Learning from the Terrorist Attacks on the United States, Part 2: Learning as We Go

• NCJ Number: 193848
• Journal: Campus Law Enforcement Journal Volume: 32 Issue: 1 Dated: January/February 2002 Pages: 17-20
• Author(s): Dennis C. Hamilton
• Date Published: 2002
• Length: 4 pages
• Sale Source: NCJRS Photocopy Services
• Publication Format: Article
• Publication Type: Research Paper
• Language: English
• Country: United States of America

Annotation

This article reviews ways that Canadian organizations can learn in the aftermath of the terrorist attacks in the United States.

Abstract

The following list of enhancements or corrective measures to the Emergency Management capabilities in Canada is only the beginning of what will be a long learning process. (1) The most immediate operational problem for most organizations in New York City after the terrorist attack was reaching thousands of people; making contact with employees, authorities, and members of their Emergency Response Teams. While stakeholder contact details should not be part of an organization’s Emergency Response Guide, contact information must be available at an alternate site. (2) The operational emergency response and recovery problems were the same, creating a massive duplication of effort. Organizations should work to proactively plan for a coordinated response as a result of a catastrophe. (3) The New York City Emergency Teams will find 1.5 million body parts in the World Trade rubble. There needs to be a means of identifying all employees working in high risk areas. (4) Many large and small organizations in the New York City area are receiving resignations at an alarming rate. It is expected that over 100,000 professionals will not return to work. Many companies are giving serious consideration to moving to smaller, low risk communities. Is this an overreaction or a viable alternative? (5) The events of September 11th have created high levels of anxiety. It is necessary for corporate Canada to give people an opportunity to discuss their feelings. (6) Recent events in the United States have increased the probability of a terrorist attack in Canada. It is up to corporate Canada to gain a thorough understanding of the roles of the Federal, provincial, and municipal emergency management services vis a vis their own roles, responsibilities, and plans. (7) It is necessary to conduct a comprehensive assessment of all third parties or outsourced service providers. (8) Exercises and crisis simulations should test the response and effectiveness of an organization’s Executive Crisis Management Team, the Operational Emergency Response Team, and critical business and technology recovery teams.