Kevin Ian Schmidt

Workplace Ergonomics Training

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When we think about our daily routines, many people sit more than they stand throughout their day. We wake up in the morning and we sit to read the newspaper and drink our coffee. We leave for work and we sit in our cars or public transit each way. Once we get to work, most of us sit at a desk for hours at a time, sit to eat our lunches, and then return to work to sit for several more hours. We arrive home to sit and eat our dinner. Following dinner, we either get back on the computer or just watch TV until time to go to sleep. On any given day we could sit for 13-14 hours out of the 24 hours we are given.

According a British Medical Journal study, if you sit for less than 3 hours per day, you could extend your lifespan by up to 2 years. Our health is clearly affected by the number of hours we sit and that could drive up our healthcare costs. The obvious problems are obesity, weakness of muscles, and nerve impingement. The not so obvious are less blood flow, joint stiffness, back pain, neck pain, lower oxygen intake, and problems with your digestive system. Sitting compresses the spine. Even if your office is ergonomically correct, you can still suffer from chronic illnesses.

Check Out: British Medical Journal study; Stand Up for Health.

In the seated position, your torso is compressed causing pressure on your digestive system making it difficult to digest your food properly and intestines to work properly. This can lead to indigestion and bladder pain. Your chest will typically round in as we work on computers to write on the desk. This will reduce your ability to fully expand your lungs. Over time, your body will maintain this position even when standing and your stamina will suffer. Your head will lean forward putting pressure in the mid back increasing your risk of headaches and even ringing in your ears. Finally sitting can shorten the front of your thighs, quads, and increase your risk of low back pain or even knee pain.

Check Out: Here’s What Sitting too Long does to your Body

How can you reverse the risks? Obviously, stand up more any time you can. When on the phone, stand up and talk. If you are in a meeting, if possible stand up. When going to lunch, walk instead of riding, if possible. When you do have to sit, be conscious of how you sit. Keep your back straight and don’t slouch in the chair. Make sure your feet can touch the floor and pull your chair closer to your desk, so your body will be straighter.

Finally, learn how to stretch your body to reverse the posture you have held all day. While sitting at your desk, start by stretching your neck up. Place both hands under your chin and look up. Give yourself a nice little stretch for 2 seconds and release. Repeat the stretch 10 times and do them 3 times per day. Use a door way and stretch your chest to take the pressure off your mid back. Remember to hold the stretch for 2 seconds and repeat 10 times. In the evening you can stretch out your upper quads, the front of your thighs, to take pressure off your low back. This stretch can be done by lying on the floor or your bed. Lay on your side and pull your lower knee up toward your chest. Grab the ankle of the upper leg and pull your heel back to your hip. You should be able to touch your hip. If not, practice this until you can. Hold for 2 seconds and repeat 10 times. Lastly, with the heel of your upper leg against your hip, kick your knee back and you will feel the stretch in the upper thigh. Hold 2 seconds and repeat 10 times.

Check Out: 7 Simple Exercises That Undo the Damage of Sitting

Doing these few things can help relieve your common aches and pains from sitting and allow you to do the activities you enjoy most. I would suggest you do the neck and chest stretches daily. Do the thigh stretches every other day. It may take a little time now, but it can save you a lot of pain later.

Check Out: Safe Lifting & Carrying Training

5 Tips to Getting Companies “invested” into True Ergonomics

  1. Focus on productivity, health, safety and prevention instead of lagging indicators such as injury rates. Reaction to injury leads to poor choices that get rationalized as sensible, but show little benefit. Providing hearing protection only for workers whose hearing is already damaged would seem like foolishness to most of us. Yet it is actually the policy of most companies to consider alternative computer keyboards only for injured workers. This is like closing the barn doors after the horses have run away. Encourage your employer to be proactive about prevention. (You could suggest that your managers read this article.)
  2. Insurance companies who write coverage for Worker’s Compensation need to become proactive in establishing incentives for companies who will invest, not just in any product that says it is ergonomic, but in products that can be demonstrated in scientifically sound studies to show promise, and in paying for independent ergonomists (those who don’t sell the ergonomic products they recommend) to help make sound decisions. It takes a small leap of faith, but any insurer who does this will be at a competitive advantage in the years to come by having a lower claims rate and offering lower premiums.
  3. Standards need to be established. Many ‘ergonomic’ products are designed by marketing or manufacturing people with no clear understanding of the ergonomic problems that need to be solved. New initiatives like the ErgonomicStar™ program, and other evaluation procedures or rating systems need to be developed as buyers’ guides so money isn’t wasted on products that don’t accomplish the buyer’s purpose.
  4. Don’t waste energy on government regulation. Even if the OSHA standards put in place at the end of the Clinton administration had remained, there would not have been sufficient funding to ensure across-the-board compliance. Why start over on a losing proposition? There are very real and tangible benefits over the long run to implementing sound ergonomic choices. If government offices at all levels would invest in the best ergonomic consultants and equipment currently available, it would stimulate the economy and protect a large body of workers all at the same time. The best role of government is to set an example rather than create regulation.
  5. Look for the obvious targets of opportunity within your own company. Computer workstations are certainly not the only only area of concern regarding ergonomics. They do present an easy opportunity in many companies to make a lot of difference, however. Every manufacturing environment can present different challenges. Every computer workstation shares a large number of similarities with most others. Identify those types of opportunities within your business and suggest a task force be formed in the interest of greater productivity, as well as better health and safety.

View & download the Ergonomics Training below:

ergonomics

Important Components of a Powered Equipment Program

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A quality powered equipment program has many different components, without each one, the program fails, not just from a regulatory aspect, but more importantly from a safety standpoint.

The foundation of a quality powered industrial vehicle program is started with a quality policy. An excellent policy should be broad based, covering all known and potential hazards in the workplace associated with powered equipment operation, each section should lead to a small policy, which drills down to specifics.

Knowing each component to have addressed in a broad and specific policy is of utmost importance.

In general industry, OSHA has specific requirements for powered equipment:

Training requirements powered equipment operation under OSHA regulations:

The OSHA standard requires employers to design and administer a training program based on the principles of safe vehicle operation, the types of vehicle(s) being used in the workplace, the hazards of the workplace created by the use of the vehicle(s), and the general safety requirements of the OSHA standard.

Formal (lecture, video, etc.) and practical (demonstration and practical exercises) training must be provided. Trained equipment operators must know how to do the job correctly and safely as demonstrated by evaluation. Employers must also certify that each operator has received the training and evaluate each operator at least once every three years.

Refresher training is needed whenever an operator demonstrates a deficiency in the safe operation of the truck.

I offer a classroom presentation style training for powered equipment operation here.

There is also the requirement for an observation, which should be documented.

Download the Operator Evaluation Form below:

 

Now that you have a quality training program, to supplement a best in class policy, it is also important that your employees know how to conduct daily inspections of the equipment.

OSHA does not mandate that the inspections be documented, but by documenting the inspections, it helps ensure that employees check the equipment for safe operation.

 

Download the Daily Checklist for Battery Powered Equipment below:

 

Download the Daily Checklist for Propane Powered Industrial Vehicles below:

 

I also have inspection books in multiple sizes and formats for various pieces of powered equipment for sale on Amazon, check out the options available here

If your facility utilizes powered industrial vehicles that are battery powered, properly training employees on safe operation of charging and servicing the batteries is an important component of a safe powered industrial vehicle program.

Download the Powered Equipment Battery Charging Policy below:

 

 

If your facility uses powered industrial vehicles that are propane powered, ensure your employees know how to change the cylinders safely.

Download the Propane Cylinder Changing Guide below:

 

 

These forms are meant to supplement a quality powered equipment policy, and should be integrated into the total employee powered equipment training for the equipment.

Universal Waste Management Policy

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The universal waste regulations at 40 CFR 273 are less burdensome alternatives to the RCRA requirements of 40 CFR 260–270 that apply to regular hazardous waste. Part of US EPA’s reason for creating universal waste rules was that small and conditionally exempt (now called “very small”) generators create a high volume of universal waste.

Without the less burdensome alternative management standards, small businesses and facilities that generate only relatively low-hazard wastes like batteries and lamps may face an undue burden.

 

The federal universal waste regulations are found in Title 40 of the Code of Federal Regulations (CFR) in part 273

4 Types of Federal Universal Waste

  • Batteries
  • Pesticides
  • Mercury-Containing Equipment
  • Lamps

State Environmental Protection Agencies have their own rules and regulations pertaining to universal waste, so ensure your Universal waste program is compliant with your state’s regulations as well. They can be found here.

Who is impacted by the universal waste regulations?

Some generators that commonly use or manage hazardous wastes that are affected by universal waste regulations include:

  • Commercial and industrial businesses and other entities such as hospitals,
  • schools and universities,
  • state and local governments, as well as
  • other generators of hazardous wastes considered to be universal waste.
Check Out: Spill Response Plan – Training

What are the general requirements for small and large quantity handlers of universal waste?

Regulatory requirements differ for small and large quantity handlers of universal waste, but in both cases, handlers of universal waste follow streamlined requirements for

  • notifying EPA about their waste activities,
  • labeling containers,
  • storing materials on site,
  • training personnel and
  • tracking and transporting waste.

What are the employee training requirements for universal waste handlers?

Universal waste handlers are required to comply with the employee training requirements of 40 CFR Part 273 although states may have more stringent requirements. Small quantity handlers of universal waste must inform all employees that handle or have responsibilities for managing universal waste. This information must include the proper handling and emergency procedures appropriate to the type of universal waste managed at the facility (40 CFR Section 273.16).

Download & view the Universal Waste Management Policy below

Universal Waste Management Policy

 

Accident Investigation Training- Intermediate

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As you advance your team in a quality accident investigation program, it is imperative to continue their training to improve their skills.

This accident investigation training is for intermediate level, so it is best recommended to start with the beginner’s training.

5 Step Investigative Process

  • Response
  • Fact Finding
  • Analysis
  • Corrective Action
  • Follow-up

The investigation process explained

This training teaches the 5 steps of a quality accident investigation process, which goes beyond the initial investigation, but rather includes all steps and stresses importance of correcting hazards.

We provide a beneficial training on root cause analysis, that will assist in the job skills needed for a high quality accident investigation. A quick root cause is imperative during the Response phase of an investigation, so all potential evidence and witnesses can be identified for a thorough investigation.

During the Fact Finding phase of the investigation, you’ll continue to work towards an in-depth root cause. At this stage, it is recommended to use a root cause worksheet.

During the Analysis phase of an investigation, this is when it is best to complete the Accident Analysis Report, which includes a full root cause worksheet. This analysis is a complete summary of all aspects of your investigation, including a full review of all written statements.

The Corrective Action phase of an investigation is valuable to negate the hazard to ensure no one else is injured. This improves workplace safety, and ensures the workplace remains compliant to the OSHA General Duty Clause. I also offer a corrective action template, which is beneficial not just for assigning corrective actions, but also for quality follow-up, the final phase of the investigation process.

Check Out: Budgeting for Training

Other resources for safety investigations:

 

This training is best conducted in a classroom presentation environment, but can also be done a part of a self-learning exercise. The most important aspect is that this training is a part of a continuing improvement of a workplace accident investigation program.

Download and view the Intermediate Accident Investigation Training below

 

Incident Investigation Training

 

10 OSHA Requirements for Bloodborne Pathogen Training

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The Occupational Safety and Health Act (OSHA) came into being in 1970 with a view to helping employers and their employees reduce workplace accidents, deaths and illnesses. The good news is that since OSHA was enacted, there has been a 60% reduction in workplace illnesses and injuries. The act has consequently reduced workmen’s compensation costs as it led to low insurance premium payments. With regard to bloodborne pathogens training also, which may be carried out through voluntary programs, OSHA has set some guidelines for all companies and makes sure that they are followed. These are below:

1. OSHA specifies that any employee who runs the risk of being exposed to bloodborne pathogens be compulsorily trained when he is hired and the cost for which should be borne by the employer. The training should be conducted during working hours and repeat training must be done least once every year. If the employee’s duties change, retraining is compulsory.

2. Specific rules regarding qualifications of trainers and the training content are also clearly mentioned in OSHA. For more information concerning OSHA’s standards for training, check out this letter of clarification

Check Out: Lower Experience Modification Rate for Increased Profits

3. Trainers should be exposed to infection-control programs and may include qualified nurses, emergency medical technicians (EMT’s) and properly trained physician assistants only. This may, however, also include clerical workers who have been specifically trained to impart training to others.

4. OSHA also has provisions for hygienists, epidemiologists and trainers on body conditioning to become instructors, provided they have sufficient knowledge of bloodborne pathogens.

5. The bloodborne pathogens training should contain necessary information on exposure, exposure control planning, pathogen transmission and exposure prevention. The instructions should also include information on work practices limitations and how to remove, handle and dispose of fluids infected with pathogens.

6. OSHA particularly stresses on the vaccine for hepatitis B and stipulates its training include the vaccine’s safety reasons, availability and administering methods. It also states that immunizations have to be a part of training an employee against contamination in future.

Check Out: Bloodborne Pathogen Exposure Control Plan

 

7. The rules laid down by OSHA also direct trainers to communicate with those undergoing bloodborne pathogens training on procedures regarding reporting an incident involving exposure, immediately and effectively. The stress is more on emergency training before a spill or contamination occur.

8. OSHA rules specify what colors and labels should be used to code contaminated fluids and their containers so that it is understood by all dealing in bloodborne pathogens. Rules for waste disposal are also clearly mentioned.

9. The procedure normally followed by OSHA is that there should be an immediate reporting of the incident to the concerned or designated person authorized to receive the report. A physician must be consulted to test and subsequently treat any sort of exposure. Thirdly, training should be conducted on proper vaccination and medication and should be administered immediately should a bloodborne pathogens emergency happen.

10. There are specific rules laid down by OSHA for bloodborne pathogens training on handling HBV and HIV specimens where use of protective gear, reporting issues and waste disposal and cleaning are specifically and clearly mentioned.

How to Measure Workplace Safety

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There is a preoccupation in most industries for measuring safety using the frequency or severity of lost time accidents and incidents. Regrettably, there is only a very tenuous link between safety in the workplace and the number of lost time accidents. The reasons for this are many and varied but it is becoming fairly obvious that invisible injuries such as back strains, muscle strains and repetitive strain damage are a problem in injury statistics. There is a growing body of opinion that a number of people will use these non-visible injuries as a way of having time away from work. We have found that as soon as non-visible injuries reached 20% of all injuries a problem of false claims emerged.

We also found that areas and sites that had average or less than average leadership skills in the workforce incurred the most accidents. In other words, the reported accident rate was a reflection of the leadership skills in that area. One of the biggest problems of looking at accident rates as a measure of safety is that it is quite possible to work unsafely for many years and never incur an accident. This is probably one of the most important factors in accident prevention or improving workplace safety. Behavior speaks louder than words or statistics.

Check Out: How to Set Goals for Safety Performance

There is also a problem in the way that we train people for leadership positions. We use academic methods to teach practical skills and no longer is that good enough. We wouldn’t use academic methods to teach people to swim because we know it wouldn’t work. Yet in all our wisdom we use classroom techniques to teach people what is essentially a practical skill. There is plenty of evidence around the world from research that this method doesn’t work but we persist in it. You can go to any website promoted by training companies and they will exhort you to join their leadership program which is totally classroom-based. Furthermore, they will charge a lot of money for it. So the return on the leadership training investment is pitifully low.

To create safer workplaces we need to be able to train our supervisors, team leaders and managers in practical skills that are not normally on the agenda of most on-the-job training programs. We need to coach them how to influence, how to lead change, how to run a safety observation program, how to involve their staff in creating a safer workplace, how to use positive reinforcement as a way of managing performance, and we need to do this in a practical environment where they work rather than a classroom.

Check Out: Measuring Workplace Health and Safety Performance

The failure to do this will result in a continuing cycle of workplace accidents and unsafe behavior. We have used the wrong methods and measured the wrong outcomes. This is why we are still having so many accidents and incidents in the workplace

Retractable Lanyard Training Acknowledgement

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With over 40,000 workers injured annually due to fall accidents, falls in the workplace present a major risk for employers and workers. The ideal method of fall prevention is to eliminate all potential fall hazards, but this is not a realistic solution for most workplaces. Fall prevention systems like guard rails and barriers are not always practical depending on the work-site and nature of work being performed. If fall prevention is not possible, fall protection measures and training are the best way to protect yourself in the event of a fall.

Fall arrest systems work by protecting workers by stopping (or arresting) them in mid-fall. An effective fall arrest system uses harness, anchor, lanyard, and lifeline components to secure the worker to a stable working surface in order to lessen the impact to the worker in the event of a fall. The goal of the fall arrest system is to absorb the energy of the fall so that the force of falling is not applied to the worker.

The essential elements of a fall arrest system include: a harness, a lanyard, and a lifeline. Regular inspection of these elements is critical to ensure that they’re in good working order and can perform their functions in the event of a fall. When checking the harness, ensure that the hardware and straps are not worn, that there are no twists or tears in the fabric, and that all parts can move freely. For the lanyard, you want to check that the rope is in good condition, that the harness attachment is secure, and that there is no wear or damage to the hardware and shock-absorbing fabric. In the case of the lifeline, you again want to check for any wear or deterioration and ensure that the retracting function operates smoothly. Any parts of the fall arrest system that show wear, or are not performing to specification, should be replaced before use.

 

If you need more components of a powered equipment program, check out what I offer here

 

If you plan to be working at heights, fall protection training is required by state and provincial law. There are courses specifically designed to provide participants with the training that they need to make safe decisions when working at heights. Fall arrest courses are typically one day in duration and provide a combination of classroom and hands-on training covering topics like: the dynamics of falling, fall protection systems and planning, fall arrest system components, harness fitting, equipment care and inspection, and rescue procedures. Fall arrest training is affordable for workers and employers, and typically costs around $200 for a one day course. Excellent online courses are also available for around $60.

Falls are preventable and the injury resulting from a fall can be mitigated through proper fall arrest equipment and training. Before working at heights, make sure to arm yourself with the training and knowledge you need to work safely.

Download & view the Retractable Lanyard Training Certification below:

Retractable Lanyard Training Acknowledgement

 

Incident Investigation for Employers

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As an employer, it is your responsibility to provide a safe working environment for your employees. A great tool at your disposal, often overlooked is incident investigation. So many employers document an incident, taking statements, and cataloging that information away, until the next accident happens. BUT, if you instead investigate every incident, both near miss and injury incidents, you will begin creating a safer working environment, one where every incident is a learn experience, a chance for change, an opportunity to avoid a similar incident in the future.

Five Reasons to Report and Analyze Incidents

1) It is a tool for predicting accidents. The value of “near hit” reporting cannot be underestimated. We know that behaviors that cause “near hits” are essentially the same as the behaviors that cause “hits.” The only difference is a fraction of a second or a very small distance. Reporting “near hits” and working to remove the basic causes and the leadership/control problems will reduce accidents. Studies have shown that over 75% of all accidents which resulted in injury or property damage were preceded by similar “near hit” incidents.

2) The method has been tested. Researchers have tested the concept of “near hit” reporting in two different fields. Firstly, a study in the US Air Force focused on the use of aircraft equipment. During the study, a total of 270 incidents described as “pilot error,” were investigated. By collecting the causes of the errors, it was possible to detect similarities and trends. Secondly, another study carried out by the Bureau of Labor Statistics in the US, set out to evaluate the technique of “near hit” reporting. Their findings make interesting reading.

1) Reporting and managing “near hits,” proved to reveal factors which were described as “errors and unsafe conditions” which lead to industrial accidents.

2) The technique was able to identify the basic causes of incidents which led to loss.

3) Potentially serious industrial accidents were identified by “near hit” reporting.

3) It is an effective way of reporting incidents. It seems that people are much readier to discuss “near hits” than about personal injury or even property damage. Psychologists assume that this is because there has been no loss and the person may feel that they have contributed to the avoidance of damage or injury. This factor alone may be the reason why people may be more willing to discuss “near hits.”

There are many reasons for not reporting incidents which cause personal injury and damage.

1) Fear of blame.

2) Poor understanding of the need to report.

3) A feeling that management will use the information against the staff.

4) Fear of spoiling a good accident record.

5) An “anti-management” perception.

In most cases, there are not the same barriers to reporting “near hits.” However, there is a perception held by a small minority that this type of initiative is worthless. The greater number of employees are prepared to understand the value of reporting and acting on “near hits.”

In a large engineering work shop, the number of “near hits” reported were shown on the same graph as the lost time injuries. The evidence was plain. As “near hit” reporting increased so lost time accidents dropped, and as “near hit” reporting declined, so the lost time accidents increased.

The information collected from the “near hit” reports form the basis for understanding the causes of accident in the work place.

4) It can be used to inform and educate the staff. When “near hits” are reported, the information can be used in a team talk to make the rest of the staff aware of the potential danger of a method or procedure. This information can be used throughout the country where there are work groups operating in a similar fashion. Regular team talks which include “near hit” information send an important message from the team leader to the staff. “Your safety is important to us.” In addition, when team members report “near hits,” they will feel that they are contributing to the improved safety of the work place. The team leader can use positive reinforcement to recognize this contribution of the team member.

5) It is a way to develop leadership skills. The use of “near hit” reporting can help a team leader to develop important leadership skills. He or she can use of positive reinforcement to motivate the continuing reporting of “near hits.” Once a “near hit” has been reported the team leader can develop the use of questioning techniques to explore the circumstances surrounding the incident and put in place a method of prevention. Careful use of these skills will allow team members to contribute to the overall safety in the area and even have some influence in other work places.

This training explains how to investigate an incident, if you need more components of an incident investigation program, check out what else I have here

Beyond simply investigating the incident, you need to know how to root cause the incident as part of the investigation.

Download & view the Incident Investigation for Employers Training below:

Incident Investigation Guide - OSHA

 

PPE Sample Policy and Training Certification

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OSHA (Occupational Health and Safety Administration) has issued numerous safety standards for specific industries, mandating that employers require employees in those industries require employees to use personal protection equipment (PPE) on the job. For instance, hard hats are required in the construction industry as well as the use of fall protection equipment. Some OSHA standards require the employer to pay for the PPE and in other cases OSHA has been silent.

This changed on February 13, 2008 when OSHA issued a new standard REQUIRING employers to provide appropriate PPE when the equipment is necessary to protect employees from job-related injuries, illnesses and fatalities. There is to be NO COST to employees. The rule must be fully implemented by May 15, 2008. Section 1910.132 requires that “protective equipment for eyes, face, head, and extremities, protective clothing, respiratory devices, and protective shields and barriers shall be provided, used, and maintained in a sanitary and reliable condition wherever it is necessary by reason of hazards of processes or environment, chemical hazards, radiological hazards or mechanical irritant5s encountered in a manner capable of causing injury or impairment in the function of any part of the body through absorption inhalation or physical contact.”

The work function and the probability of exposure is best addressed through a job hazard analysis – Check Out: How to Conduct a Job Hazard Analysis

To summarize, employers are required to provide a hazard free environment for employees. Anyone who encounters hazardous conditions must be protected against them. Personal protective clothing and equipment is designed to shield workers from the chemical, physical, and biological hazards that may be present in the workplace. When the type and degree of protection are being considered, the employer must evaluate the following:

The predominant physical, chemical, or toxic property of the material. For instance, protection against a corrosive compound is different from what is needed for a compound that gives off a toxic vapor.

Once the hazard has been identified appropriate PPE can be selected and the level of protection must be adequate. This equipment ranges from protective helmets to prevent injury in construction and cargo handling work to hearing protection, eye protection, hard-toed shoes, special goggles and gauntlets to be used in welding and iron work.

Check Out: PPE Selection and Usage Guide

The use of PPE is specifically required by OSHA in 29 CFR1910 with various sections listing specific equipment required for protection in a variety of hazardous working conditions.

  • Abrasive Blasting 1910.94(a) (5)
  • Noise Exposure 1910.95(1)
  • Hazardous Waste Operations and Emergency Response 1910.120
  • Fire brigades 1910(f)
  • Welding, Cutting, and Brazing 1910.252(a)(5)
  • Pulp, Paper and Paperboard Mills 1010.261(b)(2)
  • Textiles 1910.262(qq)
  • Pulpwood Logging 1910.266(c)(1)
  • Asbestos Exposure 1910.1000(d)
  • Hazard Communication Standard 1910.1200(h)(2)(iii) This OSHA rule REQUIRES employers to provide protective equipment to employees AT NO COST. If an employee provides his own protective equipment, it must meet OSHA standards and the employer is not required to reimburse the employee for its cost.

Download & view the PPE Sample Policy and Training Certification below

sample-ppe-program

Are Emergency Action Plans Really Necessary?

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You’ve probably heard the famous quote from General Eisenhower about plans being useless but planning essential. It’s as valid today as it was when IKE first used it but maybe we should ask, “If plans are so useless, why do we bother writing them?”

Part of the problem is how we use plans. To many responders, a plan is like a cookbook – you follow the recipe to get the results you want. I have seen numerous plans heavy with detail, suggesting that planners have tried to foresee and plan for every possible contingency.

If you stop and think for a moment, it’s obvious that this is impossible. The true risk in thinking this way is that you begin to expect the disaster to unfold in exactly the way the plan says it will. You begin to subtly make assumptions and ignore facts that don’t support your expectations. You see what you want to see and what you see may be wrong.

The type of planning typical in emergency management is based on military war planning. This is not surprising, as the first planners were primarily retired military officers hired to help with nuclear war planning. They naturally used the type of planning with which they were most familiar. This consisted of a base document that laid out the assumptions and planning parameters and supporting documents that contained detailed planning data. Even with the adoption of all-hazards planning in the 70’s, the basic planning format remained unchanged and, indeed, is still the norm, even with the growing popularity of the emergency response function format.

The problem with the traditional planning format is that we forgot one important fact: the military plan does not stand alone; it is part of a system.

If interested in learning more about emergency action plans, check out these posts

If you look closely at military plans, they do not dictate how a battle will be fought. Instead, they identify an overall intent, define initial relationships, and lay out control measures and logistics. But they also assume that the normal hierarchical structures of the military will be in place to support the plan. For example, military plans don’t spend time talking about command relationships – they specify specific task organizations for the operation with the assumption that they will operate under existing command structures.

There is another well-known military maxim that no plan survives contact with the enemy. No military officer expects to follow a plan exactly. Instead, he or she is guided not by the strictures of the plan but by the commander’s intent articulated in the plan. The plan merely provides the resources to accomplish that intent. Flexibility is the key to winning battles.

What’s this got to do with emergency management? For too many of us, we allow the plan to dictate our actions rather than allowing the circumstances of the disaster to do so.

Let me give you an example of what I mean. Some of our plans set up triggers or indicators for activating the plan. I have seen cases where plans were not activated because the specific triggers were not met, even though there was clearly a need for the type of coordination available through the plan.

One of the Principles of Emergency Management is flexibility and this should extend to how we use our plans. My team in San Francisco once supported planning for a garbage strike because we had the skills and contacts to help address a potential public health emergency. Clearly, this was not a disaster but the relationships and coordination mechanisms identified in our emergency operations plan worked just fine in a lesser event. We were able to practice our plan and we scored points with our boss.

In Facing the Unexpected, researchers Tierney, Lindell and Perry suggest that emergency operations plans have two main functions. The first is to provide internal documentation of agreements among organizations as to the allocation of functions, activation of the response organization, and the direction and control of the response. The second purpose is to serve as a training document that forms the basis for drills and exercises.

Note that the researchers did not suggest using the plan to manage the response. In Major Criteria for Judging Disaster Planning and Managing Their Applicability in Developing Societies, Dr. E.L. Quarantelli points out the distinction between disaster planning and disaster management and between response-generated needs and agent-generated needs. Response generated needs remain fairly constant across the disasters and can be captured fairly well in our plans. Agent-generated needs are created by the unique demands of a specific disaster.

We need to recognize this distinction and change our attitude towards plans. We need to accept that while they establish a basis for our response, they are guides only and can be modified on the basis of actual need. Plans establish relationships and responsibilities but the decision as to how best to respond to a disaster should be based on operational need, not on planning assumptions.

If your emergency action plan is going to be effective, you need to keep five points in mind:

  1. You can’t plan in a vacuum. Your emergency operations plan has to be part of an emergency management program, not an end in itself. It documents things that you have put in place through that program – it doesn’t actually put them in place.
  2. Your plan can make assumptions about existing systems or reference other documents. For example, many plans I read have extensive sections on basic Incident Command. Is this really necessary with all the existing state and federal guidance? Along the same lines, how much material is in your plan because you need it and how much is there just to meet an audit requirement?
  3. Your plan needs to be user-friendly. I recently spent a fruitless hour looking for some information I knew was in a plan because I helped develop the information. I never did find it. Could someone new to your organization find information under pressure?
  4. Just because something is in your plan doesn’t make it so. Your plan needs to capture agreements that have been made between organizations – it doesn’t establish those agreements. I’ve seen plans that were written without any consultation with the stakeholders. They never work.
  5. Remember that every time you use your plan for a smaller incident you’re testing that plan.

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