Ventilation (architecture) Ventilating (the V in HVAC ) is the process of "changing" or replacing air in any space to provide high indoor air quality (i.e. to control temperature, replenish oxygen, or remove moisture, odors, smoke, heat, dust, airborne bacteria, and carbon dioxide). Ventilation is used to remove unpleasant smells and excessive moisture, introduce outside air, to keep interior building air circulating, and to prevent stagnation of the interior air. Ventilation includes both the exchange of air to the outside as well as circulation of air within the building. It is one of the most important factors for maintaining acceptable indoor air quality in buildings. Methods for ventilating a building may be divided into mechanical/forced and natural types. [1] "Mechanical" or "forced" ventilation is used to control indoor air quality. Excess humidity , odors, and contaminants can often be controlled via dilution or replacement with outside air. However, in humid climates much energy is required to remove excess moisture from ventilation air. Kitchens and bathrooms typically have mechanical exhaust to control odors and sometimes humidity. Factors in the design of such systems include the flow rate (which is a function of the fan speed and exhaust vent size) and noise level. If ducting for the fans traverse unheated space (e.g., an attic), the ducting should be insulated as well to prevent condensation on
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Ventilation (architecture)Ventilating (the V in HVAC) is the process of "changing" or replacing air in any space to
provide high indoor air quality (i.e. to control temperature, replenish oxygen, or remove
moisture, odors, smoke, heat, dust, airborne bacteria, and carbon dioxide). Ventilation is used
to remove unpleasant smells and excessive moisture, introduce outside air, to keep interior
building air circulating, and to prevent stagnation of the interior air.
Ventilation includes both the exchange of air to the outside as well as circulation of air within
the building. It is one of the most important factors for maintaining acceptable indoor air
quality in buildings. Methods for ventilating a building may be divided into
mechanical/forced and natural types.[1]
"Mechanical" or "forced" ventilation is used to control indoor air quality. Excess
humidity, odors, and contaminants can often be controlled via dilution or replacement with
outside air. However, in humid climates much energy is required to remove excess moisture
from ventilation air.
Kitchens and bathrooms typically have mechanical exhaust to control odors and sometimes
humidity. Factors in the design of such systems include the flow rate (which is a function of
the fan speed and exhaust vent size) and noise level. If ducting for the fans traverse unheated
space (e.g., an attic), the ducting should be insulated as well to prevent condensation on the
ducting. Direct drive fans are available for many applications, and can reduce maintenance
needs.
Ceiling fans and table/floor fans circulate air within a room for the purpose of reducing the
perceived temperature because of evaporation of perspiration on the skin of the occupants.
Because hot air rises, ceiling fans may be used to keep a room warmer in the winter by
circulating the warm stratified air from the ceiling to the floor. Ceiling fans do not provide
ventilation as defined as the introduction of outside air.
Natural ventilation is the ventilation of a building with outside air without the use of a fan
or other mechanical system. It can be achieved with openable windows or trickle vents when
the spaces to ventilate are small and the architecture permits. In more complex systems warm
air in the building can be allowed to rise and flow out upper openings to the outside (stack
effect) thus forcing cool outside air to be drawn into the building naturally through openings
in the lower areas. These systems use very little energy but care must be taken to ensure the
occupants' comfort. In warm or humid months, in many climates, maintaining thermal
comfort solely via natural ventilation may not be possible so conventional air conditioning
systems are used as backups. Air-side economizers perform the same function as natural
ventilation, but use mechanical systems' fans, ducts, dampers, and control systems to
introduce and distribute cool outdoor air when appropriate.
Definition
Ventilation is the intentional movement of air from outside a building to the inside.
Ventilation air, as defined in ASHRAE Standard 62.1[2] and the ASHRAE Handbook,[3] is
that air used for providing acceptable indoor air quality. It mustn't be confused with vents or
flues; which mean the exhausts of clothes dryers, and combustion equipment such as water
heaters, boilers, fireplaces, and wood stoves. The vents or flues carry the products of
combustion which have to be expelled from the building in a way which does not cause harm
to the occupants of the building.
In commercial, industrial, and institutional (CII) buildings, and modern jet aircraft, return air
is often recirculated to the air handling unit. A portion of the supply air is normally exfiltrated
through the building envelope or exhausted from the building (e.g., bathroom or kitchen
exhaust) and is replaced by outside air introduced into the return air stream. The rate of
ventilation air required, most often provided by this mechanically-induced outside air, is
often determined from ASHRAE Standard 62.1 for CII buildings, or 62.2 for low-rise
residential buildings, or similar standards.
Necessity
When people or animals are present in buildings, ventilation air is necessary to dilute odors
and limit the concentration of carbon dioxide and airborne pollutants such as dust, smoke and
volatile organic compounds (VOCs). Ventilation air is often delivered to spaces by
mechanical systems which may also heat, cool, humidify and dehumidify the space. Air
movement into buildings can occur due to uncontrolled infiltration of outside air through the
building fabric (see stack effect) or the use of deliberate natural ventilation strategies.
Advanced air filtration and treatment processes such as scrubbing, can provide ventilation air
by cleaning and recirculating a proportion of the air inside a building.
Types of ventilation
Mechanical or forced ventilation: through an air handling unit or direct injection to a
space by a fan. A local exhaust fan can enhance infiltration or natural ventilation, thus
increasing the ventilation air flow rate.
Natural ventilation occurs when the air in a space is changed with outdoor air without the
use of mechanical systems, such as a fan. Most often natural ventilation is assured through
operable windows but it can also be achieved through temperature and pressure differences
between spaces. Open windows or vents are not a good choice for ventilating a basement or
other below ground structure. Allowing outside air into a cooler below ground space will
cause problems with humidity and condensation.
Mixed Mode Ventilation or Hybrid ventilation: utilises both mechanical and natural
ventilation processes. The mechanical and natural components may be used in conjunction
with each other or separately at different times of day. The natural component, sometimes
subject to unpredictable external weather conditions may not always be adequate to ventilate
the desired space. The mechanical component is then used to increase the overall ventilation
rate so that the desired internal conditions are met. Alternatively the mechanical component
may be used as a control measure to regulate the natural ventilation process, for example, to
restrict the air change rate during periods of high wind speeds.
Infiltration is separate from ventilation, but is often used to provide ventilation air.
Ventilation rate
The ventilation rate, for CII buildings, is normally expressed by the volumetric flowrate of
outside air being introduced to the building. The typical units used are cubic feet per minute
(CFM) or liters per second (L/s). The ventilation rate can also be expressed on a per person or
per unit floor area basis, such as CFM/p or CFM/ft², or as air changes per hour.
For residential buildings, which mostly rely on infiltration for meeting their ventilation needs,
the common ventilation rate measure is the number of times the whole interior volume of air
is replaced per hour, and is called air changes per hour (I or ACH; units of 1/h). During the
winter, ACH may range from 0.50 to 0.41 in a tightly insulated house to 1.11 to 1.47 in a
loosely insulated house.[4]
ASHRAE now recommends ventilation rates dependent upon floor area, as a revision to the
62-2001 standard whereas the minimum ACH was 0.35, but no less than 15 CFM/person (7.1
L/s/person). As of 2003, the standards have changed to an addition of 3 CFM/100 sq. ft. (15
l/s/100 sq. m.) to the 7.5 CFM/person (3.5 L/s/person) standard.[5]
[edit] Ventilation standards
In 1973, in response to the 1973 oil crisis and conservation concerns, ASHRAE Standards 62-
73 and 62-81) reduced required ventilation from 10 CFM (4.76 L/S) per person to 5 CFM
(2.37 L/S) per person. This was found to be a primary cause of sick building syndrome.
Current ASHRAE standards (Standard 62-89) states that appropriate ventilation guidelines
are 20 CFM (9.2 L/s) per person in an office building, and 15 CFM (7.1 L/s) per person for
schools. In commercial environments with tobacco smoke, the ventilation rate may range
from 25 CFM to 125 CFM.[6]
In certain applications, such as submarines, pressurized aircraft, and spacecraft, ventilation
air is also needed to provide oxygen, and to dilute carbon dioxide for survival. Batteries in
submarines also discharge hydrogen gas, which must also be ventilated for health and safety.
In any pressurized, regulated environment, ventilation is necessary to control any fires that
may occur, as the flames may be deprived of oxygen.[7]
ANSI/ASHRAE (Standard 62-89) sets maximum CO2 guidelines in commercial buildings at
1000 ppm, however, OSHA has set a limit of 5000 ppm over 8 hours.[8]
Ventilation guidelines are based upon the minimum ventilation rate required to maintain
acceptable levels of bioeffluents. Carbon dioxide is used as a reference point, as it is the gas
of highest emission at a relatively constant value of 0.005 L/s. The mass balance equation is:
Q = G/(Ci − Ca)
Q = ventilation rate (L/s)
G = CO2 generation rate
Ci = acceptable indoor CO2 concentration
Ca = ambient CO2 concentration[9]
Ventilation equipment
Fume hood
Biological safety cabinet
Dilution ventilation
Room air distribution
Heat recovery ventilation
Natural ventilation
Natural ventilation involves harnessing naturally available forces to supply and removing air
through an enclosed space. There are three types of natural ventilation occurring in buildings:
wind driven ventilation, pressure-driven flows, and stack ventilation.[10] The pressures
generated by 'the stack effect' rely upon the buoyancy of heated or rising air. wind driven
ventilation relies upon the force of the prevailing wind to pull and push air through the
enclosed space as well as through breaches in the building’s envelope (see Infiltration
(HVAC)). Natural ventilation is generally impractical for larger buildings, as they tend to be
large, sealed and climate controlled specifically by HVAC systems. [11] Both are examples of
passive engineering and have applications in renewable energy.
Demand-controlled ventilation (DCV)
DCV makes it possible to maintain proper ventilation and improve air quality while saving
energy. ASHRAE has determined that: "It is consistent with the Ventilation rate procedure
that Demand Control be permitted for use to reduce the total outdoor air supply during
periods of less occupancy.[citation needed]" CO2 sensors will control the amount of ventilation for
the actual number of occupants. During design occupancy, a unit with the DCV system will
deliver the same amount of outdoor air as a unit using the ventilation-rate procedure.
However, DCV can generate substantial energy savings whenever the space is occupied
below the design level.[citation needed]
edit Local exhaust ventilation
Local exhaust ventilation addresses the issue of avoiding the contamination of indoor air by
specific high-emission sources by capturing airborne contaminants before they are spread
into the environment. This can include water vapor control, lavatory bioeffluent control,
solvent vapors from industrial processes, and dust from wood- and metal-working machinery.
Air can be exhausted through pressurized hoods or through the use of fans and pressurizing a
specific area.[12]
A local exhaust system is composed of 5 basic parts
1. A hood that captures the contaminant at its source
2. Ducts for transporting the air
3. An air-cleaning device that removes/minimizes the contaminant
4. A fan that moves the air through the system
5. An exhaust stack through which the contaminated air is discharged[12]
Ventilation and combustion
Combustion (e.g., fireplace, gas heater, candle, oil lamp, etc.) consumes oxygen while
producing carbon dioxide and other unhealthy gases and smoke, requiring ventilation air. An
open chimney promotes infiltration (i.e. natural ventilation) because of the negative pressure
change induced by the buoyant, warmer air leaving through the chimney. The warm air is
typically replaced by heavier, cold air.
Ventilation in a structure is also needed for removing water vapor produced by respiration,
burning, and cooking, and for removing odors. If water vapor is permitted to accumulate, it
may damage the structure, insulation, or finishes[citation needed]. When operating, an air
conditioner usually removes excess moisture from the air. A dehumidifier may also be
appropriate for removing airborne moisture.
Smoking and ventilation
ASHRAE standard 62 states that air removed from an area with environmental tobacco
smoke shall not be recirculated into ETS-free air. A space with ETS requires more
ventilation to achieve similar perceived air quality to that of a non-smoking environment.
The amount of ventilation in an ETS area is equal to the amount of ETS-free area plus the
amount V, where:
V = DSD × VA × A/60E
V = recommended extra flow rate in CFM (L/s)
DSD = design smoking density (estimated number of cigarettes smoked per hour per unit
area)
VA = volume of ventilation air per cigarette for the room being designed (ft3/cig]
E = contaminant removal effectiveness
[6]
Problems
In hot, humid climates, unconditioned ventilation air will deliver approximately one pound of
water each day for each cubic foot per minute of outdoor air per day, annual average. This is
a great deal of moisture, and it can create serious indoor moisture and mold problems.
Ventilation efficiency is determined by design and layout, and is dependent upon placement
and proximity of diffusers and return air outlets. If they are located closely together, supply
air may mix with stale air, decreasing efficiency of the HVAC system, and creating air quality
problems.
System imbalances occur when components of the HVAC system are improperly adjusted or
installed, and can create pressure differences (too much circulating air creating a draft or too
little circulating air creating stagnancy).
Cross-contamination occurs when pressure differences arise, forcing potentially contaminated
air from one zone to an uncontaminated zone. This often involves undesired odors or VOCs.
Re-entry of exhaust air occurs when exhaust outlets and fresh air intakes are either too close,
or prevailing winds change exhaust patterns, or by infiltration between intake and exhaust air
flows.
Entrainment of contaminated outside air through intake flows will result in indoor air
contamination. There are a variety of contaminated air sources, ranging from industrial
effluent to VOCs put off by nearby construction work.[13]
Air Quality Procedures
Ventilation Rate Procedure is rate based on standard, and “prescribes the rate at which
ventilation air must be delivered to a space and various means to condition that air.”[14] Air
quality is assessed (through CO2 measurement) and ventilation rates are mathematically
derived using constants.
Indoor Air Quality Procedure “uses one or more guidelines for the specification of acceptable
concentrations of certain contaminants in indoor air but does not prescribe ventilation rates or
air treatment methods.”[14] This addresses both quantitative and subjective evaluation, and is
based on the Ventilation Rate Procedure. It also accounts for potential contaminants that may
have no measured limits, or limits are not set (such as formaldehyde offgassing from carpet
and furniture).
What is a toxic substance?
A toxic substance can be defined as one with an inherent ability to cause systemic damage to
living organisms – another word for it is 'poison'. Toxic substances occur in the air, the soil,
the water and in other living things, and they can enter the body in various ways:
through ingestion – by eating and drinking;
through inhalation – by breathing;
by absorption – through contact with the skin; and
by injection – from a hypodermic syringe, for example, or from an insect, spider or
snake bite.
Another important term is 'risk'. While the bleach on the top shelf of the laundry is certainly
toxic, there is no particular risk as long as it stays there. We need to be informed about
potential risks in order to make sensible decisions (Box 1: Chances and risks).
The importance of dosage
The concept of dosage, or concentration in the organism, is also important. Even everyday
substances such as water or oxygen would be toxic if we consumed enough of them. But the
dosage required would be so ludicrously high that the risk of poisoning from such substances
is very low.
Many substances may be essential for the proper functioning of an organism at low doses but
can be dangerous at higher doses. For example, a deficiency in manganese during pregnancy
has been linked to high infant mortality and reduced growth and an irreversible loss of
muscle coordination in surviving offspring. On the other hand, workers exposed to high
levels of manganese (such as in manganese mines) may incur brain damage that causes
Explosion Relief is considered in a separate Technical Measures Document. Relief systems considered in this document are based on systems where pressure rise occurs over several seconds or longer, and there is no reaction front. In these cases we may assume:
Safety valves can open in time;
Piping is adequately sized to provide pressure relief;
Relief flow may be determined by steady-state flow equations;
Conditions are approximately uniform throughout each phase at any moment;
Further pressure generation by reaction in the relief piping is negligible.
General principles applicable to relief systems include:
In all cases, relief devices must be selected and located to minimise disturbance to plant and environment;
Relief devices must not be isolated from equipment they protect while the equipment is in use;
The discharge from a relief device should pass to a safe location which may be:
A dump tank;
Upstream in the process;
A storage tank;
A quench vessel or tower;
A sewer;
The atmosphere;
A knockout drum;
A scrubber;
An incinerator;
A flare stack.
Design basis and methodology of all relief stream packages must be documented, and incorporated into plant modification and change procedures to ensure that relief stream invalidation does not occur.
Sizing of vents (especially exothermic reactions, storage tanks)
One of the biggest problems in sizing vents is the availability and accuracy of physical property data for the reaction components. It is good practice when sizing a relief system to utilise several design methods to achieve consistency in design.
When sizing pressure / vacuum relief systems for storages, if several tanks are connected up to a single relief system the relief device should be capable of accommodating the simultaneous vent loading at a relieving pressure less than the lowest tank design pressure.
Venting can either be normal or atmospheric venting or emergency venting. Different measures may be adopted to provide protection for the vessel or tank in each case. The worst case scenario is generally experienced when tanks are exposed to fire.
Normal venting requirements may be met by installation of pressure-vacuum relief valves. Emergency venting may be accomplished by installation of a bursting or rupture disc device. Depending upon the tank contents and the physical characteristics of these contents consideration should be given to the vent discharge point and configuration. Guidance is provided in recognised industry standards.
There are various recognised methods for sizing vents. These include:
API Methods;
NFPA Methods;
Vapour / Gas Only method;
Leung’s method;
Level Swell method;
Stepwise method;
Nomogram method;
Fauske’s method;
Two-phase method;
DIERS method;
Huff’s method;
Boyle’s method.
The use of DIERS (Design Institute for Emergency Relief Systems) methodology is becoming increasingly widespread. Detailed analysis of relief systems using this methodology, together with experimental testing, is now the accepted practice.
Flame arresters
Flame arresters are commonly installed on the vent outlet of tanks containing liquids with flashpoints below 21°C, generally where pressure-vacuum vent valves are not in use. Their prime function is to prevent the unrestricted propagation of flame through flammable gas or vapour mixtures, and secondly to absorb heat from unburnt gas.
Flame arresters should be designed for each specific application, and due to the likelihood of progressive blockage a rigorous inspection and maintenance schedule should be in place.
Relief valves
Relief valves are characterised by:
Slow response times (tenths of a second up to > 1 second);
Risk of blockage;
Trace leakage.
Design considerations for relief valves include:
The pressure drop before the safety valve must be low to avoid instability;
The design must take into consideration differences between gas and liquid duties;
Back pressure can affect opening / closing pressures, stability and capacity;
The relief valve usually solely determines relief capacity if appropriate piping is used.
Regular proof checks are required to check lifting pressure, particularly if located in a corrosive environment. Also valve seating checks should be undertaken to ensure that the valve is not passing.
Bursting discs
Bursting discs are characterised by:
Very fast response times (milliseconds);
Less risk of blockage than relief valves;
Cheap to install and maintain;
Available in a wide range of materials;
No leakage;
Non re-closing hence may allow large discharges even when pressure falls below relieving (rupture) pressure;
Potential for premature failure due to pressure pulsation, especially if the rupture pressure is close to the operating
pressure;
Rupture pressure affected by back pressure;
Risk of incorrect assembly.
Design considerations for bursting discs include:
Protection against reverse pressure (vac dials);
Differences between disc temperature and vessel temperature;
Main factor affecting relief capacity is piping configuration;
The rupture pressure of a bursting disc is a function of the prevailing temperature. It is common practice for an operator to specify the required rupture pressure at a specific operating or relieving temperature however, if the temperature cycles or changes during the process operation the degree of protection of the vessel can be compromised. This is because as the prevailing temperature decreases the rupture pressure of the bursting disc will increase potentially resulting in the rupture pressure at temperature being greater than the design pressure of the vessel. Thus if the pressure increases at this condition, vessel failure will occur. The converse case can also apply if the rupture pressure is quoted for ambient temperatures, since the actual rupture pressure will decrease under normal operating conditions which can cause premature failure of bursting discs.
The surrounding vent pipework should be adequately sized to accommodate relief flows in the event of bursting disc failure.
Bursting discs are a common method for fulfilling emergency venting requirements, although a routine maintenance programme should cover bursting disc installations.
Bursting disc installations should incorporate vent pipework that is the same diameter as the bursting disc itself.
Combinations of bursting discs and relief valves are occasionally employed for specific applications. Double bursting discs (back to back arrangements) are often provided with a pressure indicator/alarm between them in aggressive environments where failures of the initial disc may occur. In such instances the second bursting disc is reversed to withstand the initial shock pressure.
Scrubbers (design for maximum foreseeable flow)
In many installations, scrubbing systems provide one of the major lines of defence against release of toxic gas. Several key factors must therefore be taken into consideration when designing and sizing the scrubbing system. These include:
Composition of gas load;
The composition of the gas load must be known with respect to:
o Solids loading, particle size distribution and chemical composition;
o Water vapour loading;
o Toxic gas loading;
o Inerts loading.
Variations in gas load;
The basis of the scrubber design should take into consideration the peak gas loading, the minimum gas loading and the
mean gas loading in addition to corresponding variations in inert gas loading.
Depletion / saturation of scrubbing liquor;
Analysis of the reaction stoichiometry between the gas and the scrubbing liquor will give some indication of the
minimum scrubbing liquor strength at which the absorption process can occur for a recirculatory system. A methodology
must be in place that ensures replenishment of the scrubbing liquor at an appropriate point. Hence monitoring of
depletion of scrubber liquor and modelling of breakthrough concentrations is critical. Furthermore, the process may
specify a maximum concentration of absorbed gas in the scrubbing liquor at which the scrubber liquor should be
replenished.
Provision of Back-up systems;
In the vent of scrubber failure, it is sometimes possible to isolate plant and process to prevent toxic gas emission by
implementation of appropriate interlocks and control systems. However, if temporary isolation of plant and process is
unfeasible a back up system should be provided.
Control systems;
The control system for the scrubber operation should be interlocked with the plant and processes that the scrubber
services such that in the event of scrubber failure process operations can be isolated and / or suspended. The control
system should feature scrubber diagnostics that verify and indicate that the scrubber is healthy and working.
Monitoring and instrumentation;
Typical instrumentation on a toxic gas scrubbing system should include:
o Stack gas analyser;
o Scrubbing liquor flow indicator;
o Scrubbing liquor tank level indication;
o Flow indication or DP instrumentation across scrubbing fan;
o Process interlocks for event of scrubber failure.
Stack heights
The concentration of waste gases at ground level can be reduced significantly by emitting the waste gases from a process at great height, although the actual amount of pollutants released into the atmosphere will remain the same.
The basis for design begins with determination of an acceptable ground-level concentration of the pollutant or pollutants. If the waste gas is to be discharged through an existing stack, or the stack size is restricted the ground-level concentration should be determined and if it is unacceptable appropriate control measures should be adopted. Steps in the design methodology include:
For a given stack height, the effective height of the emission can be determined by employing an appropriate
plume-rise equation;
Application of atmospheric dispersion formula enables the downward path of the emission to be modelled. Various
formulae may be employed. These include:
o Bosanquet-Pearson model;
o Gaussian model employing Briggs formulae;
o Wilson model
o Pasquill-Gifford model;
o Sutton model;
o TVA model.
Various software models are available to undertake these calculations. The most widely used in the UK is the ADMS
model.
Factors affecting stack design include:
o Composition of waste gas (and changes in composition);
o Physical and chemical properties of waste gas;
o Topography (buildings, hills, lakes and rivers etc.);
o Seasonal changes in weather;
o Prevailing winds (direction and speed);
o Humidity;
o Rainfall
Flaring
Flaring may be used to destroy flammable, toxic or corrosive vapours, particularly those produced during process upsets and emergency venting.
Key design factors to ensure flare safety and performance include:
Smokeless operation;
Flame stability;
Flare size and capacity;
Thermal radiation;
Noise level;
Reliable pilot and ignition system;
Flashback protection.
The major safety issues are the latter two items. BS 5908 : 1990 recommends that permanent pilot burners should be provided with a reliable means of remote ignition. An additional means of ignition, e.g. a piccolo tube should be provided, independent of power supplies. Flare header systems should be provided with an inert gas purge sufficient to provide a positive gas flow up the stack to prevent back diffusion of air.
Forced ventilation (especially to control direction of flow and dilution)
Non-pressurised systems in which fumes and vapours are generated should have adequate ventilation to remove those fumes to a safe place. This may be a scrubber or a stack for discharge. Consideration should also be given to the venting of discharges from relief systems. Both dedicated enclosed forced ventilation systems and area forced ventilation will need to be considered.
A further purpose of ventilation is to dilute and remove the hazardous substance to such an extent that the concentration in the protected space is kept to acceptable levels. Ventilation rates are generally designed to reduce the concentration to about one quarter of these levels.
The use of forced ventilation has an impact on the area extent and classification of hazardous areas. The methodology for assessment of type and degree of ventilation is covered in British Standards. Although mainly applied inside a room or enclosed space, forced ventilation can also be applied to situations in the open air to compensate for restricted or impeded natural ventilation due to obstacles.
Spot ventilation
General ventilation is applied to the room or compartment as a whole (see forced ventilation above). It may also be applied locally to the plant or process as spot or local ventilation. Basic design principles include:
Fume extraction inlet should be as close to the source of gas or vapour as possible;
The rate of extraction of fume should be greater than or equal to the rate of generation of fume in the particular
area;
Air supply inlets should be located to provide ventilation for other regions that may become contaminated;
General air movement should be from areas surrounding the emission source, across the contaminated zone and
thence through the fume extraction inlet;
A velocity of 0.5 to 2 m/s is generally recommended (Lees 25.7). Trunking is often used to allow operators to
move the point of extraction as required.
Special cases: chlorine, Lpg storage
In the event of overpressure in liquid chlorine storage tanks, the discharge line from the pressure relief system should enter a closed expansion vessel with a capacity of nominally 10% of the largest storage vessel. This expansion vessel should then be manually relieved at a
controlled rate to an absorption system. Further information concerning bulk chlorine storage relief systems is provided in HS(G)28.
In the event of overpressure of LPG storage tanks, the tank should be fitted with a pressure relief valve connected directly to the vapour space. Underground or mounded vessels affect full flow capacity of pressure relief valves. Further information concerning LPG storage relief systems is provided in LPGA Cop 1.
In the event of overpressure in anhydrous ammonia storage tanks, the tank should be protected by a relief system fitted with at least two pressure relief valves should be fitted. Further information concerning anhydrous ammonia storage relief systems is provided in HS(G)30.
What is a Disaster?A disaster is a natural or civil emergency that substantially damages or impairs a community. Examples of natural disasters are hurricanes, tornadoes, floods and earthquakes. Other disasters that may affect school districts are fires, safety incidents such as shootings, and terrorist attacks, among others.
HistoryHurricane Katrina was the costliest and one of the deadliest hurricanes in American history.
Katrina made its second landfall as a Category 3 storm on the morning of August 29, 2005 in southeast Louisiana.
Levees separating Lake Pontchartrain from New Orleans, Louisiana were breached by the surge, ultimately flooding roughly 80% of the city and many areas of neighboring parishes. Severe wind damage was reported well inland.
Hurricane Rita made landfall on September 24, 2005 in far southwestern Louisiana as a Category 3 hurricane. Storm surge caused extensive damage along the Louisiana and extreme southeastern Texas coasts and completely destroyed some coastal communities. The storm killed seven people directly; many others died in evacuations and from indirect effects.
Take time to visit the best practices ideas that are provided for you so that your district can learn from experiences of the past. And if you have ideas of your own, based on experiences you've had, contact us and let us know about your "best practices."
Disaster PlanningAn ever-growing repertoire of physical disasters (9/11, hurricanes, floods, earthquakes, tornados) and human and reputational crises (Duke LaCrosse, Ohio U. privacy data leaks, unexpected deaths of presidents and chancellors) remind us that higher education institutions regularly face challenging, unexpected circumstances with an intensity well beyond that found in routine operations.
Many disaster and crisis communications plans exist in departmental silos, often well below the attention of individuals with positions of responsibility with regard to the mission and strategic vision of the institution. With the growing popular understanding of the positive roles colleges and universities play in our society, those entrusted with the stewardship of campuses need to work toward the goal of linking all such plans to the institution's strategic planning.
Emergency management Emergency management is the generic name of an interdisciplinary field dealing with the strategic organizational management processes used to protect critical assets of an organization from hazard risks that can cause events like disasters or catastrophes and to ensure the continuance of the organization within their planned lifetime.[1]
Overview
Emergencies, Disasters, and Catastrophes are not gradients, they are separate, distinct problems that require distinct strategies of response[citation needed]. Disasters are events distinguished from everyday emergencies by four factors: Organizations are forced into more and different kinds of interactions than normal; Organizations lose some of their normal autonomy; Performance standards change, and; More coordinated public sector/private sector relationships are required.[2]
Catastrophes are distinct from disasters in that: Most or all of the community built structure is heavily impacted; Local officials are unable to undertake their usual work roles; Most, if not all, of the everyday community functions are sharply and simultaneously interrupted, and; Help from nearby communities cannot be provided.[3]
Assets are categorized as either living things, non-living things, cultural or economic. Hazards are categorized by their cause, either natural or human-made. The entire strategic management process is divided into four fields to aid in identification of the processes. The four fields normally deal with risk reduction, preparing resources to respond to the hazard, responding to the actual damage caused by the hazard and limiting further damage (e.g., emergency evacuation, quarantine, mass decontamination, etc.), and returning as close as possible to the state before the hazard incident. The field occurs in both the public and private sector, sharing the same processes, but with different focuses.
Emergency Management is a strategic process, and not a tactical process, thus it usually resides at the Executive level in an organization. It normally has no direct power, but serves as an advisory or coordinating function to ensure that all parts of an organization are focused on the common goal. Effective Emergency Management relies on a thorough integration of emergency plans at all levels of the organization, and an understanding that the lowest levels of the organization are responsible for managing the emergency and getting additional resources and assistance from the upper levels.
The most senior person in the organization administering the program is normally called an Emergency Manager, or a derived form based upon the term used in the field (e.g. Business Continuity Manager).
Fields that are under this definition include:
Civil Defense (used in the United States during the Cold War, focusing on protection from nuclear attack)
Civil Protection (widely used with the European Union)
Crisis Management (emphasizes the political and security dimension rather than measure to satisfy the immediate needs of the civilian population).[4]
Disaster Risk Reduction (focus on the mitigation and preparedness aspects of the emergency cycle.) (see Preparedness below)
Homeland Security (used in the United States, focusing on preventing terrorism)
Business Continuity and Business Continuity Planning (focused on ensuring a continuous upward trend of income)
Continuity of Government
[edit] Phases and professional activities
A graphic representation of the four phases in emergency management.
The nature of management depends on local economic and social conditions. Some disaster relief experts such as Fred Cuny have noted that in a sense the only real disasters are economic.[5] Experts, such as Cuny, have long noted that the cycle of Emergency Management must include long-term work on infrastructure, public awareness, and even human justice issues. The process of Emergency Management involves four phases: mitigation, preparedness, response, and recovery.
Recently the Department of Homeland Security and FEMA have adopted the terms "resilience" and "prevention" as part of the paradigm of EM. The latter term was mandated by PKEMA 2006 as statute enacted in October 2006 and made effective March 31, 2007. The two terms definitions do not fit easily as separate phases. Prevention is 100% mitigation, by
definition.[6] Resilience describes the goal of the four phases: an ability to recover from or adjust easily to misfortune or change.[7]
[edit] Mitigation
Mitigation efforts are attempts to prevent hazards from developing into disasters altogether or to reduce the effects of disasters. Mitigation is the effort to reduce loss of life and property by lessening the impact of disasters. This is achieved through risk analysis, which results in information that provides a foundation for mitigation activities that reduce risk, and flood insurance that protects financial investment,.[8] The mitigation phase differs from the other phases in that it focuses on long-term measures for reducing or eliminating risk.[1] The implementation of mitigation strategies is a part of the recovery process if applied after a disaster occurs.[1]
Mitigation measures can be structural or non-structural. Structural measures use technological solutions like flood levees and building retrofitting for earthquakes. Non-structural measures include legislation, land-use planning (e.g. the designation of non-essential land like parks to be used as flood zones), and insurance.[9]
Mitigation is the most cost-efficient method for reducing the effect of hazards although not always the most suitable. Mitigation includes providing regulations regarding evacuation, sanctions against those who refuse to obey the regulations (such as mandatory evacuations), and communication of risks to the public.[10] Some structural mitigation measures may harm the ecosystem.
A precursor to mitigation is the identification of risks. Physical risk assessment refers to identifying and evaluating hazards.[1] The hazard-specific risk ( ) combines a hazard's probability and effects. The equation below states that the hazard multiplied by the populations’ vulnerability to that hazard produces a risk Catastrophe modeling. The higher the risk, the more urgent that the vulnerabilities to the hazard are targeted by mitigation and preparedness. If, however, there is no vulnerability then there will be no risk, e.g. an earthquake occurring in a desert where nobody lives.
Preparedness
Preparedness is how we change behavior to limit the impact of disaster events on people.[11] Preparedness is a continuous cycle of planning, managing, organizing, training, equipping, exercising, creating, evaluating, monitoring and improving activities to ensure effective coordination and the enhancement of capabilities of concerned organizations to prevent, protect against, respond to, recover from, create resources and mitigate the effects of natural disasters, acts of terrorism, and other man-made disasters.[12]
In the preparedness phase, emergency managers develop plans of action carefully to manage and counter their risks and take action to build the necessary capabilities needed to implement such plans. Common preparedness measures include:
communication plans with easily understandable terminology and methods.
proper maintenance and training of emergency services, including mass human resources such as community emergency response teams.
development and exercise of emergency population warning methods combined with emergency shelters and evacuation plans.
implement and maintain an emergency communication system that can help identify the nature of an emergency and provide instructions when needed.
stockpiling , inventory, streamline foods supplies, and maintain other disaster supplies and equipment.[13]
The Federal Emergency Management Agency (FEMA), recommends the following for a disaster preparedness kit: one gallon of water per person per day for three days, non-perishable food for each person for three days, battery powered or hand crank radio and extra batteries, flashlights for each person and extra batteries, first aid kit, whistle, filter mask or a cotton t-shirt for each person, moist towlettes, garbage bags, and plastic ties, wrench or pliers, manual can opener, plastic sheeting and duct tape, important family documents, daily prescription medicine, other things include diapers/formula for babies and special need items. Typically a three day supply of food and water is the minimum recommendation, having a larger supply means longer survival (Federal Emergency Management Agency [FEMA), n.d.). Small comfort items can be added like a few toys for children, a candy bar, or a book to read. These small items that do not take up much space can come in handy to increase moods during survival time.
develop organizations of trained volunteers among civilian populations. Professional emergency workers are rapidly overwhelmed in mass emergencies so trained, organized, responsible volunteers are extremely valuable. Organizations like Community Emergency Response Teams and the Red Cross are ready sources of trained volunteers. The latter's emergency management system has gotten high ratings from both California, and the Federal Emergency Management Agency (FEMA).
Another aspect of preparedness is casualty prediction, the study of how many deaths or injuries to expect for a given kind of event. This gives planners an idea of what resources need to be in place to respond to a particular kind of event.
Emergency Managers in the planning phase should be flexible, and all encompassing – carefully recognizing the risks and exposures of their respective regions and employing unconventional, and atypical means of support. Depending on the region – municipal, or private sector emergency services can rapidly be depleted and heavily taxed. Non-governmental organizations that offer desired resources, i.e., transportation of displaced home-owners to be conducted by local school district buses, evacuation of flood victims to be performed by mutual aide agreements between fire departments and rescue squads, should be identified early in planning stages, and practiced with regularity.
Federal Emergency Management Agency. Build-a-kit. Retrieved on January 18, 2012 from http://www.ready.gov/build-a-kit.
[edit] Response
The response phase includes the mobilization of the necessary emergency services and first responders in the disaster area. This is likely to include a first wave of core emergency services, such as firefighters, police and ambulance crews. When conducted as a military
operation, it is termed Disaster Relief Operation (DRO) and can be a follow-up to a Non-combatant evacuation operation (NEO). They may be supported by a number of secondary emergency services, such as specialist rescue teams.
A well rehearsed emergency plan developed as part of the preparedness phase enables efficient coordination of rescue. Where required, search and rescue efforts commence at an early stage. Depending on injuries sustained by the victim, outside temperature, and victim access to air and water, the vast majority of those affected by a disaster will die within 72 hours after impact.[14]
A U.S. Coast Guardsman searches for survivors in New Orleans in the aftermath of Hurricane Katrina.
LA County search and rescue team pulls a Haitian woman from earthquake debris after the 2010 Haiti earthquake.
Organizational response to any significant disaster – natural or terrorist-borne – is based on existing emergency management organizational systems and processes: the Federal Response Plan (FRP) and the Incident Command System (ICS). These systems are solidified through the principles of Unified Command (UC) and Mutual Aid (MA)
There is a need for both discipline (structure, doctrine, process) and agility (creativity, improvisation, adaptability) in responding to a disaster.[15] There is also the need to onboard and build an effective leadership team quickly to coordinate and manage efforts as they grow beyond first responders. The leader and team must formulate and implement a disciplined, iterative set of response plans, allowing initial coordinated responses that are vaguely right, adapting to new information and changes in circumstances as they arise.[16]
The aim of the recovery phase is to restore the affected area to its previous state. It differs from the response phase in its focus; recovery efforts are concerned with issues and decisions that must be made after immediate needs are addressed.[1] Recovery efforts are primarily concerned with actions that involve rebuilding destroyed property, re-employment, and the repair of other essential infrastructure.[1]
Efforts should be made to "build back better", aiming to reduce the pre-disaster risks inherent in the community and infrastructure.[17] An important aspect of effective recovery efforts is taking advantage of a ‘window of opportunity’[18] for the implementation of mitigative measures that might otherwise be unpopular. Citizens of the affected area are more likely to accept more mitigative changes when a recent disaster is in fresh memory.
In the United States, the National Response Plan dictates how the resources provided by the Homeland Security Act of 2002 will be used in recovery efforts.[1] It is the Federal government that often provides the most technical and financial assistance for recovery efforts in the United States.[1]
Phases and personal activities
Mitigation
Personal mitigation is mainly about knowing and avoiding unnecessary risks. This includes an assessment of possible risks to personal/family health and to personal property.
One example of mitigation would be to avoid buying property that is exposed to hazards, e.g., in a flood plain, in areas of subsidence or landslides. Home owners may not be aware of a property being exposed to a hazard until it strikes. However, specialists can be hired to conduct risk identification and assessment surveys. Purchase of insurance covering the most prominent identified risks is a common measure.
Personal structural mitigation in earthquake prone areas includes installation of an Earthquake Valve to instantly shut off the natural gas supply to a property, seismic retrofits of property and the securing of items inside a building to enhance household seismic safety. The latter may include the mounting of furniture, refrigerators, water heaters and breakables to the walls, and the addition of cabinet latches. In flood prone areas houses can be built on poles/stilts, as in much of southern Asia. In areas prone to prolonged electricity black-outs installation of a generator would be an example of an optimal structural mitigation measure. The construction of storm cellars and fallout shelters are further examples of personal mitigative actions.
Mitigation involves Structural and Non-structural measures taken to limit the impact of disasters. Structural mitigation are actions that change the characteristics of a building or its surrounding, examples include shelters, windows shutters, clearing forest around the house. Non structural mitigation on personal level mainly takes the form of insurance or simply moving house to a safer area.
Personal preparedness focuses on preparing equipment and procedures for use when a disaster occurs, i.e., planning. Preparedness measures can take many forms including the construction of shelters, implementation of an emergency communication system, installation of warning devices, creation of back-up life-line services (e.g., power, water, sewage), and rehearsing evacuation plans.
Two simple measures can help prepare the individual for sitting out the event or evacuating, as necessary. For evacuation, a disaster supplies kit may be prepared and for sheltering purposes a stockpile of supplies may be created. The preparation of a survival kit such as a "72-hour kit", is often advocated by authorities. These kits may include food, medicine, flashlights, candles and money. Also, putting valuable items in safe area is also recommended.
Response
The response phase of an emergency may commence with search and rescue but in all cases the focus will quickly turn to fulfilling the basic humanitarian needs of the affected population. This assistance may be provided by national or international agencies and organisations. Effective coordination of disaster assistance is often crucial, particularly when many organizations respond and local emergency management agency (LEMA) capacity has been exceeded by the demand or diminished by the disaster itself.
On a personal level the response can take the shape either of a shelter in place or an evacuation. In a shelter-in-place scenario, a family would be prepared to fend for themselves in their home for many days without any form of outside support. In an evacuation, a family leaves the area by automobile or other mode of transportation, taking with them the maximum amount of supplies they can carry, possibly including a tent for shelter. If mechanical transportation is not available, evacuation on foot would ideally include carrying at least three days of supplies and rain-tight bedding, a tarpaulin and a bedroll of blankets being the minimum.
The recovery phase starts after the immediate threat to human life has subsided. During reconstruction it is recommended to consider the location or construction material of the property.
The most extreme home confinement scenarios include war, famine and severe epidemics and may last a year or more. Then recovery will take place inside the home. Planners for these events usually buy bulk foods and appropriate storage and preparation equipment, and eat the food as part of normal life. A simple balanced diet can be constructed from vitamin pills, whole-meal wheat, beans, dried milk, corn, and cooking oil.[19] One should add vegetables, fruits, spices and meats, both prepared and fresh-gardened, when possible.
As a profession
Emergency managers are trained in a wide variety of disciplines that support them throughout the emergency life-cycle. Professional emergency managers can focus on government and community preparedness (Continuity of Operations/Continuity of Government Planning), or private business preparedness (Business Continuity Management Planning). Training is provided by local, state, federal and private organizations and ranges from public information and media relations to high-level incident command and tactical skills such as studying a terrorist bombing site or controlling an emergency scene.
In the past, the field of emergency management has been populated mostly by people with a military or first responder background. Currently, the population in the field has become more diverse, with many experts coming from a variety of backgrounds without military or first responder history. Educational opportunities are increasing for those seeking undergraduate and graduate degrees in emergency management or a related field. There are over 180 schools in the US with emergency management-related programs, but only one doctoral program specifically in emergency management.[20]
Professional certifications such as Certified Emergency Manager (CEM)[21] and Certified Business Continuity Professional (CBCP) are becoming more common as the need for high professional standards is recognized by the emergency management community, especially in the United States. Professional emergency management organizations should also be utilized by professional in this field. These organizations allow for professional networking and the sharing of information related to emergency management. The National Emergency Management Association and the International Association of Emergency Managers are two examples of these professional organizations.
Principles of Emergency Management
In 2007, Dr. Wayne Blanchard of FEMA’s Emergency Management Higher Education Project, at the direction of Dr. Cortez Lawrence, Superintendent of FEMA’s Emergency Management Institute, convened a working group of emergency management practitioners and academics to consider principles of emergency management. This project was prompted by the realization that while numerous books, articles and papers referred to “principles of emergency management,” nowhere in the vast array of literature on the subject was there an agreed-upon definition of what these principles were. The group agreed on eight principles
that will be used to guide the development of a doctrine of emergency management. The summary provided below lists these eight principles and provides a brief description of each.
Principles: Emergency management must be:
1. Comprehensive – emergency managers consider and take into account all hazards, all phases, all stakeholders and all impacts relevant to disasters.
2. Progressive – emergency managers anticipate future disasters and take preventive and preparatory measures to build disaster-resistant and disaster-resilient communities.
3. Risk-driven – emergency managers use sound risk management principles (hazard identification, risk analysis, and impact analysis) in assigning priorities and resources.
4. Integrated – emergency managers ensure unity of effort among all levels of government and all elements of a community.
5. Collaborative – emergency managers create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication.
6. Coordinated – emergency managers synchronize the activities of all relevant stakeholders to achieve a common purpose.
7. Flexible – emergency managers use creative and innovative approaches in solving disaster challenges.
8. Professional – emergency managers value a science and knowledge-based approach; based on education, training, experience, ethical practice, public stewardship and continuous improvement.
A fuller description of these principles can be found at Principles of Emergency Management
Tools
In recent years the continuity feature of emergency management has resulted in a new concept, Emergency Management Information Systems (EMIS). For continuity and interoperability between emergency management stakeholders, EMIS supports the emergency management process by providing an infrastructure that integrates emergency plans at all levels of government and non-government involvement and by utilizing the management of all related resources (including human and other resources) for all four phases of emergencies. In the healthcare field, hospitals utilize HICS (Hospital Incident Command System) which provides structure and organization in a clearly defined chain of command with set responsibilities for each division.[citation needed]
Within other professions
Practitioners in emergency management (disaster preparedness) come from an increasing variety of backgrounds as the field matures. Professionals from memory institutions (e.g., museums, historical societies, libraries, and archives) are dedicated to preserving cultural heritage—objects and records contained in their collections. This has been an increasingly major component within these field as a result of the heightened awareness following the September 11 attacks in 2001, the hurricanes in 2005, and the collapse of the Cologne Archives.
To increase the opportunity for a successful recovery of valuable records, a well-established and thoroughly tested plan must be developed. This plan must not be overly complex, but rather emphasize simplicity in order to aid in response and recovery. As an example of the simplicity, employees should perform similar tasks in the response and recovery phase that they perform under normal conditions. It should also include mitigation strategies such as the installation of sprinklers within the institution. This task requires the cooperation of a well-organized committee led by an experienced chairperson.[22] Professional associations schedule regular workshops and hold focus sessions at annual conferences to keep individuals up to date with tools and resources in practice in order to minimize risk and maximize recovery.
[edit] Tools
The joint efforts of professional associations and cultural heritage institutions have resulted in the development of a variety of different tools to assist professionals in preparing disaster and recovery plans. In many cases, these tools are made available to external users. Also frequently available on websites are plan templates created by existing organizations, which may be helpful to any committee or group preparing a disaster plan or updating an existing plan. While each organization will need to formulate plans and tools which meet their own specific needs, there are some examples of such tools that might represent useful starting points in the planning process.
In 2009, the US Agency for International Development created a web-based tool for estimating populations impacted by disasters. Called Population Explorer[23] the tool uses Landscan population data, developed by Oak Ridge National Laboratory, to distribute population at a resolution 1 km2 for all countries in the world. Used by USAID's FEWS NET Project to estimate populations vulnerable and or impacted by food insecurity, Population Explorer is gaining wide use in a range of emergency analysis and response actions, including estimating populations impacted by floods in Central America and a Pacific Ocean Tsunami event in 2009.
In 2007, a checklist for veterinarians pondering participation in emergency response was published in the Journal of the American Veterinary Medical Association, it had two sections of questions for a professional to ask themselves before assisting with an emergency:
Absolute requirements for participation:
Have I chosen to participate? Have I taken ICS training?
Have I taken other required background courses?
Have I made arrangements with my practice to deploy?
Have I made arrangements with my family?
Incident Participation:
Have I been invited to participate? Are my skill sets a match for the mission?
Can I access just-in-time training to refresh skills or acquire needed new skills?
Do I have supplies needed for three to five days of self support?
While written for veterinarians, this checklist is applicable for any professional to consider before assisting with an emergency.[24]
International organizations
International Association of Emergency Managers
The International Association of Emergency Managers (IAEM) is a non-profit educational organization dedicated to promoting the goals of saving lives and protecting property during emergencies and disasters. The mission of IAEM is to serve its members by providing information, networking and professional opportunities, and to advance the emergency management profession.
It currently has seven Councils around the World: Asia,[25] Canada,[26] Europa,[27] International,[28] Oceania,[29] Student[30] and USA.[31]
The Air Force Emergency Management Association (www.af-em.org, www.3e9x1.com, and www.afema.org), affiliated by membership with the IAEM, provides emergency management information and networking for US Air Force Emergency Managers.
Red Cross/Red Crescent
National Red Cross/Red Crescent societies often have pivotal roles in responding to emergencies. Additionally, the International Federation of Red Cross and Red Crescent Societies (IFRC, or "The Federation") may deploy assessment teams, e.g.[32] Field Assessment and Coordination Team – (FACT) to the affected country if requested by the national Red Cross or Red Crescent Society. After having assessed the needs Emergency Response Units (ERUs)[33] may be deployed to the affected country or region. They are specialized in the response component of the emergency management framework.
United Nations
Within the United Nations system responsibility for emergency response rests with the Resident Coordinator within the affected country. However, in practice international response will be coordinated, if requested by the affected country’s government, by the UN Office for the Coordination of Humanitarian Affairs (UN-OCHA), by deploying a UN Disaster Assessment and Coordination (UNDAC) team.
[edit] World Bank
Since 1980, the World Bank has approved more than 500 operations related to disaster management, amounting to more than US$40 billion. These include post-disaster reconstruction projects, as well as projects with components aimed at preventing and mitigating disaster impacts, in countries such as Argentina, Bangladesh, Colombia, Haiti, India, Mexico, Turkey and Vietnam to name only a few.[34]
Common areas of focus for prevention and mitigation projects include forest fire prevention measures, such as early warning measures and education campaigns to discourage farmers from slash and burn agriculture that ignites forest fires; early-warning systems for hurricanes; flood prevention mechanisms, ranging from shore protection and terracing in rural areas to adaptation of production; and earthquake-prone construction.[35]
In a joint venture with Columbia University under the umbrella of the ProVention Consortium the World Bank has established a Global Risk Analysis of Natural Disaster Hotspots.[36]
In June 2006, the World Bank established the Global Facility for Disaster Reduction and Recovery (GFDRR), a longer term partnership with other aid donors to reduce disaster losses by mainstreaming disaster risk reduction in development, in support of the Hyogo Framework of Action. The facility helps developing countries fund development projects and programs that enhance local capacities for disaster prevention and emergency preparedness.[37]
[edit] European Union
Since 2001, the EU adopted Community Mechanism for Civil Protection which started to play a significant role on the global scene. Mechanism's main role is to facilitate co-operation in civil protection assistance interventions in the event of major emergencies which may require urgent response actions. This applies also to situations where there may be an imminent threat of such major emergencies.
The heart of the Mechanism is the Monitoring and Information Centre. It is part of Directorate-General for Humanitarian Aid & Civil Protection of the European Commission and accessible 24 hours a day. It gives countries access to a platform, to a one-stop-shop of civil protection means available amongst the all the participating states. Any country inside or outside the Union affected by a major disaster can make an appeal for assistance through the MIC. It acts as a communication hub at headquarters level between participating states, the affected country and despatched field experts. It also provides useful and updated information on the actual status of an ongoing emergency.[38]
International Recovery Platform
The International Recovery Platform (IRP) was conceived at the World Conference on Disaster Reduction (WCDR) in Kobe, Hyogo, Japan in January 2005. As a thematic platform of the International Strategy for Disaster Reduction (ISDR) system, IRP is a key pillar for the implementation of the Hyogo Framework for Action (HFA) 2005–2015: Building the Resilience of Nations and Communities to Disasters, a global plan for disaster risk reduction for the decade adopted by 168 governments at the WCDR.
The key role of IRP is to identify gaps and constraints experienced in post disaster recovery and to serve as a catalyst for the development of tools, resources, and capacity for resilient recovery. IRP aims to be an international source of knowledge on good recovery practice.[39]
Active in disaster preparedness and in disaster relief, Sparkrelief empowers communities to provide disaster relief through its online platform, which allows users both to offer and find help. Users are able to offer their homes, hotels, or shelters up on the site, which disaster-stricken users are then able to search for based on personal preferences. Sparkrelief has thus far deployed on multiple disasters around the globe, gaining momentum specifically after 2011 Tōhoku earthquake and tsunami.[40]
[edit] National organizations
[edit] Australia
Natural disasters are part of life in Australia. Drought occurs on average every 3 out of 10 years and associated heatwaves have killed more Australians than any other type of natural disaster in the 20th century. Flooding is historically the most costly disaster with average losses estimated at $400 Million a year. It’s worth noting that the flood of 1990 covered an area larger than Germany.[41]
Fortunately, Australia is a resilient nation with all levels of government as well as business and community based Non Government Organisations (NGO’s) playing a role in the development of safer communities. This wasn’t always the case.
History
Prior to the late 1930s disaster affected communities made do as best they could but in 1938 Australia followed the United Kingdom in establishing an Air Raid Precautions (ARP) Organisation. This was done in response to Giulio Douhet’s theories on aerial warfare that “the bombers will always get through”.
ARP duties included policing blackouts, fire guard messengers, emergency first response until relieved by the emergency and rescue services, as they were trained in basic fire fighting and first aid. They also helped bombed out house holders and assisted the police with crowd control. The Federal Government held the view that the Constitution of Australia gave it the authority to wage war in defence of the nation but the responsibility for the civil protection measures in time of war belonged to its constituent states.
After the Second World War the ARP was substantially reduced but by 1948 public protection issues had again reappeared, centred on the Cold War and the threat posed by nuclear weapons. By 1954 the ARP was disbanded and the State, Territory and Federal Governments agreed to a new rejuvenated “Civil Defence” organisation, with the Federal government providing a supporting role.
During the 50’s and 60’s the Australian community experienced a number of natural disasters and manmade crises. As a public safety asset, these state based Civil Defence organisations were regularly but not always called upon to assist. This changed on 7 February 1967 when the Black Tuesday bushfires swept through the City of Hobart with devastating consequences. The Civil Defence teams had been called out and responded well. The 1967 Tasmanian fires were a seminal point in the development of structured emergency management in Australia. During the early 1970s each state progressively remodelled their
Civil Defence organisations to realign their focus away from the protection of the community in wartime to protection of the community in times of disaster. This transformation was also reflected in a name change from Civil Defence to State Emergency Service (SES). In 1974, the Federal Government established the Natural Disaster Organisation (NDO) within the Department of Defence. This was a support organisation only able to provide a coordination and training role. It did not control the state organisations, manage the response or own the resources required to respond effectively to a crisis.
In January 1993 the NDO was relaunched as Emergency Management Australia (EMA). To recognise the civil, community protection basis it was also transferred from the Department of Defence to the Attorney General’s Department.[42]
EMA
The EMA and the U.S. Federal Emergency Management Agency (FEMA) are not equivalent organisations although they do share a common purpose and similar responsibilities. EMA is the peak body charged with reducing the impact of natural and non-natural disasters in Australia. These are defined as;[41]
Natural
1. Meteorological Drought, heatwaves, bushfires,storms, cyclones and tornadoes.
2. Geological Earthquake, landslides and volcanoes.
3. Biological Human diseases pandemics,vermin, insect and animal plagues exotic animal diseases foot and mouth disease, anthrax, food crop diseases.
4. Extraterrestrial Asteroids and meteorites.
Non – Natural
1. Human caused Major crime, terrorism, error, riot crowd crushes, shooting massacres.
2. Technological Transport, mining, hazardous material, explosions, urban fire,bridge collapse, dam failure, nuclear accidents, and space junk impact.
In 1995 AS NZS 4360:1995, a standard on risk management was produced (since replaced by AS NZS 31000: 2009). The following year EMA recommended to the State Governments that risk management principles now be applied to natural emergency management principles and practises. EMA maintains national level disaster plans for Australia and the South West Pacific but with its limited authority, still only enhances the capabilities of the States and Territories through support, coordination, training and the provision of extra resources when requested. This role has recently been expanded to address the risk of terrorism, climate change, pandemics and the increasing need to provide international crisis assistance. The latter is co-opted through AusAID which is part of the Department of Foreign Affairs and Trade. Currently, EMA consists of 4 branches as follows;
EMA operates within a climate of cooperative and constructive dialogue with the States and Territories who operate their own Disaster Acts. There is no federal emergency management legislation. The State and Territory Disaster Acts are administered in most cases by their individual Ministers for Emergency Services who control the peak government agency charged with emergency management at State or Territory level.[43] As each State faces different risks (i.e. fires in the south and floods in the north) their crisis response and management arrangements contain subtle differences. In Queensland, the state is divided into 23 District Disaster Management Groups (DDMG) who liaise with EMQ. Its membership is made up of District Police Commanders,regional government departments,government owned corporations, and NGO's. It offers a middle management interface by providing State government assistance, when requested by Local Disaster Management Groups (LDMG).[44]
Local Government
A fundamental concept in Australia’s emergency management philosophy is sustainability and resilience at a local level. In the state of Queensland, each local Shire, Town, or City Council fund their own community based, volunteer staffed, SES units that report to the peak body which is Emergency Management Queensland (EMQ). There are 73 units in total and each is made up of a single or multiple sub groups, depending on the size of the municipal authority. At this level, LDMG's are established and chaired by the Mayor or other senior elected member of the council.[45]
State Emergency Service
There are a total of 339 SES groups in Queensland. Each group is managed by a Group Leader, qualified in emergency management and its volunteer members are equipped, uniformed, trained and lead to a common standard recommended by EMA and enforced by the authority of EMQ. These groups maintain interoperability with each other and interstate SES groups.
Concepts and Principles
Australia’s emergency management processes embrace the concept of the prepared community. This is achieved through the application of the following;
1. The Australasian Inter-Service Incident Management System (AIIMS.) This is an incident command system, that is robust, scalable and applicable to all manner of crises. The successful management of disasters is achieved by having various divisions (Incident Controller, Logistics, Operations, Planning, Intelligence and Public Information) with appointed leaders responsible for handling specific aspects associated with the crises, reporting to a single Incident C ontroller. This system may be used for the effective coordination of resources in response to any incident or event.
2. Comprehensive Approach. This includes the emergency management phases of Preparation, Prevention, Response and Recovery (PPRR). These are not distinct linear segments, independent of each other but can overlap and run concurrently. It embraces the view that a prepared community is a safer community.
3. All Hazards Approach. This describes arrangements managing the wide range of possible outcomes of crises, as many risks cause similar outcomes that require similar responses.
4. Integrated or All Agencies Approach. At a local community level this includes involvement of government agencies such as the Department of Communities, Bureau of Meteorology, local councils, emergency services such as police, fire, ambulance and SES, as well as NGO’s such as community groups including local church and religious organisations and school parent and citizen committees, volunteer service organisations and media groups, particularly local radio. It embraces the view that working together, informed, alert, active citizens can do much to help themselves and their community.
5. The Bottom Up Approach. This firmly places the leadership of the emergency management processes in the hands of the controller, on the ground, confronting the disaster.[46]
Business
Disasters are just as destructive to business as they are to communities. The recommended structure for an emergency control organisation in a workplace is laid down in AS NZS 3745:2010 Planning for Emergencies in Facilities. While only a guide, this document is reinforced by Workplace Health and Safety Legislation.[47] This places the responsibility of the person in charge of a workplace to ensure the safety of everyone in the workplace. In the States and Territories this is reinforced by further statute and common law. In Queensland, the Queensland Fire and Rescue Service undertake random but regular audits of workplaces to ensure compliance. In addition, well managed businesses should maintain and test their own business continuity plans in accordance with AS/NZS 5050:2010 - Business Continuity - managing Disruption Related Risk. Again this document is only a guide but this work should come under governance as it enhances an organisation’s resilience.
Understanding the Risk
In 2009, The Centre for Research on the Epidemiology of Disasters reported that Australia came in at 10th place on the list of countries with the highest number of reported natural disasters during that year.[48] With this understanding of the risk it confronts, Australia maintains a state of preparedness and is constantly advancing its emergency management processes through the resilience improvement cycle.[49]
Canada
Public Safety Canada is Canada’s national emergency management agency. Each province is required to have legislation in place for dealing with emergencies, as well as establish their own emergency management agencies, typically called an "Emergency Measures Organization" (EMO), which functions as the primary liaison with the municipal and federal level.
Public Safety Canada coordinates and supports the efforts of federal organizations ensuring national security and the safety of Canadians. They also work with other levels of government, first responders, community groups, the private sector (operators of critical infrastructure) and other nations.
Public Safety Canada’s work is based on a wide range of policies and legislation through the Public Safety and Emergency Preparedness Act which defines the powers, duties and functions of PS are outlined. Other acts are specific to fields such as corrections, emergency management, law enforcement, and national security.
Germany
In Germany the Federal Government controls the German Katastrophenschutz (disaster relief) and Zivilschutz (civil protection) programs. The local units of German fire department and the Technisches Hilfswerk (Federal Agency for Technical Relief, THW) are part of these programs. The German Armed Forces (Bundeswehr), the German Federal Police and the 16 state police forces (Länderpolizei) all have been deployed for disaster relief operations.
Besides the German Red Cross[citation needed], humanitarian help is dispensed by the Johanniter-Unfallhilfe,[citation needed] the German equivalent of the St. John Ambulance, the Malteser-Hilfsdienst,[citation needed] the Arbeiter-Samariter-Bund,[citation needed] and other private Organization, to cite the largest relief organisation that are equipped for large-scale emergencies. As of 2006, there is a joint course at the University of Bonn leading to the degree "Master in Disaster Prevention and Risk Governance"[50]
India
The role of emergency management in India falls to National Disaster Management Authority of India, a government agency subordinate to the Ministry of Home Affairs. In recent years there has been a shift in emphasis from response and recovery to strategic risk management and reduction, and from a government-centered approach to decentralized community participation. The Ministry of Science and Technology.headed by Dr Karan Rawat, supports an internal agency that facilitates research by bringing the academic knowledge and expertise of earth scientists to emergency management.
A group representing a public/private has recently been formed by the Government of India. It is funded primarily by a large India-based computer company and aimed at improving the general response of communities to emergencies, in addition to those incidents which might be described as disasters. Some of the groups' early efforts involve the provision of emergency management training for first responders (a first in India), the creation of a single emergency telephone number, and the establishment of standards for EMS staff, equipment, and training. It operates in three states, though efforts are being made in making this a nation-wide effective group.
National Tribal Emergency Management Council
The National Tribal Emergency Management Council (NTEMC) is a non-profit educational organization developed for the purpose of bringing Tribal emergency management organizations from around the Nation together to share information and best practices and to discuss public safety, public health, emergency management and homeland security issues
affecting those in Indian Country. NTEMC facilitates networking and professional capacity building opportunities for our member Tribal organizations.
To best facilitate the formation and foundation of this organization, NTEMC is organized into Regions, based on the FEMA system of 10 Regions. This organization was founded by the Northwest Tribal Emergency Management Council (NWTEMC), a consortium of 29 Tribal Nations and Villages in Washington, Idaho, Oregon and Alaska.
The Netherlands
In the Netherlands the Ministry of the Interior and Kingdom Relations is responsible for emergency preparedness en emergency management on national level and operates a national crisis centre (NCC) The country is divided in 25 safety regions (veiligheidsregio) Each safety region is covered by three services police fire and ambulance All regions operate according to the Coordinated Regional Incident Management system Other services such as the Ministry of Defence water board(s) Rijkswaterstaat etc. can have an active role in the emergency management process
[edit] New Zealand
In New Zealand, responsibility for emergency management moves from local to national depending on the nature of the emergency or risk reduction programme. A severe storm may be manageable within a particular area, whereas a national public education campaign will be directed by central government. Within each region, local governments are unified into 16 Civil Defence Emergency Management Groups (CDEMGs).
Every CDEMG is responsible for ensuring that local emergency management is robust as possible. As local arrangements are overwhelmed by an emergency, pre-existing mutual-support arrangements are activated. As warranted, central government has the authority to coordinate the response through the National Crisis Management Centre (NCMC), operated by the Ministry of Civil Defence & Emergency Management (MCDEM). These structures are defined by regulation,[51] and best explained in The Guide to the National Civil Defence Emergency Management Plan 2006, roughly equivalent to the U.S. Federal Emergency Management Agency's National Response Framework.
Terminology
New Zealand uses unique terminology for emergency management to the rest of the English-speaking world.
4Rs is a term used to describe the emergency management cycle locally. In New Zealand the four phases are known as:[52]
Emergency management is rarely used locally; many government publications retain usage of the term civil defence.[53] For example, the Minister of Civil Defence is responsible for central government's emergency management agency, MCDEM. Civil Defence Emergency Management is a term in its own right. Often abbreviated as CDEM, it is defined by statute as the application of knowledge to prevent harm from disasters.[54]
Disaster very rarely appears in official publications. In a New Zealand context, the terms emergency and incident usually appear when speaking about disasters in general.[55] When describing an emergency that has had a response from the authorities, the term event is also used. For example, publications refer to the “Canterbury Snow Event 2002”[56]
[edit] Pakistan
Disaster management in Pakistan basically revolves around flood disasters with a primary focus on rescue and relief. After each disaster episode the government incurs considerable expenditure directed at rescue, relief and rehabilitation. Within disaster management bodies in Pakistan, there is a dearth of knowledge and information about hazard identification, risk assessment and management, and linkages between livelihoods and disaster preparedness. Disaster management policy responses are not generally influenced by methods and tools for cost-effective and sustainable interventions. There are no long-term, inclusive and coherent institutional arrangements to address disaster issues with a long-term vision. Disasters are viewed in isolation from the processes of mainstream development and poverty alleviation planning. For example, disaster management, development planning and environmental management institutions operate in isolation and integrated planning between these sectors is almost lacking. Absence of a central authority for integrated disaster management and lack of coordination within and between disaster related organizations is responsible for effective and efficient disaster management in the country. State-level disaster preparedness and mitigation measures are heavily tilted towards structural aspects and undermine non-structural elements such as the knowledge and capacities of local people, and the related livelihood protection issues. [57]
[edit] Russia
In Russia the Ministry of Emergency Situations (EMERCOM) is engaged in fire fighting, Civil Defense, Search and Rescue, including rescue services after natural and human-made disasters.
[edit] United Kingdom
The United Kingdom adjusted its focus on emergency management following the 2000 UK fuel protests, severe flooding in the same year and the 2001 United Kingdom foot-and-mouth crisis. This resulted in the creation of the Civil Contingencies Act 2004 (CCA) which defined some organisations as Category 1 and 2 Responders. These responders have responsibilities under the legislation regarding emergency preparedness and response. The CCA is managed by the Civil Contingencies Secretariat through Regional Resilience Forums and at the local authority level.
Disaster Management training is generally conducted at the local level by the organisations involved in any response. This is consolidated through professional courses that can be
undertaken at the Emergency Planning College. Furthermore diplomas, undergraduate and postgraduate qualifications can be gained throughout the country – the first course of this type was carried out by Coventry University in 1994. The Institute of Emergency Management is a charity, established in 1996, providing consulting services for the government, media and commercial sectors.
The Professional Society for Emergency Planners is the Emergency Planning Society.[58]
One of the largest emergency exercises in the UK was carried out on 20 May 2007 near Belfast, Northern Ireland, and involved the scenario of a plane crash landing at Belfast International Airport. Staff from five hospitals and three airports participated in the drill, and almost 150 international observers assessed its effectiveness.[59]
[edit] United States
Disaster and catastrophe planning in the United States has utilized the functional All-Hazards approach for over 20 years, in which emergency managers develop processes (such as communication & warning or sheltering) rather than developing single-hazard/threat focused plans (e.g., a tornado plan). Processes then are mapped to the hazards/threats, with the emergency manager looking for gaps, overlaps, and conflicts between processes.
This has the advantage of creating a plan more resilient to novel events (because all common processes are defined), encourages planning done by the process owners who are the subject matter experts (e.g., the traffic management plan written by public works director, rather than the emergency manager), and focuses on processes (which are real, can be measured, ranked in importance, and are under our control). This key planning distinction often comes in conflict with non-emergency management regulatory bodies which require development of hazard/threat specific plans, such as development of specific H1N1 flu plans and terrorism-specific plans.
In the United States, all disastrous events are initially considered as local, with a local authorities usually a law enforcement agency (LEA) having charge. Law enforcement agencies, typically have situational responsibility as disasters may lead to the normal tenants for lawful instruction (infrastructure, signage, etc.) being destroyed or in need of extraneous enforcement. Most disasters do not exceed the capacity of the local jurisdiction or the capacity that they have put in place to compensate such as memorandum of understandings with adjacent localities. However, if the event becomes overwhelming to local government, state emergency management (the primary government structure of the United States) becomes the controlling emergency management agency. Under the Department of Homeland Security (DHS), the Federal Emergency Management Agency (FEMA) is lead federal agency for emergency management and supports, but does not override, state authority. The United States and its territories are covered by one of ten regions for FEMA’s emergency management purposes.
If, during mitigation it is determined that a disaster or emergency is terror related or if declared an "Incident of National Significance", the Secretary of Homeland Security will initiate the National Response Framework (NRF). Under this plan the involvement of federal resources will be made possible, integrating in with the local, county, state, or tribal entities. Management will continue to be handled at the lowest possible level utilizing the National Incident Management System (NIMS).
The Citizen Corps is an organization of volunteer service programs, administered locally and coordinated nationally by DHS, which seek to mitigate disaster and prepare the population for emergency response through public education, training, and outreach. Community Emergency Response Teams are a Citizen Corps program focused on disaster preparedness and teaching basic disaster response skills. These volunteer teams are utilized to provide emergency support when disaster overwhelms the conventional emergency services.
The US Congress established the Center for Excellence in Disaster Management and Humanitarian Assistance (COE) as the principal agency to promote disaster preparedness and societal resiliency in the Asia-Pacific region. As part of its mandate, COE facilitates education and training in disaster preparedness, consequence management and health security to develop domestic, foreign and international capability and capacity.
Most secondary or long-term disaster response is carried out by volunteer organizations. In the US, the Red Cross is chartered by Congress to coordinate disaster response services. For large events, religious organizations are able to mount volunteers quickly. The largest partners are the Salvation Army and Southern Baptists. The Salvation Army is usually primary for emergency lodging/shelter and direct feeding, chaplaincy and rebuild services;[60] the Baptists' 82,000+ volunteers do bulk food preparation (90% of the meals in a major disaster) for Salvation Army distribution and homeowner services such as debris and downed limb removal, mold abatement, hot showers and laundry, child care and chaplaincy.[61] Similar services are also provided by Methodist Relief Services, the Lutherans, and Samaritan's Purse.
Unaffiliated volunteers can be counted on to show up at most large disasters. To prevent abuse by criminals and for the safety of the volunteers, procedures have been implemented within most response agencies to manage and effectively use these 'SUVs' (Spontaneous Unaffiliated Volunteers).[62]