TERRORIST ALERT - WHAT'S YOUR CODE?
As we move between Code Yellow and Code Orange in response to world affairs, is your organization similarly responsive? Does your emergency plan reflect heightened levels of attention? Does the plan make sense in the context of resources and practicality and most importantly, do your employees know how to implement it?

Today, this subject is more relevant and urgent than at any time in recent memory. In the past, many organizations drew up emergency plans only to put them in a snazzy looking binder and shelve them, literally, until they were covered with dust. Because of today's threat of terrorism, emergency plans have come off the shelf and been revised to be relevant to today's threats. Or have they?

The reality is that while many organizations have varied responses to the different levels of alert, the responses often depend on the resources available. For example, the first time Organization X went from Code Yellow to Code Orange, all entrances and exits to the building were blocked, except for one, which was staffed 24/7 with an armed security guard. The guard checked IDs, questioned visitors as to their intentions and provided a presence. Driveways were blocked so that vehicles could not come close to the building and notices were posted to remind employees to be alert to suspicious activity.

Fast forward to a recent Code Orange alert. The same organization now allows free access to pedestrians but blocks driveways. Special briefings to curious employees reveal that the previous response to Code Orange was too costly. The organization had to modify its response to reflect the realities of their budget.

As you lead your organization through the process of planning for an emergency, to include a possible terrorist attack, perhaps the most important consideration should be whether the security measures that attend the various levels of alert are in fact designed to make your workplace more secure. How many times have you heard the refrain, "I can tolerate the inconvenience if it makes us more secure?" True enough, but the next question should be, "Does this really add to security?" When Organization X blocked driveways, they enhanced security by reducing the possibility that a vehicle loaded with explosives could blast into the building. Checking IDs, without specialized training, is an inconvenience that does nothing to enhance security. Ask yourself, would a terrorist hesitate to show an ID? Specially trained security guards might, however, use the brief interaction to assess visitors. They would then need authority to refuse entry to any suspicious characters or elevate the inquiry to someone who could make a more refined assessment.

Just as local governments went to all-hazards emergency planning years ago, your anti-terrorist/emergency plan should include provisions relevant to all types of emergencies, especially those you will encounter most often, such as natural disasters. Disaster planners recommend the following:

• Make sure key roles and responsibilities are assigned and understood by the entire organization.
• Place the emphasis on the well being of the employees; they will, in turn, take care of the organization.
• Make effective communication your number one goal. Communicate what the emergency plan is; how and when it's applied; how communication will be maintained in the event the plan has to be activated and maintain and test an organizational recall roster.
• Conduct drills of the plan to test its viability and provide training.

And, of course, above all, make sure the plan fits the realities and needs of your organization. Do the security measures truly enhance security? Is the plan one you can follow more often than not? Follow these basic tenets and your plan will be responsive and responsible, not to mention credible, to your number one concern, your employees.

PFA Consulting has a combined total of over 40 years experience in developing and deploying emergency plans. In our view, effective emergency planning revolves around communication. And communication at all levels requires effort and forethought. If your organization has a public affairs officer, consider expanding their role to be responsible for internal as well as the more usual external communications. Another source for centralized communications can be your HR department. They already have mechanisms in place for communicating with the workforce.

Employees deserve to know what the organization is doing to protect them from external threats and are a valuable source of information for what works and what doesn't. In addition to being familiar with the emergency plan, employees should be on board with their particular role in making the plan a success. Bringing all levels of the organization together promotes teamwork; essential in emergency response.

Communicate that emergency planning is a positive exercise; not another burden imposed "from above." It is a pro-active and deliberate action to cope with the prospect of attack by an unseen enemy, either natural or manmade. In these circumstances, doing something is always better than doing nothing. Partner with your employees to take control of your organization's emergency planning. And, as always, let us know if we can help.