assessment of the area in order to prioritize response activities, allocate resources, and request additional assistance from mutual aid partners and the state. Directly after the storm, a rapid assessment should be conducted to obtain critical information on lifesaving needs, critical infrastructure, critical facilities, damage risk, and displaced individuals (FEMA, n.d.). Response teams need to be ready to move after it is declared safe. Roads may be damaged or blocked by debris, having a response team dedicated to Oklahoma County Tornado Disaster Management Plan 8 removing the debris and clearing pathways will be critical for emergency medical services, firefighters, police officers, and search and rescuers to reach their intended destinations. A utility crew will need to be readily available in order to respond to hazards such as downed power lines, electrical systems, or broken gas lines. Plans should be implemented before a disaster to insure emergency responders and rescue workers are informed about potential hazards they may encounter and are equipped with personal protective equipment (PPE). Personnel may encounter blood or bodily fluids, pathogens from sewer system breaks, damaged utility services, scattered debris, smoke and dust, fall hazards, materials with sharp or jagged edges, and unstable buildings with the potential of collapse. PPE should include gloves, sturdy footwear, respiratory protection, protective eyewear, and hearing protection. Volunteers and volunteer organizations are an essential asset to the response and recovery of disaster areas. Volunteers need to be well organized and coordinate with the Incident Command System in order to effectively respond to a disaster. Volunteer organizations such as the Red Cross, the Salvation army, and AmeriCorps will be needed to assist with setting up shelters, providing food and water to those displaced, and providing response and disaster relief efforts. The recovery phase includes the short and long term efforts needed to restore a community’s systems and activities back to normal (FEMA, n.d.). Recovery efforts start as soon as the incident has occurred; recovery efforts may be coinciding with response efforts. Recovery efforts include returning economic and business activity to a positive state, restoring and Oklahoma County Tornado Disaster Management Plan 9 improving health and social services, stabilizing critical infrastructure and implementing housing solutions. Emergency Management The international Association of Emergency Managers defines emergency management as “the managerial function charged with creating the framework within which communities reduce vulnerability to threats/hazards and cope with disasters (FEMA, 2007, p. 4).” Emergency management involves the coordination and integration of actions from individuals and households, private and nonprofit sectors, community entities and all levels of government necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from disasters (FEMA, 2007). Emergency management seeks to improve the outcome of disasters and can be measured in lives saved, fewer injuries, reduced damages, and shorter recovery time. An effective emergency management plan should adopt best practices from other plans. The emergency preparedness plan created utilized strengths and weaknesses that occurred during the response and recovery efforts for the tornado that occurred on May 22, 2011 in Joplin Missouri. This tornado was the deadliest tornado in the U.S. since 1947 (FEMA, 2011). The tornado caused 161fatalities and injured 1,371 individuals. The tornado damaged thousands of buildings, including the St. John’s Regional Medical Center, and caused approximately $2.8 billion in damages. Two areas of strength that were recognized from the Joplin tornado were the regional capabilities and the use of traditional and social communications (FEMA, 2011). Joplin had participated in a number of regional preparedness initiates with 18 counties and other Oklahoma County Tornado Disaster Management Plan 10 jurisdictions that were located in their sector. Preparedness efforts included collaboration on grants, exercises, training, and other preparedness activities. After the tornado, city officials used press conferences, press releases, email, the City’s web page, and Facebook to disseminate important emergency information to the public and response partners. Using both traditional and social media communications in a complimentary manner allowed for target audiences to receive important and necessary information about response and recovery efforts. Two areas of weakness that the Oklahoma County plan recognized and improved upon from the Joplin tornadoes were the management of volunteers and the planning for mortuary services. In addition to the regional mutual aid, personnel from over 400 public safety organizations deployed to the area. The first challenge was when self-dispatched responders arrived in Joplin, they began performing tasks without coordinating with the local incident command. Second, many responders lack the equipment and training needed to conduct operations, such as search and rescue. As a result, improper search markings were used, instead of standard search markings. This lead to some structures that were searched multiple times, which waisted valuable time and could pose potential harm in unstable structures. Due to the large amount of fatalities, the local corners office was over whelmed. Two days after the tornado, the Disaster Mortuary Operational Response Team (DMORT) was called in. The complications came when processing the bodies and identifying victims. Initially, even with the DMORT team only 2-3 bodies were being processed per day. Coroners were allowing victim families to identify bodies, but stopped after a family member misidentified someone. There are many roles and responsibilities involved during a natural disaster, focused on life safety, incident stabilization and preservation of property and the environment. The local Oklahoma County Tornado Disaster Management Plan 11 emergency manager is responsible for conducting key components of emergency management such as coordinating the planning process and working with organizations and governmental agencies, conducting a hazard and vulnerability and risk assessment, and coordinating reviews of all local emergency responders; managing resources before, during and after a disaster; coordinating with all partners involved in the emergency management process, including fire services, law enforcement, emergency medical programs, public works, volunteers and voluntary organizations, private and nonprofit sector organizations, and citizens (FEMA, n.d.). The emergency manager should also be current on related legal and accreditation issues and have input into the budgeting process and consider potential fiscal issues related to disaster. Forming a collaborative planning team is necessary to develop and maintain an EOP. This team is responsible for overseeing the implementation, review, and updating of the plan. Planning members may consist of emergency managers, fire, law enforcement, emergency medical services, public utilities, public health, health care, child welfare, animal control and care, community organizations, local businesses, social services and transportation services (FEMA, n.d.). Planning efforts need to include all phases of the disaster and should be developed in accordance with the DMA 2000, FEMA regulations, the Oklahoma Management guidance (Oklahoma County, 2014). Exercising these plans is a critical means of testing their effectiveness prior to an actual incident. An incident command system (ICS) is a standardized organizational structure used to command, coordinate, and control personnel and resources when responding to a disaster (FEMA, n.d.). The incident commander (IC) has the authority of coordinating the use of Oklahoma County Tornado Disaster Management Plan 12 resources and personnel at the scene of an emergency. Other important elements of the ICS include Operations, Planning. Logistics, and finance/Administration. Surge During any disaster, it’s important for hospitals to plan for medical surge capacity. Medical surge capacity refers to “a significant event or circumstances that impact the healthcare delivery system resulting in excess demand over capacity and/or capability in hospitals, community care clinics, public health departments, other primary and secondary care providers, resources, and/or emergency medical services (California Hospital, 2013, p. 1).” Both communities and regions need to be involved in the development of surge capacity plans that reflect local hazards and other variables (Hick, 2004). Plans must incorporate additional space requirements, the organizational structure, staffing needs, supplies, equipment, pharmaceuticals, information systems, and other necessary resources needed to support public health and patient care efforts. Increasing hospital space for the incoming flux of patients is a crucial element of managing hospital surge (Riley, 2011). Emergency management plans should include rapid patient discharge, canceling elective surgeries, focusing on strategies to increase bed capacity and identifying locations for alternative care facilities. The plan needs to specify how they are going to accommodate the rapid discharge of stable patients and who will be responsible for canceling elective surgeries. To increase bed capacity, the plan should include increasing beds per room and listing nontraditional spaces that can be converted for patient care. In the Oklahoma County Tornado Disaster Management Plan 13 event that the hospital facility is damaged and unable to receive patients or full capacity is reached, pre-identified locations for alternative care facilities should be noted in the plan. To accommodate incoming patient’s hospital staff personnel and supplemental staff support from other organization should be called upon. Other organizations that may be called upon to provide staff include Emergency Systems for Advance Registration of Volunteer Health Professionals (ESAR VHP), Medical Reserve Corps (MRC), the American Red Cross, public health departments, and/or schools (Adams, 2009). Protocols should be in place to revise staff schedules, call in off duty personnel, assign volunteers to appropriate areas and implement nonclinical staff when appropriate. Altered standards of care may be enacted to increase the capacity of existing staff. During disasters, additional equipment, supplies, and pharmaceuticals are needed. Policies should be an enacted to optimize resources. These policies should include substitution, conservation, use of less-resource-intensive therapies, and in the worst-case scenario, reuse or reallocation of resources (Einav, 2014). Hospitals should have a stock pile of these resources, but in the event that they run out, the Oklahoma County Emergency Medical Services has an additional reserve of supplies that hospitals in the area can request upon need. It may be necessary to collaborate with the local public health department and public health laboratory in times of crisis, and consider safety issues as well. Special Planning Considerations During any disaster, planning members should take into account special considerations that may need to be in place before, during, and after a disaster and accounted for during the planning and response. Special considerations to consider when implementing plans include Oklahoma County Tornado Disaster Management Plan 14 ensuring those with special needs and vulnerable populations are provided for and having plans in effect for pets and other animals. Individuals who have special needs and vulnerabilities need to be considered in the planning process before, during, and after a disaster. Vulnerable populations include individuals with acute medical conditions, chronic diseases, people with disabilities, elderly and youth, low income, immigrants, individuals with limited English proficiency, and homeless individuals (Riley, 2011). In order to help emergency managers plan for individuals with special needs and vulnerabilities, individuals should register with the county. This register will help identify those with special circumstances so planners can adopt best practices for mitigation, preparedness, and recovery efforts. Plans should educate the public about creating a plan for not only their families, but their pets and animals. Plans need to include identifying shelters in the area where pets are accepted. Families should ensure all pets have tags secured to their collar with their name and your phone number and address. Families should also have an emergency kit for their pets that have food, water, medications, veterinary records, food dishes, first aid kit, and a photo for identification purposes. Additionally, communities need to plan for shelters that have the ability to house, and care for pets. In the event of a mass casualty special considerations need to be made. Triage may need to occur and in the unfortunate case of a mass fatality event, mortuary services must be expanded in addition to hospital surge for the living. The trauma system may be greatly impacted, causing reliance on mutual aid and ability to accommodate these extra resources; it is very important that all members of the work force have needed resources including food and housing, and have Oklahoma County Tornado Disaster Management Plan 15 proper personal protective equipment (PPE) to include protection for the head, eyes, feet, and ears. and also the tools needed to do heavy lifting. In the event of a tornado the aftermath still has significant risks involved. Special planning needs to be done regarding debris removal from the roads since this will create an issue for people that are trying to seek medical care or evacuate for any reason. Another special consideration that needs to be addressed is infrastructure damage such as downed power lines. Evaluation Any successful program needs to be evaluated. Process, outcome, and impact evaluations will help determine if program activities have been implemented as intended, determine to what degree program objectives have been achieved, and measures the effectiveness of the program (CDC, n.d.). Process evaluations for this program will include questions such as: how many residents attended informational meetings? What information did residents receive? And What barriers were encountered when implementing training, drills and exercises? Outcome evaluations will ask questions such as: were educational programs for the public effective at helping residents from a plan to find shelter before a tornado occurred? Did practicing drills and exercises effectively prepare responders for the actual incident? Impact evaluations will ask questions such as: Did mitigation efforts help reduce fatalities, injuries, and property damage? Did the program help improve preparedness, mitigation, response, and recovery efforts? The evaluation design of this study is a non-experimental design. Qualitative and quantitative data will be collected. Qualitative data will be collected through direct observations, interviews, and focus groups. Observational data will collect Oklahoma County Tornado Disaster Management Plan 16 information on property damage, buildings that were not damaged, and on how response and recovery efforts were conducted. Key personnel such as the emergency manager, the incident commander, and first responders will be interviewed to gain an understanding of the event through their experience. A focus group will be conducted using community members, emergency responders, planning members, members of volunteer organizations, and members of the ICS command to determine what went well during the event and what areas need improvement. Quantitative data will be collected by using surveys. Surveys will be sent to individuals, those who volunteered, individuals working for volunteer organizations, emergency responders, and emergency managers. After qualitative and quantitative information is analyzed, an After-Action Report and Improvement Plan will be drafted and key findings will be presented to key stakeholders. Conclusion Oklahoma county has the largest population in Oklahoma. Due to the geographical location of Oklahoma tornadoes are an imminent threat to those who live there. Having a disaster management plan that extensively covers preparedness, mitigation, response, and recovery is essential to minimizing the loss of life, stabilizing the incident, and protecting property. This plan involves a whole community approach that seeks to improve the welfare and safety of its citizens through the implementation emergency management. Oklahoma County Tornado Disaster Management Plan 17 References Adams, L. M. (2009). Exploring the Concept of Surge Capacity. OJIN: The Online Journal of Issues in Nursing; Vol. 14 No.2 . Retrieved from http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/ OJIN/TableofContents/Vol142009/No2May09/Articles-Previous-Topics/SurgeCapacity.html Centers for Disease Control and Prevention. (n.d.). Capability 10: medical surge. Retrieved from https://www.cdc.gov/phpr/capabilities/capability10.pdf FEMA. (2011). The Response to the 2011 Joplin, Missouri, tornado lessons learned study. Retrieved from http://kyem.ky.gov/Who%20We%20Are/Documents/J oplin%20Tornado%20Response,%20Lessons%20Learned%20Report,% 20FEMA,%20December%2020,%202011.pdf FEMA. (2014). Tornado: Moore, Oklahoma, May 20,2013 safe room performance, observations, and conclusions. Retrieved from https://www.fema.gov/media-librarydata/1418307179636-a018b8744801f8a770e6ea5c65eb5a4d/FEMA_P1020_Moore_Tornado_Report_508.pdf FEMA. (2016). What is Mitigation? Retrieved from https://www.fema.gov/what-mitigation FEMA. (2013). Welcome to IS-319 Tornado Mitigation Basics for Mitigation Staff. Retrieved from https://emilms.fema.gov/IS319/indexMenu.htm FEMA. (n.d.). IS-0230.d Fundamentals of Emergency Management. Retrieved from https://emilms.fema.gov/IS0230d/indexMenu.htm Oklahoma County Tornado Disaster Management Plan 18 Hick, J. L., Hanfling, D., Burstein, J. L., DeAtley, C., Barbisch, D., et al. (2004). Health care facility and community strategies for patient care and surge capacity. American Journal of Emergency Physicians. Retrieved from http://www.aha.org/content/00-10/Hick.pdf Mississippi State University. (n.d.). Preliminary Considerations. Retrieved from http://cra20.humansci.msstate.edu/Definition%20of%20an%20Emergency%20Operation s%20Plan.pdf The National Severe Storms Laboratory. (n.d.). Sever weather 101-tornadoes. Retrieved from http://www.nssl.noaa.gov/education/svrwx101/tornadoes/ Oklahoma County. (2013). Oklahoma County Hazard Mitigation Plan 2013 update. Retrieved from https://www.oklahomacounty.org/emergencymanagement/documents /HMP2013WOappendixE.pdf The State of Oklahoma. (n.d. a). Oklahoma tornado information. Retrieved from https://www.ok.gov/oid/Oklahoma_Tornado_Information.html The State of Oklahoma. (n.d. b.) State of Oklahoma emergency operations plan. Retrieved from https://www.ok.gov/OEM/documents/State%20EOP%20Aug%202006.pdf Storm Prediction Center. (n.d.). Enhanced F scale for tornado damage. Retrieved from http://www.spc.noaa.gov/faq/tornado/ef-scale.html United States Census Bureau. (n.d.). Quick Facts: Oaklahoma County, Oklahoma. Retrieved from http://www.census.gov/quickfacts/table/PST045215/40109 Hazard and Vulnerability Assessment OSHA Training Institute – Region IX University of California, San Diego (UCSD) - Extension OSHA Training Institute 1 OSHA Training Institute 2 Hospital Preparedness Program INSTRUCTIONS: Evaluate potential for event and response among the following categories using the hazard specific scale. Assume each event incident occurs at the worst possible time (e.g. during peak patient loads). Hospital Preparedness Program Issues to consider for preparedness include, but are not limited to: 1 Status of current plans 2 Frequency of drills 3 Training status 4 Insurance 5 Availability of alternate sources for critical supplies/services Please note specific score criteria on each work sheet to ensure accurate recording. Issues to consider for probability include, but are not limited to: 1 Known risk 2 Historical data 3 Manufacturer/vendor statistics Issues to consider for response include, but are not limited to: 1 Time to marshal an on-scene response 2 Scope of response capability 3 Historical evaluation of response success Issues to consider for human impact include, but are not limited to: 1 Potential for staff death or injury 2 Potential for patient death or injury Issues to consider for property impact include, but are not limited to: 1 Cost to replace 2 Cost to set up temporary replacement 3 Cost to repair 4 Time to recover Issues to consider for internal resources include, but are not limited to: 1 Types of supplies on hand/will they meet need? 2 Volume of supplies on hand/will they meet need? 3 Staff availability 4 Coordination with MOB's 5 Availability of back-up systems 6 Internal resources ability to withstand disasters/survivability Issues to consider for external resources include, but are not limited to: 1 Types of agreements with community agencies/drills? 2 Coordination with local and state agencies 3 Coordination with proximal health care facilities 4 Coordination with treatment specific facilities 5 Community resources Complete all worksheets including Natural, Technological, Human and Hazmat. The summary section will automatically provide our specific and overall relative threat. Issues to consider for business impact include, but are not limited to: 1 Business interruption 2 Employees unable to report to work 3 Customers unable to reach facility 4 Company in violation of contractual agreements 5 Imposition of fines and penalties or legal costs 6 Interruption of critical supplies 7 Interruption of product distribution 8 Reputation and public image 9 Financial impact/burden © 2001 Kaiser Foundation Health Plan, Inc. 20210616183646kaiser__hva_template___1_ HAZARD AND VULNERABILITY ASSESSMENT TOOL NATURALLY OCCURRING EVENTS SEVERITY = (MAGNITUDE - MITIGATION) PROBABILITY HUMAN IMPACT PROPERTY IMPACT BUSINESS IMPACT PREPAREDNESS INTERNAL RESPONSE EXTERNAL RESPONSE Likelihood this will occur Possibility of death or injury Physical losses and damages Interuption of services Preplanning Time, effectivness, resouces Community/ Mutual Aid staff and supplies Relative threat* 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% EVENT SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High RISK Hurricane 0% Tornado 0% Severe Thunderstorm 0% Snow Fall 0% Blizzard Ice Storm 0% Earthquake Tidal Wave Temperature Extremes 0% Drought 0% Flood, External 0% Wild Fire 0% Landslide Volcano Epidemic AVERAGE SCORE 0% 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0% *Threat increases with percentage. 0 RISK = PROBABILITY * SEVERITY 0 0.00 0.00 0.00 Page 1] HAZARD AND VULNERABILITY ASSESSMENT TOOL TECHNOLOGIC EVENTS SEVERITY = (MAGNITUDE - MITIGATION) PROBABILITY HUMAN IMPACT PROPERTY IMPACT BUSINESS IMPACT PREPAREDNESS INTERNAL RESPONSE EXTERNAL RESPONSE Likelihood this will occur Possibility of death or injury Physical losses and damages Interuption of services Preplanning Time, effectivness, resouces Community/ Mutual Aid staff and supplies Relative threat* 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% EVENT SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High RISK Electrical Failure 0% Generator Failure 0% Transportation Failure 0% Fuel Shortage Natural Gas Failure Water Failure Sewer Failure 0% 0% 0% 0% Steam Failure 0% Fire Alarm Failure Communications Failure 0% Medical Gas Failure 0% 0% Medical Vacuum Failure HVAC Failure Information Systems Failure Fire, Internal 0% 0% 0% 0% Flood, Internal 0% Hazmat Exposure, Internal 0% Supply Shortage 0% Structural Damage 0% AVERAGE SCORE 0.00 *Threat increases with percentage. 0 0 0.00 0.00 0.00 0.00 0.00 0.00 0% RISK = PROBABILITY * SEVERITY 0.00 0.00 0.00 Page 2 HAZARD AND VULNERABILITY ASSESSMENT TOOL HUMAN RELATED EVENTS SEVERITY = (MAGNITUDE - MITIGATION) PROBABILITY HUMAN IMPACT PROPERTY IMPACT BUSINESS IMPACT PREPAREDNESS INTERNAL RESPONSE EXTERNAL RESPONSE Likelihood this will occur Possibility of death or injury Physical losses and damages Interuption of services Preplanning Time, effectivness, resouces Community/ Mutual Aid staff and supplies Relative threat* 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% EVENT SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High Mass Casualty Incident (trauma) Mass Casualty Incident (medical/infectious) RISK 0% 0% Terrorism, Biological 0% VIP Situation 0% Infant Abduction 0% Hostage Situation 0% Civil Disturbance 0% Labor Action 0% Forensic Admission 0% Bomb Threat 0% AVERAGE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0% *Threat increases with percentage. 0 RISK = PROBABILITY * SEVERITY 0 0.00 0.00 0.00 Page 3 HAZARD AND VULNERABILITY ASSESSMENT TOOL EVENTS INVOLVING HAZARDOUS MATERIALS SEVERITY = (MAGNITUDE - MITIGATION) PROBABILITY HUMAN IMPACT PROPERTY IMPACT BUSINESS IMPACT PREPAREDNESS INTERNAL RESPONSE EXTERNAL RESPONSE Likelihood this will occur Possibility of death or injury Physical losses and damages Interuption of services Preplanning Time, effectivness, resouces Community/ Mutual Aid staff and supplies Relative threat* 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% EVENT SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High Mass Casualty Hazmat Incident (>= 5 victims) Small Casualty Hazmat Incident (with RISK 0% 0% < 5 victims) Chemical Exposure, External Small-Medium Sized Internal Spill 0% 0% Large Internal Spill Terrorism, Chemical Radiologic Exposure, Internal Radiologic Exposure, External 0% Terrorism, Radiologic 0% AVERAGE 0% 0% 0% 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0% *Threat increases with percentage. 0 0 RISK = PROBABILITY * SEVERITY 0.00 0.00 0.00 Page 4 Natural Technological Human Hazmat Total for Facility SUMMARY OF HAZARDS ANALYSIS Probability 0.00 0.00 0.00 0.00 0.00 Severity 0.00 0.00 0.00 0.00 0.00 Hazard Specific Relative Risk: 0.00 0.00 0.00 0.00 0.00 Hazard Specific Relative Risk 1.00 0.90 0.80 0.70 0.60 0.50 0.40 0.30 0.20 0.10 0.00 Natural Technological Human Hazmat Relative Impact on Facility Probability and Severity of Hazards to East Texas Gulf Coast Region 1.00 0.90 0.80 0.70 0.60 0.50 0.40 0.30 0.20 0.10 0.00 Probability Copy to OEM Severity Date Page 5 Hazmat Page 5 Priorities Mitigation Epidemic Hurricanes/Floods w/associated utility failure chemical/hazmat handwashing and cough hygeine at healthcare facilities staff education, work with public health officials to educate public, develop strategies for surge capacity All facilities have decon equipment and trained personnel. Early Generators, fuel contracts, facility hardening, notification systems and relationships staffing plans, utility redundancy with local refineries. Education, signage, development of RACS system for surge capacity. Facilities to have Preparedness redundant supply vendors and initial stockpile of supplies/medications. Develop staff plans for decreased workforce/increase patient demand Response Recovery Redundant vendors, evacuation/shelter in place plans, regional coordination, identification of resources to include transportation assets. Work with public health, OEM and CMOC for Work with local OEM, EMS and regional surge capacity, alternate care sites, and jurisdictions to coordinate response and patient load sharing resources/requests Return to normal operating procedures Return to normal operating procedures Regular decon training and exercises. Meetings with local LEPC and refinery officials Preserve facility and staff from contamination, provide rapid and effective decontamination capabilities to prevent death and further injury. Return to normal operating procedures Measures Page 6 Running head: HAZARDS AND VULNERABILITY ANALYSIS Hazards and Vulnerability Analysis Risk of Earthquake in San Diego County Dung Mang National University 1 HAZARDS AND VULNERABILITY ANALYSIS 2 San Diego County is located in California with Orange County and Riverside County in the north, Imperial County in the east, and Baja California, Mexico in the south. With its prime location, San Diego County has been the go-to locations for business, travelers, students, and more due to constant and stable climate, beautiful beaches, and other opportunities. However, being a coastal area with access to both beaches and forests as well as having high volume of visitors, San Diego County is exposed to high-risk high potential damage events such as tsunamis, earthquakes, wildfires, landslides, floods, and terrorist attacks. Below is a hazards and vulnerability analysis of San Diego County in regard to certain types of disasters as well as some details for a major local hospital (Scripps Hillcrest) during a hypothetical earthquake in the area. HAZARDS AND VULNERABILITY ANALYSIS 3 HAZARD AND VULNERABILITY ASSESSMENT TOOL NATURALLY OCCURRING EVENTS - SAN DIEGO COUNTY SEVERITY = (MAGNITUDE MITIGATION) PROBABILITY HUMAN IMPACT PROPERTY IMPACT BUSINESS IMPACT Likelihood this will occur Possibility of death or injury Physical losses and damages Interuption of services EVENT SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High RISK PREPAREDNESS INTERNAL RESPONSE EXTERNAL RESPONSE Preplanning Time, effectiveness, resources Community/ Mutual Aid staff and supplies Relative threat* 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% Hurricane 1 2 3 3 3 3 3 31% Tornado 1 2 3 3 3 3 3 31% Severe Thunderstorm 1 1 3 3 2 2 2 24% Snow Fall 0 0 0 0 0 0 0 0% Blizzard 0 0 0 0 0 0 0 0% Ice Storm 0 0 0 0 0 0 0 0% Earthquake 3 3 3 3 1 1 1 67% Tidal Wave 2 2 3 2 2 2 2 48% Temperature Extremes 2 2 2 2 2 2 2 44% Drought 2 1 2 2 2 2 2 41% Flood, External 1 1 2 2 2 2 2 20% Wild Fire 2 3 3 3 2 2 2 56% Landslide 1 2 2 2 3 3 2 26% Volcano 0 0 0 0 0 0 0 0% Epidemic 2 2 1 3 1 1 1 33% HAZARDS AND VULNERABILITY ANALYSIS AVERAGE SCORE 1.13 1.31 1.69 1.75 *Threat increases with percentage. 18 RISK = PROBABILITY * SEVERITY 144 0.19 0.38 0.50 1.44 4 1.44 1.38 19% HAZARDS AND VULNERABILITY ANALYSIS 5 HAZARD AND VULNERABILITY ASSESSMENT TOOL TECHNOLOGIC EVENTS - EARTHQUAKE IN SAN DIEGO COUNTY - SCRIPPS HILLCREST SEVERITY = (MAGNITUDE MITIGATION) PROBABILITY HUMAN IMPACT PROPERTY IMPACT BUSINESS IMPACT PREPAREDNESS INTERNAL RESPONSE EXTERNAL RESPONSE Likelihood this will occur Possibility of death or injury Physical losses and damages Interuption of services Preplanning Time, effectivness, resouces Community/ Mutual Aid staff and supplies Relative threat* 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% EVENT SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High RISK Electrical Failure 3 1 2 3 1 1 2 56% Generator Failure Transportation Failure Fuel Shortage Natural Gas Failure 2 1 2 2 1 1 2 33% 2 1 1 2 2 2 1 33% 3 2 1 2 1 1 2 2 1 1 1 1 2 2 44% 33% Water Failure 3 1 2 2 2 1 2 56% Sewer Failure 2 2 2 2 2 1 2 41% Steam Failure 1 2 2 2 2 1 2 20% Fire Alarm Failure 1 1 1 1 1 1 2 13% 2 1 1 2 1 1 1 26% 3 2 2 3 1 1 1 56% Medical Vacuum Failure 3 2 2 3 1 1 1 56% HVAC Failure 2 2 2 3 2 1 1 41% Information Systems Failure 3 1 1 2 1 1 1 39% Fire, Internal 3 2 3 3 1 1 2 67% Flood, Internal 2 2 2 3 2 2 2 48% Communications Failure Medical Gas Failure HAZARDS AND VULNERABILITY ANALYSIS 6 Hazmat Exposure, Internal 2 2 2 3 1 1 2 41% Supply Shortage 3 1 1 3 1 1 2 50% Structural Damage 2 2 2 3 1 1 2 41% AVERAGE SCORE 2.32 1.53 1.68 2.42 1.32 1.11 1.68 42% *Threat increases with percentage. 44 RISK = PROBABILITY * SEVERITY 185 0.42 0.77 0.54 HAZARDS AND VULNERABILITY ANALYSIS 7 HAZARD AND VULNERABILITY ASSESSMENT TOOL HUMAN RELATED EVENTS - SAN DIEGO COUNTY SEVERITY = (MAGNITUDE MITIGATION) PROBABILITY EVENT Likelihood this will occur SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High HUMAN IMPACT PROPERTY IMPACT BUSINESS IMPACT Possibility of death or injury Physical losses and damages Interuption of services 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High RISK PREPAREDNESS INTERNAL RESPONSE EXTERNAL RESPONSE Preplanning Time, effectivness, resouces Community/ Mutual Aid staff and supplies Relative threat* 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% Mass Casualty Incident (trauma) 2 3 3 3 1 1 1 44% Mass Casualty Incident (medical/infectious) 2 3 2 3 1 1 1 41% Terrorism, Biological 1 3 3 3 1 1 1 22% VIP Situation 2 1 1 2 1 1 1 26% Infant Abduction 2 2 1 1 1 1 1 26% Hostage Situation 1 1 1 2 1 1 1 13% Civil Disturbance 3 2 2 2 1 1 1 50% Labor Action 2 1 2 3 1 1 2 37% Forensic Admission 3 2 1 1 2 1 1 44% Bomb Threat 2 1 2 3 1 2 1 37% HAZARDS AND VULNERABILITY ANALYSIS AVERAGE 2.00 1.90 1.80 2.30 *Threat increases with percentage. 20 RISK = PROBABILITY * SEVERITY 93 0.38 0.67 0.57 1.10 8 1.10 1.10 38% HAZARDS AND VULNERABILITY ANALYSIS 9 HAZARD AND VULNERABILITY ASSESSMENT TOOL EVENTS INVOLVING HAZARDOUS MATERIALS - EARTHQUAKE IN SAN DIEGO COUNTY SEVERITY = (MAGNITUDE MITIGATION) PROBABILITY EVENT Likelihood this will occur SCORE Mass Casualty Hazmat Incident (>= 0 = N/A 1 = Low 2 = Moderate 3 = High RISK HUMAN IMPACT PROPERTY IMPACT BUSINESS IMPACT PREPAREDNESS INTERNAL RESPONSE EXTERNAL RESPONSE Possibility of death or injury Physical losses and damages Interuption of services Preplanning Time, effectivness, resouces Community/ Mutual Aid staff and supplies Relative threat* 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 1 2 1 2 1 1 2 17% 1 2 1 2 1 1 2 17% Chemical Exposure, External 2 2 2 3 1 1 2 41% Small-Medium Sized Internal Spill 2 2 2 3 1 1 2 41% 1 3 2 3 2 2 2 26% 1 3 2 2 2 2 2 24% Radiologic Exposure, Internal 1 3 2 2 2 2 3 26% Radiologic Exposure, External 1 3 2 2 2 2 3 26% Terrorism, Radiologic 1 3 2 2 2 2 2 1.22 2.56 1.78 2.33 1.56 1.56 2.22 5 victims) Small Casualty Hazmat Incident (with < 5 victims) Large Internal Spill Terrorism, Chemical AVERAGE *Threat increases with percentage. 27% HAZARDS AND VULNERABILITY ANALYSIS 11 108 RISK = PROBABILITY * SEVERITY 0.27 0.41 0.67 10 HAZARDS AND VULNERABILITY ANALYSIS 11 Total for Facility Hazmat Human Technological Natural SUMMARY OF HAZARDS ANALYSIS - SAN DIEGO COUNTY Probability 0.38 0.77 0.67 0.41 0.57 Severity 0.50 0.54 0.57 0.67 0.55 Hazard Specific Relative Risk: 0.19 0.42 0.38 0.27 0.31 Hazard Specific Relative Risk 1.00 0.90 0.80 0.70 0.60 0.50 0.40 0.30 0.20 0.10 0.00 Natural Technological Human Hazmat Relative Impact on Facility Probability and Severity of Hazards to East Texas Gulf Coast Region 1.00 0.90 0.80 0.70 0.60 0.50 0.40 0.30 0.20 0.10 0.00 Probability Severity HAZARDS AND VULNERABILITY ANALYSIS 12 For this project, the event of a catastrophic earthquake in San Diego shall be discussed and analyzed. While the threats of wildfires, tsunamis, floods, and terrorist attacks are more frequently mentioned due to their imminent natures and current events in neighboring counties, it is often forgotten or ignored that San Diego County is nested between to major fault lines: Rose Canyon and San Andreas. As cited in Murphy (2017), the Rose Canyon fault system, which runs through the heavily populated La Jolla and downtown San Diego, has the potential of producing earthquake of up to 7.4 magnitude. In addition, the San Andreas fault line, which runs through California and ends at Coachella Valley area, has the power to create a massive earthquake that can quickly sweep through and destroy coastal cities in the state (including San Diego) (as cited in Zielinski, 2015). In such events, preparedness and responses are particularly crucial as damage is substantial while most residents of San Diego County may not have the ability to mitigate the risk of such lesser-known disasters. This signature paper shall analyze the threats as well as how responses may take place in San Diego County during a major earthquake. HAZARDS AND VULNERABILITY ANALYSIS 13 References Murphy, S. (2017, March 8). Study: Offshore fault system could produce 7.3 earthquake. KPBS Public Media. Retrieved from https://www.kpbs.org/news/2017/mar/08/offshore-faultsystem-could-produce-73-earthquake/ Zielinski, S. (2015, May 28). What will really happen when San Andreas unleashes the big one? Smithsonian. Retrieved from https://www.smithsonianmag.com/science-nature/what-willreally-happen-california-when-san-andreas-unleashes-big-one-180955432/ KAISER_HVA template_ - completed 1-13-21 [Compatibility Mode] - Excel X Х File Home Insert Page Layout Formulas Data Review View Acrobat Tell me what you want to do... Arial ED À General O Wrap Text & Cut Eg Copy Format Painter Cadacio, Rowena J & Share Σ Auto Sum - A Z o Fill - Sort & Find & Clear Filter - Select Editing Paste BLU, Merge & Center - $ - % 4.0 .00 .00 →.0 Insert Delete Format Conditional Format as Cell Formatting Table Styles Styles Clipboard Font Alignment Number Cells > D13 fx 3 A B H J K L M 2 3 PROBABILITY с D E F G TECHNOLOGIC EVENTS SEVERITY = (MAGNITUDE - MITIGATION) HUMAN PROPERTY BUSINESS PREPARED INTERNAL IMPACT IMPACT IMPACT NESS RESPONSE Time, Possibility of Physical losses Interuption of Preplanning effectivness, death or injury and damages services resouces RISK EXTERNAL RESPONSE 4 EVENT Likelihood this will occur Community/ Mutual Aid staff and supplies Relative threat* 5 0 = N/A 1 = LOW 2 = Moderate 3 = High SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = LOW 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 = N/A 1 = High 2 = Moderate 3 = Low or none 0 - 100% 6 3 = High Communications Failure 1 3 1 3 1 1 2 20% 7 8 Medical Gas Failure 1 1 3 1 2 1 19% NN 1 1 3 1 2 1 19% 9 10 2 3 3 3 1 1 48% Medical Vacuum Failure HVAC Failure Information Systems Failure Fire, Internal NN 1 1 3 1 1 20% 11 لا لا 12 1 3 3 1 1 1 22% 13 2 3 3 3 1 1 2 48% 1 2 2 3 1 1 2 20% 14 Flood, Internal Hazmat Exposure, Internal Supply Shortage Structural Damage 15 2 2 3 3 1 1 1 41% 16 2 2 3 3 1 1 2 44% Instructions Natural Hazards Technological Hazards Human Hazards Hazardous Materials Summary Priorities 8 + Ready + 100% I Type here to search 0 OM x1 8:23 AM 6/10/2021 7 Good morning, This is an example of a completed HVA that you can use for your paper. I live in San Diego so using the Scripps ransomware data hack that recently happened as an example. Scripps was forced to go on bypass for a majority of scheduled and future services. Scripps was forced to use paper documentation instead of an EMR to prevent further compromise. The probability that it can happen is very low. The human impact is severe because sick and vulnerable people are not able to get healthcare services and cause a surge to surrounding healthcare facility. Property impact might be minimal on the building but some impact can be moderate if you consider medical equipment and other portable devices are not able to function and communicate with each other on time. Perhaps Pharmacy and lab results will take longer to get to units that are requesting them. Communication can cripple a business. Assessing the response, it is conservative to conclude that Scripps probably was not prepared to respond to it internally or externally. R KAISER_HVA template_ - completed 1-13-21 [Compatibility Mode] - Excel View Acrobat Tell me what you want to do... File Home Insert Page Layout Formulas Data Review Cadacio, Rowena & Share Arial - 9 ED General Ar o X Cut Copy Format Painter Clipboard Paste * Α Α΄ Wrap Text Ae Merge & Center BIU $ - % Insert Delete Format .00 5.0 Conditional Format as Cell Formatting Table Styles Styles Σ AutoSum - Fill - Sort & Find & Clear Filter - Select - Editing Font Alignment Number Cells D13 X fx 3 А B с H J K L M 2 3 PROBABILITY RISK HUMAN IMPACT 4 EVENT D F TECHNOLOGIC EVENTS SEVERITY = (MAGNITUDE - MITIGATION) PROPERTY BUSINESS PREPARED- INTERNAL IMPACT IMPACT NESS RESPONSE Time, Physical losses Interuption of and damages services Preplanning effectivness resouces 0 = NA 0 = N/A 0 = N/A 0 = N/A 1 = Low 1 = Low 1 = High 1 =High 2 = Moderate 2 = Moderate 2 = Moderate 2 = Moderate 3 = High 3 = High 3 = Low or none 3 = Low or none Likelihood this will occur Possibility of death or injury Relative threat 5 EXTERNAL RESPONSE Community/ Mutual Aid staff and supplies 0 = N/A 1 =High 2 = Moderate 3 = Low or none SCORE 0 = N/A 1 = Low 2 = Moderate 3 = High 0 = N/A 1 = Low 2 = Moderate 3 = High 0 - 100% 6 1 7 3 1 3 1 1 2 20% 8 1 2 1 3 1 2 1 19% 1 2 1 3 1 2 1 Communications Failure Medical Gas Failure Medical Vacuum Failure HVAC Failure Information Systems Failure Fire, Internal 19% 9 10 2 3 3 3 1 1 2 48% 1 3 1 3 1 1 2 11 20% 12 1 3 3 3 1 1 1 22% 13 2 3 3 3 1 1 2 48% 1 2 3 2 1 1 2 14 20% Flood, Internal Hazmat Exposure Internal Supply Shortage Structural Damage 15 2 2 3 3 1 1 1 41% 16 2 2 3 3 1 1 2 44% Instructions Natural Hazards Technological Hazards Human Hazards Hazardous Materials Summary Priorities 8... + Ready + 100% H Type here to search P! 07 w] x 8:23 AM 6/10/2021 7 You can use the completed HVA template and sample paper to guide you with your paper assignment. Please let me know if you have any questions. Our HVA assignment submission is extended until Sunday midnight.
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Outline
1st and 2nd paragraphs
Discussions
1st 2nd 3rd and 4th tables
Japan’s earthquake vulnerability assessments
3rd and 4th paragraph
Discussions


Running Head: HAZARDS AND VULNERABILITY ANALYSES

Hazards and Vulnerability Analysis (Risks of Fires in San Diego)

Student’s Name
University Affiliation
Course Name and Number
Professor’s Name
Due Date

1

HAZARDS AND VULNERABILITY ANALYSES

2

Hazards and Vulnerability Analysis (Risks of Fires in San Diego)
San Diego County in the state of California in the United States of America. The county
lies in the southwest corner of the state of California. The county is vastly populated due to its
conducive environments and its beautiful nature, which is heartwarming. Moreover, the county’s
popularity is acknowledged for its scenic status and well-planned managerial schemes in the
county, making the county the eighth most popular county. The county is also well endowed
with infrastructural development, including comprehensive rail, road, and electric networks.
However, the county is vulnerable to some outrageous risks, including earthquakes, floods,
landslides, terrorist attacks, tsunamis, and wildfires, where natural and human-made events
trigger all.
San Diego is vulnerable to fire risks due to brazing winds and rains with raging
thunderstorms and lightning’s which strike the region, hence being the chief causative agent of
the wildfires (Gill, 2020). Furthermore, not only are the fires agitated by natural events, but some
are also caused by human-made factors such as careless smoking and reckless burning of trash.
Among the catastrophic fires in the region, the last five happened in the year 2020, where they
burned down more than 1 032, 264 acres of land (Gill, 2020). These fires are catastrophic and
deadly, resulting in mass destruction of property, and when at the extreme, they might result in
death as they killed a man in 2020 (Gill, 2020). Typically, wildfires in the western side of the
USA persist from late spring until seasonal winter rains snow kicks in. during the dry season, the
fires spread quickly due to the presence of dry leaves and grasses, which are easy to ignite. Due
to these factions, we have assumed the urgency of conducting a hypothetical hazard and
vulnerability analysis in the county of San Diego relating to certain types of disasters, fires being

HAZARDS AND VULNERABILITY ANALYSES

3

the chief threat and some details for a major hospital (UC San Diego Health-Jacobs Medical
Center) during the pandemic.
HAZARD AND VULNERABILITY ASSESSMENT TOOL
NATURALLY OCCURRING EVENTS
SEVERITY = (MAGNITUDE MITIGATION)
PROBABILITY

HUMAN
IMPACT

PROPERTY
IMPACT

BUSINESS
IMPACT

PREPAREDNESS

INTERNAL
RESPONSE

EXTERNAL
RESPONSE

Likelihood this
will occur

Possibility of
death or injury

Physical losses
and damages

Interuption of
services

Preplanning

Time,
effectivness,
resouces

Community/
Mutual Aid
staff and
supplies

0 = N/A
1 = High
2 = Moderate
3 = Low or none

0 = N/A
1 = High
2 = Moderate
3 = Low or none

0 = N/A
1 = High
2 = Moderate
3 = Low or none

EVENT

SCORE

0 = N/A
1 = Low
2 = Moderate
3 = High

0 = N/A
1 = Low
2 = Moderate
3 = High

0 = N/A
1 = Low
2 = Moderate
3 = High

0 = N/A
1 = Low
2 = Moderate
3 = High

RISK

Relative th

0 - 100

Hurricane

2

3

2

3

2

1

2

48%

Tornado

3

3

3

3

2

2

2

83%

Severe
Thunderstorm

3

3

3

2

1

2

2

72%

Snow Fall

1

1

1

1

1

1

1

11%

Blizzard

1

1

1

1

1

0

1

9%

Ice Storm

1

1

0

1

1

0

0

6%

Earthquake

2

2

1

2

2

2

1

37%

Tidal Wave

3

3

2

3

2

1

1

67%

Temperature
Extremes

1

1

1

1

1

1

1

11%

Drought

2

2

1

1

1

1

1

26%

Flood, External

1

2

1

1

1

1

1

13%

Wild Fire

3

3

3

3

2

2

2

83%

Landslide

2

2

2

2

1

1

1

33%

Volcano

2

2

1

2

1

1

1

30%

Epidemic

2

2

2

2

1

1

2

37%

AVERAGE
SCORE

1.81

1.94

1.50

1.75

1.25

1.06

1.19

29%

*Threat increases with percentage.
29

RISK = PROBABILITY * SEVERITY

139

0.29

0.60

0.48

HAZARDS AND VULNERABILITY ANALYSES

4

HAZARD AND VULNERABILITY ASSESSMENT TOOL
TECHNOLOGIC EVENTS
SEVERITY = (MAGNITUDE MITIGATION)
PROBABILITY

HUMAN
IMPACT

PROPERTY
IMPACT

BUSINESS
IMPACT

PREPAREDNESS

INTERNAL
RESPONSE

EXTERNAL
RESPONSE

Likelihood this
will occur

Possibility of
death or injury

Physical losses
and damages

Interuption of
services

Preplanning

Time,
effectivness,
resouces

Community/
Mutual Aid
staff and
supplies

0 = N/A
1 = Low
2 = Moderate
3 = High

0 = N/A
1 = Low
2 = Moderate
3 = High

0 = N/A
1 = High
2 = Moderate
3 = Low or none

0 = N/A
1 = High
2 = Moderate
3 = Low or none

0 = N/A
1 = High
2 = Moderate
3 = ...


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