Team A PM600 Working Plan :: Jennifer Brower PMP :: Naperville, IL

Working Plan

8/23/2009PM 600 Section C

Tina Finch

Team A:Jennifer BrowerTom Menning

Fred ParlinThomas Rampley

Table of Contents

1.0 Executive Summary............................................................................6

1.1 Project Baseline........................................................................6

........................................................................................................

1.2 Project Variance........................................................................7

1.3 Project Expansion......................................................................8

2.0 Technical Information........................................................................10

2.1 Project Purpose.......................................................................10

........................................................................................................

2.2 Project Benefits.......................................................................10

2.3 Statement of Work (SOW)........................................................11

2.3.1 Scope.........................................................................11

2.3.2 Applicable Documents.................................................12

2.3.3 Tasks (Level 2 WBS)....................................................13

2.3.4 Deliverables & Acceptance Criteria..............................16

2.4 Project Plan.............................................................................17

2.4.1 Technical Description..................................................17

2.4.2 Project Schedule.........................................................19

2.4.3 Project Resource Loading............................................20

2.4.4 Specific Challenges.....................................................21

2.5 Project Completion Plans.........................................................24

2.5.1 Deliverables................................................................24

2.5.2 Acceptance and Sign-Off..............................................24

3.0 Initial Management Plan....................................................................26

3.1 Corporate Organizational Structure..........................................26

3.2 Project Organizational Plan......................................................26

3.2.1 Work Breakdown Structure (Level 3 WBS)....................26

3.2.2 Project Team...............................................................28

4.0 Management Systems.......................................................................29

4.1 Monitoring Cost and Schedule .................................................29

4.1.1 Overview ...................................................................29

4.1.2 Earned Value Report ...................................................29

4.1.3 Major Cost and Schedule ............................................30

4.2 Risk Management ...................................................................30

4.2.1 Overview ...................................................................30

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4.2.2 Risk Inventory and Contingencies................................32

4.2.3 Risk Ranking and Re-Evaluation Procedures.................34

4.2.5 Risk Escalation Procedures..........................................34

4.3 Project Communications Management .....................................35

4.4 Environmental, Worker Safety, and Health...............................36

4.4.1 Environmental............................................................36

4.4.2 Worker Safety.............................................................37

4.4.3 Occupational Health....................................................38

5.0 Cost Working Plan............................................................................40

5.1 Project Cost ............................................................................40

5.1.1 Total Project Cost .......................................................40

5.1.2 Breakdown of Project Costs ........................................40

5.1.3 Progress Payments.....................................................45

5.2 Customer-Provided Resources.................................................45

5.3 Terms and Conditions.............................................................46

6.0 Unexpected Event ............................................................................49

6.1 Problem Description and Current Status..................................49

6.2 Alternative Solutions & Evaluation ..........................................49

6.3 Proposed Action.....................................................................50

7.0 Added Work.....................................................................................52

7.1 Project Description.................................................................52

7.2 Initial Planning.......................................................................53

7.3 Scope......................................................................................53

7.4 Schedule................................................................................54

7.5 Budget....................................................................................56

Appendix A: List of Figures.....................................................................58

Figure 1 Gantt Chart (Level 3).....................................................59

Figure 2 Organization Chart for Customer....................................60

Figure 3 Work Breakdown Structure (Level 3)..............................61

Figure 4 Organization Chart for Project.......................................63

Appendix B: List of Tables.......................................................................64

Table 1 Acceptance Criteria.......................................................65

Table 2 Breakdown of Total Project Cost.....................................67

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1.0 Executive Summary

1.1 Project Baseline

The City of Loganville Emergency Response Plan project began officially after the

proposal was accepted on August 9, 2009. Overall, the project has stayed on

time and budget through today, November 9, 2009. The project has gone very

well and the City of Loganville has gone out of its way to work with the project

team.

Here is an overview of the project status so far:

Deliverable Complete In-progress Not Yet StartedRisk Identification, Level, and Response X

Warning System and Signals X

Emergency Plan Documentation X

Disaster/Hazard Supply X

Shelters X

Communications Plan X

Community Plan X

Practicing and Maintaining Plan X

Food Safety X

All project deliverables have been started and are to be completed according to

the Gantt Chart. The deliverables are all on time and at budget. The following list

shows the status of existing Work Breakdown Structure items:

1. Hire Director of Emergency Response: $50,000/Year. Complete

2. Subject Matter Expert Conference: $7,500. Complete

3. Emergency Response Center of Operations: $245,000 Approx 40%

Complete

4. Setup of Shelter Network. Complete

5. Communication Plans. Approx 40% Complete

6. Volunteer Selection/Training. Complete

7. Emergency Notification System. Complete

8. Emergency Response Test. Incomplete

The following progress payments were made:

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1. Upon Project Initiation – 20% - Paid

2. Upon Completion of SME Conference – 20% - Paid

3. Upon Completion of Shelter Network Setup – 20% - Paid

4. Upon Completion of Emergency Notification System – 20% - Paid

1.2 Project Variance

There were two unexpected items that required extra work:

1. Asbestos Abatement (Unexpected Event) - $125,000

2. Food Safety Program (Added Work) - $10,000

The cost of both items were not disputed and were able to run parallel to the

project schedule. These items also fit into the project scope.

The total project proposal was originally offered at a price of $735,000. Due to

additional costs incurred by unexpected events/work, the total project costs are

now $870,000. This is shown in Appendix B - Table 2 Breakdown of Project Cost.

Here is the status of the two additional items were added to the Work

Breakdown Structure. The complete WBS is shown in Appendix A -Figure 3:

1. Asbestos Abatement (Unexpected Event). Complete Next Week

2. Food Safety Program (Added Work). Complete

1.3 Project Expansion

Overall, the project has gone very well up to this point in time. The project has

remained on time, on budget, and in scope. However, there were two items that

required additional work. It is fortunate that these items were brought to the

forefront early in the project.

First, the team learned that the largest of the buildings slotted to be used as a

shelter turns out to contain asbestos and must be decontaminated before the

plan can be implemented. There are no alternative buildings, so the costs and

time required to carry out the decontamination, has been added to the overall

cost. The City of Loganville understands that it will bear these additional costs

and we have revised the project to reflect the impact of this event.

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Second, the team learned of a food safety program offered by the Department of

Homeland Security. This program This program permits municipalities to apply

for a grant to introduce a proactive food product safety program for all foods

sold locally. The project received the grant on November 9, 2009.

Any negative impact the items had on the overall project is limited to extra

costs. The asbestos removal project required extra labor resources while the

food safety program required the use of existing city resources.

However, these items also had a positive impact on the project. The asbestos

removal program helped improve environmental factors while the food safety

program brought peace of mind that food supplies will be safe if an emergency

occurs. Also, the food safety program will bring an extra $350,000 each year to

the community for safe food.

The positives, however, outweighed the negatives. Both items resulted in adding

value to the project with very little interruption to the project.

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2.0 Technical Information

2.1 Project Purpose

Preparedness refers to the state of being prepared for specific or unpredictable

events or situations; and that is ultimately the primary goal of this project -

preparedness.

The need to prepare for disasters, as well as, food safety is real. Being prepared

can reduce anxiety, fear, and the losses that typically accompany disasters.

The purpose of this project is to create a comprehensive disaster recovery and

food safety plan that will leave Loganville, South Carolina much better positioned

and prepared to respond to the needs of its citizens in the event of catastrophe

than it was prior to the creation of a disaster recovery response plan.

2.2 Project Benefits

Disaster preparedness is literally a matter of life and death. A litany of benefits

large and small, tangible and intangible will be the resulting payback from the

successful completion of this project, not the least of which will be a significant

reduction in the potential for loss of life in the event of a disaster.

Additionally, the food safety portion of this project will provide for the

development of local food safety policies, laws and activities that parallel

pending federal reforms with the intent of empowering the local agencies to

cooperate with state and federal agencies in a far more coordinated manner.

This project will provide many benefits to the city's visitors and inhabitants.

1. The emergency response plan will improve the quality of life by providing a

safe, healthy, beautiful and harmonious place to live and work.

2. The plan will help provide peace of mind to the community as it grows. The

city must be safe and provide a haven to its citizens in order to promote

growth.

3. This project will facilitate communication during a desperate situation. Help

will be delivered to those who need it. And those who provide help in cases of

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emergency will be able to act with precision and confidence while proving

information to the federal response team that will take over afterward.

4. In the unfortunate event of emergency, the community will have peace of

mind and have the ability to obtain food, shelter, and safety from the

elements and individuals who wish to harm others. In these times of great

danger in the world, it is the responsibility of the City of Loganville to offer

peace of mind and the ability to provide intelligence to federal responders.

The community will be able to immediately step into action via first

responders.

2.3 Statement of Work (SOW)

2.3.1 Scope

We intend to develop and administer an emergency response

preparedness plan for the City of Loganville, South Carolina. The

Team's intention is to ensure that local officials are adequately

prepared to provide immediate assistance to the community in the

event of a disaster until outside agencies are able to respond.

Additionally, the project scope includes the utilization of a government

grant for the development of a proactive food product safety program

for food items sold locally.

This plan will ensure that local officials and volunteers are adequately

prepared and able to provide immediate assistance to their community

in the event of a disaster until outside agencies are able to respond.

This disaster response plan calls for the decontamination of one of the

buildings slotted to be used as a shelter as the building contains

asbestos.

2.3.2 Tasks (Level 2 WBS)

Think of a Work Breakdown Structure as a decomposition of the work

that needs to be completed in order to accomplish the project’s

objectives. There are a number of milestones which are significant

events in a project. Milestones help to organize and define the scope of

the project. Each of these milestones is subsequently subdivided into

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an increasingly detailed definition of the project work. The WBS is

shown below in the following chart:

WBS Code Initiative

1.0

1.1 Director of Emergency Response

1.2 Subject Matter Expert Conference

1.3 Emergency Response Center of Operations

1.4 Shelter Setup

1.5 Communication Plans

1.6 Volunteers/Training

1.7 Emergency Notification System

1.8 Emergency Response Test

1.9 Asbestos Abatement

1.10 Food Safety Program

2.3.3 Deliverables

Hazard Identification, Risk Level, and Risk Response Plan

This deliverable involves identifying all potential hazards along with

an assessment that rates the likelihood and the impact of each

one.

For hazards identified as being high risk, the scope of work calls for

the creation of a full documented risk mitigation plan detailing

methods meant to lower the impact or reduce the risk of each

hazard.

For hazards identified as being medium risk, a risk mitigation plan

will be created for each hazard, but to a lesser degree of detail

than that of the high risk hazards.

For hazards identified as being low risk, the scope of work calls for

a simple statement explaining the best way to mitigate the risk of

each hazard.

Warning System and Signals

This deliverable involves detailing how the plan intends to provide

for the initial warning of both the community, as well as, local

public officials of the existence of a hazard.

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The scope of work calls for a tiered system causing the higher risk

hazards have higher priority in the communication plan.

Emergency Plan Documentation

This deliverable requires that the plan provide local officials with

easily understood documentation to aid them in implementing the

emergency response plans. These documents (checklists) are to be

accessible to local officials online for review. The scope calls

specifically for the following:

1. Updated area maps

2. Escape routes (a plan to manage highway traffic)

3. Communications plans, shutting off utilities, handling those

with special needs (such as the elderly).

4. Handling animals (pets)

5. Basic safety skills

Disaster/Hazard Supply

This deliverable calls for the creation of a method for educating the

general public and local officials concerning how to prepare

themselves for hazards and providing for their own basic needs for

a period of several days. Basic needs are defined as water, food,

first aid, clothing and blankets. The scope calls for the development

of lists of emergency supplies people should have in their

workplaces, homes, schools, and cars.

Shelters

To meet the scope of this deliverable, the plan must identify

several community buildings to be used as mass care shelters. In

addition to identifying these locations, the project is expected to

provide for the abatement of the asbestos contamination at the

largest of the identified buildings and deliver a method for the

stockpiling and dispensing of basic supplies at each shelter: water,

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food, first-aid and sanitary facilities, as well as, addressing security

concerns.

Communications Plan

The communications plan is two-fold.

First, this deliverable requires the development and testing of a

method for local officials to use to communicate with one another

during a disaster.

The second piece of this deliverable calls for the development of a

means of informing the community of actions to take during a

disaster rather than merely informing them that a disaster is

occurring. In addition, the scope declares that the plan instruct the

community to go to a website that will have further instructions for

them, as well as links to other pertinent government websites.

Community Plan

This deliverable requires that the plan detail a method for the

creation and operation of a group of community volunteers that will

report to a designated city official. This group and their city official

will create a community emergency response plan.

Practicing and Maintaining Plan

This deliverable calls for the development of methods for practicing

the emergency response plan for each of the various disaster

scenarios. These methods should be created such that emergency

communications methods and equipment are tested to assess their

functionality.

In addition, this deliverable requires that the plan include a process

for maintaining and updating the emergency response plan going

forward as the needs of the city change and to communicate those

changes to the appropriate parties.

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Food Safety

This deliverable calls for the development of a proactive food

product safety program for all food items sold locally. Utilizing a

federal grant we will develop a proactive food product safety

program that links local food safety activities with state and federal

efforts and parallels federal reforms.

2.3.4 Acceptance Criteria

The criteria and requirements that the project must meet before the

Customer will accept delivery are as follows:

All deliverables and work performed are subject to Customer’s

written approval.

All deliverables and work performed will be provided in a manner

consistent with and on the dates detailed in the proposal.

During acceptance testing, the project team will make themselves

reasonably available to the customer.

During acceptance testing, if the customer determines that any

deliverable does not meet the requirements agreed upon in writing,

the customer will notify the project team in writing with specifics.

The project team has ten (10) business days to correct the

deficiencies. Then, acceptance testing will once again resume. This

will continue until the deliverable is accepted. However, the

customer may terminate the agreement after two (2) successive

acceptance failures. If the agreement is terminated, the project

team must refund within thirty (30) days all monies paid by the

customer at that point and the customer must return all

deliverables in their possession.

2.4 Project Plan

2.4.1 Technical Description

Project Management is the art and the science of applying certain

skills, tools, techniques and knowledge to project activities in order to

meet project requirements. This is accomplished through the

integration of the project management processes of initiating,

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planning, executing, monitoring and controlling and closing. The

Team's approach to this project includes identifying requirements,

establishing clear achievable objectives, balancing the demands for

scope, cost, time and quality and adapting the plans and approach to

best meet the city's needs and concerns.

The technical approach the team intends to take is to utilize generally

accepted project management best practices and principles as defined

by the Project Management Institute (PMI). The project will follow the

processes and philosophies of PMI as described in Project Management

Body of Knowledge (PMBOK), 4th Edition.

The team will incorporate a traditional phased approach to the project;

i.e. the project will begin with the initiation phase. At that time, the

new project’s existence will be formally recognized. Also, a Project

Charter will be created and the Project Manager will be named.

Next, the development phase will be done. This phase will include

project planning. A Project Plan will be created with the help of the City

of Loganville via team interviews, etc.

The implementation phase will follow the development phase. During

this phase, the project plan will be executed, monitored and controlled.

Monitoring will require that pertinent data be routinely acquired and

analyzed so that action can be taken when progress fails to match

plans and meet objectives. Additionally, a Change Management board

will be formed to handle requests for changes related to scope,

schedule, and cost.

The final phase of the approach to the project will be the closing phase.

At that time, all outstanding contractual issues will be completed and

documented in preparation for turning over the end result to the

clients for acceptance and sign-off. The team will also request

customer input for the lessons learned document.

2.4.2 Project Schedule

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2.4.3 Project Resource Loading

Initiative Team Lead Doc. Lead Comm.

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Coordinator

Tech. Expert

Facilitator

Director of Emergency Response 1 1 Subject Matter Expert Conference 1 1 1 Emergency Response Center of Operations 1

Shelter Setup

Communication Plans 1 1

Volunteers/Training 1 1 1 Emergency Notification System 1 1 Emergency Response Test 1 1

Asbestos Abatement

Food Safety Program 1 1 1 1 Resources Scheduled 1 1 1 1Resources Available 1 1 1 1

Initiative Tech. ExpertQ.A. Analyst

Team Member

Dev. Manager

App. Manager

Director of Emergency Response Subject Matter Expert Conference 2 Emergency Response Center of Operations 4 1 1

Shelter Setup 1 1 6

Communication Plans 1 1

Volunteers/Training 1 6 Emergency Notification System 2 1 1Emergency Response Test 2 1 1

Asbestos Abatement 2 1

Food Safety Program 1 1 1 Resources Scheduled 2 1 6 1 1Resources Available 2 1 6 1 1

2.4.4 Specific Challenges

In order to maximize the probability of success there are a number of

specific project challenges that must be overcome; they are detailed

as follows:

Standup of a local emergency coordinator position: This position is

designed to manage and coordinate responses and functions as the

local Director or Commander. All information flows to and from this

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position. This is the top priority to ensuring effective

communication.

Response effectiveness: Bi-annual exercises will improve

cooperation and allow all agencies to work together to strengthen

response actions.

Complete identification of all resources available: There are local

resources which when made available will render the project

successful. Notification and education of all emergency responders

will ensure all resources are available.

Buy in of local community: Education is the only way to improve

the likelihood the community will stand by the plan. We will provide

information to the community via Television, Radio and the local

news. Additionally, town hall meetings will take place to ensure the

community has the ability to share their concerns and field

questions.

Create a Command (Emergency) Response Center: which will act as

the hub for an emergency or natural disaster in a time of need. This

is the major part of the plan and drives a successful response. The

project's main focus will be to ensure all appropriate and most

accurate data is represented in checklists and plans developed.

Representatives from the following agencies would be present and

consist of:

1. Director of Emergency Response (typically the Emergency

Coordinator)

2. Security

3. Environmental

4. Fire

5. Civil Engineering

6. Medical

7. Manpower

8. Safety

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9. Chaplain/Pastor/Preacher

10. Red Cross

11. Salvation Army

12. Communications

13. Vehicle Dispatch Perhaps Department of Transportation

(DOT)

Coordination: Coordination is extremely important. When multiple

agencies are responding to a scenario, it must be ensured that

everyone is speaking to each other effectively. Proper training will

reduce confusion and increase awareness.

Communication: Communication (internally/externally) is a must!

To ensure communication takes place routine meetings must take

place. Outside agencies are encouraged to attend. Once again,

proper training will reduce confusion and increase awareness.

Low annual cost requirements: In this small community, cost is a

major concern and utilizing resources already available will reduce

costs. Additionally, regular maintenance and repairs will increase

the longevity of resource.

Preparedness: The community has to be able to respond to

emergencies and disasters efficiently and effectively. Training will

ensure they are prepared for the situation and understand how to

act and respond accordingly and are in a position of readiness.

Continuity: The customer must ensure proper guidance is

maintained for those responding. This must try to always be done

similarly to reduce confusion and increase effectiveness. Those

managers who would run response teams and hold positions of

authority must all be trained to the same level of understanding to

reduce confusion.

Volunteers: With any emergency those who volunteer are the ones

who ensure the response is a success. There are almost no paid

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positions in this scenario. Therefore encouraging the community to

stick together and form a bond is a must. Education will improve

community awareness and proved information in case of a disaster.

2.5 Project Completion Plans

2.5.1 Deliverable Status

The follow chart details deliverable status twelve (12) weeks into the

project:

Deliverable Complete In-progress Not Yet StartedRisk Identification, Level, and Response X

Warning System and Signals X

Emergency Plan Documentation X

Disaster/Hazard Supply X

Shelters X

Communications Plan X

Community Plan X

Practicing and Maintaining Plan X

Food Safety X

2.5.2 Acceptance and Sign-Off

The criteria and requirements that the project must meet before the

Customer will accept delivery are as follows:

All deliverables and work performed are subject to Customer’s

written approval.

All deliverables and work performed will be provided in a manner

consistent with and on the dates detailed in the proposal.

During acceptance testing, the project team will make themselves

reasonably available to the customer.

During acceptance testing, if the customer determines that any

deliverable does not meet the requirements agreed upon in writing,

the customer will notify the project team in writing with specifics.

The project team has ten (10) business days to correct the

deficiencies. Then, acceptance testing will once again resume. This

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will continue until the deliverable is accepted. However, the

customer may terminate the agreement after two (2) successive

acceptance failures. If the agreement is terminated, the project

team must refund within thirty (30) days all monies paid by the

customer at that point and the customer must return all

deliverables in their possession.

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3.0 Initial Management Plan

3.1 Corporate and Project Organizational Structure

The Project Management Team consists of 15 members, each with a unique set

of skills capable of delivering high quality project outcomes to customers. Each

member is responsible for specific work which spans across the entire project

related to a specific end product or deliverable.

The Project Team members have the ability and are capable of executing

focused implementation business concepts using a high level of operational,

technical and strategic engagements. Additionally, the successful combination of

innovative spirits and business concepts offers the financial power of venture

capitalists and strategic investors.

3.2 Project Organizational Plan

3.2.1 Work Breakdown Structure (Level 3 WBS)

WBS Code Initiative

1.0 Loganville Project


1.1.1 Create Job Opening - Director Of Emergency Response

1.1.2 Collect Resumes

1.1.3 Conduct Interviews of Qualified Candidates

1.1.4 Hire Director of Emergency Response


1.2.1 Identify SME to invite to Conference

1.2.2 Plan for Conference. Food/Hotels

1.2.3 Conduct Conference with SMEs

1.2.4 Collect SME Feedback.

1.2.5 Create Emergency Response Plans


1.3.1 Hire Architect

1.3.2 Hire Real Estate Agent

1.3.3 Locate Land for Operations Center

1.3.4 Purchase Land for Operations Center

1.3.5 Design Operations Center

1.3.6 Build Operations Center

1.3.7 Emergency Leadership moved into Operations Center

1.4 Shelter Setup

1.4.1 Select Community Buildings to double as Emergency Shelters

1.4.2 Stock Shelters with Emergency Supplies

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(Medical/Food/Communication)

1.4.3 Create signage for shelters (i.e. Emergency Shelter)

1.4.4 Post Signage in front of Shelters

1.4.5Install Emergency communication (radio system) to Operations Center


1.5.1 Hire Web Site Designer

1.5.2 Create Emergency Response Website

1.5.3Setup Automated Emergency Response information line (Where to go, What to do)

1.5.4 Conduct Town hall Meetings at New Operations Center.

1.5.5Radio notifications of Town hall Meetings and Emergency Response Website/Phone Line

1.5.6TV notifications of new Emergency Response Plan and Website/Phone Line


1.6.1 Draft of Volunteer Incentive Program

1.6.2 Collect List of Volunteers

1.6.3 Train Volunteers

1.6.4 Assign Volunteers to Shelter Locations


1.7.1 Work with TV Stations to Issue Alert Notification

1.7.2 Work with Radio Stations to Issue Alert Notification

1.7.3 Set up Alert Sirens throughout Community


1.8.1 Select 100 Community Members (From Volunteers)

1.8.2 Trial Alert issued

1.8.3 Measurement of Emergency Response Plan Effectiveness

1.9 Asbestos abatement

1.9.1 Hire asbestos abatement firm

1.9.2 Asbestos materials removed

1.9.3 Replacement removed materials with substitute materials


1.10.1 Develop local food safety laws that parallel federal reforms

1.10.2Identify POC for linking local activities with state and federal system

3.2.2 Project Team

The Project Team is shown in the Organization Chart below:

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4.0 Management Systems

4.1 Monitoring Cost and Schedule

4.1.1 Overview

Cost and schedule for the project is being calculated based upon

project completion up to November 9, 2009. The Earned Value Report

up to this date is given below. Due to the extended period required for

construction of the operations center, the unexpected event (asbestos)

and additional work fit into the project schedule without causing any

delays as can be seen in Section 4.1.2. (Schedule Variance = 0)

4.1.2 Earned Value Report

4.1.3/4 Major Cost and Schedule

Up to this point, much of the total project costs have already been

incurred. Of the original $735,000 proposed amount; $530,297 has

been spent. Some of the major expenditures up this point include:

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1. Purchase of Land for the new Operations Center: $50,000

2. Construction costs to date on Operations Center: $32,083

(Total $175,000).

3. Install emergency communication systems in shelters:

$75,000

4. Siren System: $100,000

5. (New) Asbestos Abatement to make largest shelter usable:

$100,000

6. (New) Food Safety Program: $10,000

4.2 Risk Management

4.2.1 Risk Management

Risk management considers risk assumptions, the roles and

responsibilities, risk rating/scoring techniques, establishes risk

thresholds, risk communication, and the development of a risk tracking

process or system.

The risk management process is adjustable to ensure the correct level,

type, and visibilities of risk management are commensurate with both

the risk and the importance of the project.

There are eight risk management levels which collectively comprise

the Risk Management Plan:

1. Risk Identification – Risks will be identified by using a risk

assessment questionnaire and include project risks and operational

risks as appropriate.

2. Categorize Risks – Once identified risks will be categorized based

on their severity and specific task or section of the project.

3. Risk Impact Assessment – For each of the risks identified, the

risk will be assess in terms of the likelihood of the risk occurring.

The results will be prioritized using established criteria.

4. Prioritize Risks – Risks will be recorded in a Risk Response Plan.

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5. Risk Response Planning – For each risk identified in the Risk

Response Plan, determine the actions to reduce the likelihood or

consequences of impact to the overall project objective,

considering cost, mitigation, and contingency planning. Assign

responsibilities, due dates, and incorporate this information into the

Risk Response Plan.

6. Risk Response Tracking – Document dates and the action taken

when the risk occurred and any subsequent additional actions.

Incorporate this information into the Risk Response Plan.

7. Risk Monitoring – Establishment of reviews scheduled into the

project schedule including risk response tracking and

communication to ensure:

All the requirements of the plan are being implemented

Assess defined risks

Evaluate effectiveness of actions taken

Status of actions to be taken

Validate likelihood and impact

Validate previous assumptions

Identify new assumptions

8. Controlling Risks

Validate mitigation strategies and alternative actions

Take corrective actions when events occur

Assess the impact on the project (Cost, Time, Resources)

Identify new risks

Ensure the project plan is maintained

Ensure change control addresses risks associated with the

proposed change

Revise the Risk Response Plan

Communication

4.2.2 Risk Inventory and Contingencies

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The following chart outlines the risks associated with this specific

project and the plan of action to reduce or eliminate those risks:

Risks Likelihood Impact Contingency PlanFinancial Obligation Low High $735,000 has been set aside

for this project. Budgeting for shortfalls / maintenance may

be necessaryCommunication

BreakdownLow High Regularly scheduled

meetings will reduce breakdowns

Community Acceptance

Moderate Moderate Promote and educate the community on the

importance of this project via town hall meetings and

advertisingLogistics Moderate High Continual coordination and

maintenance of resources. Additionally, planning and

training are keyTechnical Support Low Moderate Seek assistance from

Emergency Managers from nearby cities

Coordination Low Moderate Notifications and communication requirements through training will reduce

thisResource

Availability (Personnel)

Moderate Moderate Create a large list of city employees assigned to

positionsChecklist Accuracy Low Moderate Checklists continually evolve.

Conduct annual reviews to ensure most current

informationContingency

PlanningLow Moderate Train using exercise

scenarios. This allows the identification of shortfalls and

operational problemsLiabilities (Risk Management)

Moderate Low Ensuring all parties are insured and documents are in place to protect the citizens

and the communityLong Term RisksLack of Equipment Low High Allocate monies over time

within the budget to acquire necessary equipment

Lack of Training Low Moderate Initial and continual contingency training will ensure responder and community readiness

Mobilization (timeliness)

Moderate High A checklist will be developed to outline specific mobilization needs

Activation Deficiencies

Low Moderate Within the checklists, activation notifications will be

step oneLack of Roles and Low Moderate Training and checklist will

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Responsibilities provide responders with knowledge of the Command Response Center (CRC) and will be trained to manage all

aspects of a responseConfusion in Long

Term Planning (post response)

Low Low Following emergencies create an after action reports and utilize available technical resources. For instance the

EPA is a free phone callOperations Control Low Moderate Teach to maintain open

channel of communication

4.2.3 Risk Ranking and Re-Evaluation Procedures

The Project Risk Management Plan will help alleviate any confusion on

ranking risks. It outlines specific procedures on the process or ranking

them. Each risk is unique and presents specific hazards or concerns

with the overall project and in some cases must be evaluated

independently.

Re-evaluation procedures are also covered in the Risk Management

Plan under controlling risks. Using the Risk Management Plan will

reduce any likelihood of future risks or the reassurance of previously

identified risks.

4.2.4 Risk Escalation Procedures

As stated above, Risks will be identified using a risk assessment

questionnaire and include project risks and operational risks as

appropriate. These risks cannot always be identified via this process.

Identification of additional unnoticed or unforeseen risks throughout

the project is done through personal identification. These risks will be

added to the Risk Management Plan and will also be channeled up the

chain of command for review. A Quality Assurance Representative will

evaluate each risk personally and outline procedures to eliminate or

reduce the given risk. These specific risks will be tracked as all other

risks are tracked, which is through the Risk Management Plan.

Escalation is important to the success of mitigating risks. The sooner

they are escalated, the greater chance of eliminating the risk.

4.3 Project Communications Management

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As indicated in the Terms and Conditions of the Proposal, all communications

related to the project are to be directed to the Project Leader, Tom Menning. In

the event that communication with the project leader is not possible, only the

new Director of Emergency Response will have the authority to make decisions

that directly change the original scope of the project plan. In the event this

occurs, the city of Loganville will pay any costs incurred over and above any

costs already outlined in this audit. Regular communications from the project

team will (and currently) are available to the City of Loganville for the purpose of

project status clarity. These communications include:

1. Project Gantt chart updated as progress is made. An updated Gantt chart

is attached to this audit.

2. Earned Value Table: A table that tracks project performance related to the

original budget. An updated table is included in section 4.1.2.

3. Monthly Meetings: A monthly status update meeting is held every month

with the project leader as well as any interested parties. These meetings

are currently being held in City Hall.

4.4 Environmental, Worker Safety and Health

The Project's ultimate goal is to reduce occupational safety and health

mishaps through education and avoidance.

4.4.1 Environmental

Maintaining or preserving the environment is extremely important and

must be considered at all times with one exception - if harming the

environment means saving a life! Once environmental accidents occur,

it is difficult, or even impossible in some cases, to reverse the long

term effects. When the work is performed for the project, even during

responses it is important to be coherent of the environment and

ensure we maintain or preserving land, air, and water.

During emergencies there is a high likelihood that environmental

catastrophes will occur and cause emergency responders to respond

differently according to the scenario. Most natural disasters are going

to increase the chances of an environmental disaster occurring.

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Understanding those risks and knowing how to reduce them while

removing oneself from the given hazard is an important part of the

responder's role.

Post emergencies create a unique concern in relation to environmental

hazards. While responding, it is important to ensure that the project's

footprint on the environment is reduced. However, post emergencies

are equally important as we have a responsibility as a society and as a

community to return the area as close to its original state as possible.

Most environmental problems associated with disasters are

unpreventable. However, we have the ability to reduce or minimize

additional stress on the environmental.

Environmental Engineers offer a great wealth of knowledge during

responses. Their expertise and background provides them the ability to

make decisions reducing the environmental effects created by

disasters. Utilizing this knowledge in their efforts can be an enormous

asset to the future of the community.

4.4.2 Worker Safety

During contingency operations worker safety is most important! As

part of any emergency response a local safety manager will be part of

the response both on the ground and in the command and control

center. This will allow for maximum safety of the personnel responding.

If at any time responders are put in harm’s way and would risk injuring

themselves and causing additional casualties the safety manager has

the right to stop the response and ensure all precautions are being

taken or eliminate that part of the response all together. They have the

authority to halt all personnel from entering a certain area and

ensuring responders enter only areas deemed safe.

Prior to any response proper training would be conducted utilizing the

safety manager to properly training all responders on local procedures

and notification instructions. This will help reduce the likelihood of

additional casualties and increase mission successfulness.

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At the end of the day if the responders become casualties themselves,

the project has failed its emergency responders.

4.4.3 Occupational Health

The occupational health of emergency responders will be evaluated on

a case by case basis. Each officially designated responder will be asked

to provide baseline blood work and perform occupational health

studies. This information will be maintained at the local hospital and

will be updated on a biannual basis. The rationale behind the baseline

studies is so in the event of an emergency post blood work and

evaluations can be conducted to verify personal exposures to

hazardous chemicals and agents during a response. This information

along with potential sampling results at the scene will allow medical

personnel to properly treat responders and will give the city and its

responders a legal stance in an unfortunate event.

Continual education and training along with the proper Personal

Protective Equipment (PPE) will allow responders to reduce the

likelihood of exposure and improve responder confidence in procedure

and actions taken. The training must be an annual occurrence to

improve responder knowledge and awareness. This training will allow

responders to see what hazards are potentially present and providing

recommendations for reducing their exposures. The PPE training is

important and must be maintained properly to ensure personnel

understand the use of specific PPE for specific situations. For instance

Nitrile gloves can be used to offer superior resistance too many types

of chemicals, whereas Butyl Rubber gloves provide superior resistance

to highly corrosive acids and are excellent for handling keytone and

esters. Butyl rubber gloves also provide the highest permeation

resistance to gases and vapors. Understanding this information and

responding correctly reduces the risk of occupational health injuries.

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5.0 Cost Working Plan

5.1 Project Cost

This section will discuss the various costs involved in the project for project cost

clarity. The purpose of this section is to itemize all costs so the customer may

have the ability to customize their cost where possible.

5.1.1 Total Project Cost

The total project proposal was originally offered at a price of $735,000.

Due to additional costs incurred by unexpected events/work, the total

project costs are now $870,000. Terms and Conditions for payment

are described in later sections of this document.

5.1.2 Breakdown of Project Costs

A breakdown of project costs is provided for cost clarity in the event

the customer wishes to alter the cost structure if possible by

adding/subtracting pieces of the proposal. The project consists of 8

major milestones as well as a 9th unexpected event all with varying

costs. These milestones are outlined in order below along with their

corresponding costs.

1. Hire Director of Emergency Response: $50,000/Year. Complete

This is a re-occurring salaried position which is deemed a

necessary. The most successful processes have process

champions therefore successful implementation and continuity is

dependent upon maintaining a process champion. The salary is

estimated using freely available salary databases of persons with

similar title and responsibilities.

2. Subject Matter Expert Conference: $7,500. Complete

This is a onetime project expense deemed necessary to formulate

the best possible Emergency Action Plans to be utilized by the

Shelter Network. At times of crisis; its highly possible

communication plans will be cut between a Shelter and the

Operations Center necessitating Emergency Action Plans to guide

Shelter leaders of appropriate actions during times of lost

communication. The $7,500 cost essentially pays lodging and

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travel expenses incurred by Subject Matter Experts. It also pays for

a modest conference style forum with food and beverage provided.

3. Emergency Response Center of Operations: $245,000 (Approx

40% Complete)

a. This is a onetime project expense which is deemed optional

however highly recommended by the project team. Times

of crisis call for clear leadership and the construction of a

new Operations Center accomplishes this. It would also

increase communication efficiencies across the already

established emergency response teams in Loganville by

centrally locating the heads of those functional areas all in

one place. These costs are estimates based on previously

constructed Operations Centers in other communities

nearby Loganville. The breakdown of these costs are as

follows:

i. Hire Architect: $10,000

ii. Hire Real Estate Agent: $5,000

iii. Purchase of Land for Operations Center: $50,000

iv. Construction of Operations Center: $175,000

v. Moving Expense: $5,000

b. All but $5,000 of the above expense could be avoided by

designating an existing town building to service this need.

The moving expense would still remain since functional

heads should still move into this existing building. Also, by

utilizing an existing town building, as much as 60 days may

be cut out of the total project duration. Possible Optional

Savings: $240,000. Savings not adopted.

4. Setup of Shelter Network. Complete

This is mostly a one time necessary expense with the exception of

emergency supplies. The Shelter Network will consists of several

pre-existing buildings spread throughout the community which will

act as “safe zones” for community members. Since not all

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community members can fit within the Operations Center, the

Shelter Network is of extreme importance. The breakdown of costs

are as follows:

i. Stock shelters with emergency supplied: $50,000

Yearly replenishment costs of $10,000 will apply

ii. Signage to indicate shelter location: $1,500

iii. Emergency Communication Radio Systems: $75,000

5. Communication Plans. ( Approx 40% Complete)

a. These costs relate mostly to the communication process of

the new Emergency Response System. Most of the cost will

be upfront “marketing” type cost which are deemed

necessary by the project team. If community members are

not aware of the new Emergency Response System, it

ceases to have any value. Communications will be made in

all media types.

i. Create Website: $7,500

ii. Automated Emergency Response Telephone Hotline:

$5,000

iii. Townhall Meetings: $10,000

iv. Radio Notifications: $2,000

v. TV Notifications: $4,000

b. The website, automated telephone hotline, radio, and TV

notifications are considered necessary. The town hall

meetings are optional but suggested since many people will

appreciate the person approach which more easily

facilitates 2 sides question and answers. Possible

Optional Savings: $10,000 – Savings not adopted.

6. Volunteer Selection/Training. Complete

These costs are re-occurring yearly since the project team believes

volunteers will require certain incentives in order to volunteer. The

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project team suggest yearly tax breaks given to volunteers for

service.

i. Volunteer incentive program: $10,000/Year.

ii. Volunteer Training: $0 to be facilitated by Director of

Emergency Response and existing Loganville emergency

response teams (Police, Fire Dept, Etc).

7. Emergency Notification System. Complete

These costs are a necessary onetime expense. All the advertising

in the world will not inform a bystander on the street of an

impending emergency.

Setup Emergency Sirens throughout the community: $100,000

8. Emergency Response Test. Incomplete

This will accomplished at no cost since all preceding costs are

necessary to accomplish this step.

9. Asbestos Abatement (Unexpected Event). Complete Next Week.

The removal of asbestos from the primary shelter in the shelter

network will occur concurrently with the construction of the new

operations center. The complete removal of asbestos cost

$125,000; this was not part of the original proposal.

10. Food Safety Program. Complete.

The Department of Homeland Security offered a grant of $350,000

annually to create a food safety program. The complete cost was

$10,000; this was not part of the original proposal.

The final cost of the project proposal consists of the Project Premium to

deliver the project. This cost essentially covers the projects teams’

cost to deliver the proposal over 8 months as well as a reasonable

return. Total Project Premium: $167,500.

Total Project Cost: $870,000

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5.1.3 Progress Payments

Proposed payments are to follow progress of the rollout of the new

Emergency Response Plan. Proposed payments are as follows:

1. Upon Project Initiation – 20% - Paid

2. Upon Completion of SME Conference – 20% - Paid

3. Upon Completion of Shelter Network Setup – 20% - Paid

4. Upon Completion of Emergency Notification System – 20% -

Paid

5. Upon Completion of successful Emergency Response Test – 20%

- Not Paid

6. Upon Completion of Asbestos Abatement - $125,000. – Not Paid

5.2 Customer-Provided Resources

The customer will make available existing emergency response personnel as

well as town leadership to provide support for volunteer training as well as

communication plans necessary to socialize the existence of the new

Emergency Response Plan. Primary examples include (but are not limited to):

1. Police Department

2. Fire Department

3. Loganville Mayor

The newly hired Director of Emergency Response will work and utilize

necessary town resources which includes essentially any person whom is

directly compensated by the city of Loganville. In order to ensure

cooperation, the project team recommends dotted line reporting to the

Director of Emergency Response in all things related to the new Emergency

Response system.

5.3 Terms and Conditions

Limits

The delivery date of proposal is given as 8/9/09 with proposal expiration 60

days thereafter, or 10/9/09. After 10/9/09, the proposal will no longer be

valid. Upon acceptance of the proposal, Project Initiation will commence 7

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days later which is also the same time the customer must pay the first

progress payment of 20%. The project initiation date will mark the beginning

of the project schedule and will be communicated to the customer by the

project team upon acceptance of the proposal.

Contact

All inquiries both before and during (should the proposal be accepted)

concerning the proposal should be directed to Tom Menning; Project Team

Lead.

Completion Metric

A successful implementation of the Emergency Response plan will be

determined by the following criteria:

1. Milestones 1-7 outlined above in section 4.1.2 Breakdown of Project

Costs are completed.

2. 50% Success Rate of test subjects in milestone 8; Emergency

Response Test. A success rate is defined simply as whether or not

a test subject responds to the emergency test by going to the

correct shelter in the shelter network.

Customer Default of Payments

In the event the city of Loganville does not make payment within two weeks of

a scheduled progress payment, the project team reserves the right to cancel

the remainder of the proposal and require an additional 20% surcharge of

whatever monies are yet unpaid. If such problems are foreseen by the

customer, excess communication is requested by the project team in order to

avoid such measures by adding additional flexibility by both the customer and

the project team. If customer remains in default, the project team will pursue

other necessary modes of collection to be paid by the customer with the

primary mode of collection including civil court with all fees (including

attorney and court) to be covered by the customer.

Project Extension

In the event the project extends beyond its original timeline, an additional

payment equal to one tenth of the total project costs will be due on the first of

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each additional month. As an example, If total projects costs equal $735,000,

a payment of $73,500 will become due on the first day of each month beyond

the original timeline. This is done only to provide cost coverage for the

project team during unplanned work time. The one tenth payment does not

provide the project team with any premium payment whatsoever so incentive

to complete at or ahead of schedule is still high. Note: Unexpected Event did

not increase the project duration therefore there will not be any necessary

extended cost coverage.

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6.0 Unexpected Event

6.1 Problem Description and Current Status

The largest of the buildings slotted to be used as a shelter turns out to contain

asbestos and must be decontaminated before the plan can be implemented.

There are no alternative buildings, so the costs and time required to carry out

the decontamination, has been added to the overall cost. The City of Loganville

understands that it will bear these additional costs and we have revised the

project to reflect the impact of this event.

6.2 Alternative Solutions & Evaluation

With no other buildings available, the removal of the Asbestos Containing

Material (ACM) is the only solution. After an extensive asbestos survey of the

building, it was deemed to contain 300 linier feet of amphibole Thermal System

Insulation (TSI). TSI is asbestos found as insulation on boilers, water and steam

pipes elbows, fittings, and pipe runs. Additionally, miscellaneous material was

found throughout the main level of the building. Miscellaneous material is all

material containing asbestos, which is not classified as sprayed/troweled-on

material or in the TSI classes. In this case the miscellaneous material was found

to be chrysotile floor tile. Roughly half of the asbestos was found in a friable

state, which means the material can be crushed or crumbled by hand. This

required the removal of the asbestos as opposed to covering or working with it in

place.

As an important notice, the city of Loganville is responsible for the removal of

the contaminated waste generated from the removal process. This removal

would be contracted out to ensure it is being handled properly, but we want to

stress the importance of this process. ACM can only be taken to approved

landfills and is heavily scrutinized by the Environmental Protection Agency (EPA).

6.3 Proposed Action

The actions we propose are to hire an asbestos team certified to conduct the

removal of ACM in the State of South Carolina. We propose creating a bid for the

work to be completed and putting it on the market short notice and for only a

period of 30 days. We would notify all known certified contractors to review the

bid and provide feedback in the form of a formal bid to this office for the final

selection process for this work. In the statement of work the removal of ACM

would need to start within 30 days of the formal notification of the contractor

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selected. This will allow the project to continue on schedule and result in no loss

of time to the overall project timeline. The anticipated time frame for this work to

be completed is roughly 4 weeks. This would allow time for the preparation, the

removal process and the air sampling to be completed. The turnaround time of

the air sampling results is expected to be roughly 1 week.

Throughout the removal process we would hire an independent contractor,

preferably a Certified Industrial Hygienist, to conduct quality control of this

section of the project. The Industrial Hygienist would also conduct the final

clearance air sampling, send the samples to a certified laboratory and publish a

letter outlining the results of the air sampling. This would provide the City of

Loganville a certified document validating the removal was completed according

to Occupational Safety and Health Administration, published standards and the

air sampling results are below the permissible or occupational exposure limit

(PEL/OEL).

Once clearance sampling is completed and results indicate the removal of the

ACM was successful the renovation of the building could begin. The renovation

would include all predetermined design mortifications to improve the working

space of the building to fit the needs desired during an emergency response. The

focal point of the building would include the shelter and its need to hold the

maximum number of people safely. Additionally, as determined in the

preliminary plan, we would like to see this building be used as the Emergency

Response Center. Modification to improve the building for that use could also be

determined at that time.

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7.0 Added Work

7.1 Project Description

An additional task was added to the project shortly after the proposal was

accepted in August, 2009. It was started as soon as possible.

It was brought to the team's attention that the Department of Homeland Security

will provide funding for a special program to promote food safety. This program

permits municipalities to apply for a grant to introduce a proactive food product

safety program for all foods sold locally. This program will cover all food products

sold within the city limits; i.e. groceries for personal use, restaurants, schools,

and hospitals. The Department of Homeland Security will give the City of

Loganville - upon approval - up to $350,000 each year that this program is in

place.

The project team needs to do the following as needed so that the work fits

sensibly into the master project schedule:

1. Create a preliminary plan for the added work.

2. Create a preliminary budget for the added work.

3. Adjust the overall project schedule.

4. Adjust the project resource allocations.

The additional task was approved via the established project change control

process on Friday, August 21, 2009. The Personal Assistant of the Mayor of the

City of Loganville applied for the funds from the Department of Homeland

Security on August 21. Filing for the funds is considered part of her regular

duties, thus incurring no additional cost to the project for her time. Also, there

was no filing fee. The application process took approximately 10 weeks. On

November 9, 2009, the City of Loganville received a grant of $350,000 from DHS

to cover costs for a food safety program.

7.2 Initial Planning

The first topic to consider when planning this task is to list what exactly needs to

be done by this project team and how it fits into the scope of the project. Also,

an implementation plan for the City of Loganville is needed that will describe the

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processes the city will need to manage that are out of scope for the Emergency

Recovery Plan project.

Then, it needs to be determined how this addition to the project will fit into the

master project schedule. At first glance, it appears that this task can easily run

parallel to the existing schedule.

Last, analysis needs to be done to determine if there are any additional costs

and resource needs. However, resource allocations need to be made and if there

are any extra resources that need to be added to the project.

7.3 Scope

The scope of this task as it relates to the project is rather limited. This program

will permit municipalities to apply for a grant to introduce a proactive food

product safety program for all foods sold locally. This program will cover all food

products sold within the city limits; i.e. groceries for personal use, restaurants,

and schools. It will not impact WBS item 1.4.2. Stock Shelters with

Emergency Supplies (Medical/Food/Communication) for this year since the

supplies have already been purchased. However, subsequent purchases will be

covered by the program that occur after the DHS funding was received on

November 9, 2009.

This program does not cover vending machines and food purchased prior to

receiving funds from the Department of Homeland Security. Also, it is entirely

out of scope to discuss aspects of this program that do not relate to the

Emergency Response Plan that the team has been hired to create. This would

include every day safety concerns when an emergency does not exist and

prevention of food safety emergencies from occurring.

Several items do fall into scope for the Emergency Response Plan project:

1. Apply for funds from the Department of Homeland Security. - Completed

on August 21, 2009; Received approval on November 9, 2009

2. Provide a list of recommendations for local food safety laws that parallel

federal reforms. This would include encouraging the city to meet with

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local grocers, food suppliers, and restaurant owners to find ways to avoid

additional costs during times of crisis.

3. Identify a point of contact for linking local activities with state and federal

system.

7.4 Schedule

The addition of the task will not cause a conflict with any of the items currently

listed in the Work Breakdown Structure.

Here is the additional items added to the Work Breakdown Structure for the food

safety program:


1.10.1Provide a list of recommendations for local food safety laws that parallel federal reforms


1.10.1 - Provide a list of recommendations for local food safety laws

that parallel federal reforms.

Start Date: August 21, 2009

End Date: September 10, 2009 - On time

The team met with local officials, grocers, food suppliers, and restaurant owners

to find ways to avoid additional costs during times of crisis. Then, a list of

recommendations was given to the City Council. It was then up to the City

Council to write and pass those laws. The local food safety laws are contingent

on being approved by DHS to receive the funds. Also, the laws will not go into

effect until the funds are received. Additionally, the team encourages the City

Council to determine what actions will be taken to prevent food safety

emergencies from occurring - which is out of scope for this project.

On time completion of this task was mandatory. It ran parallel to a huge

emergency response plan open house public relations event held by the city on

September 11, 2009. It was open to all members of the community. The new

food safety laws were also introduced within the City Council on September 11

and passed on September 18.

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1.10.2 - Identify POC for linking local activities with state and federal

system

Start Date: July 1, 2009

End Date: July 31, 2009

The team began to process of identifying the point of contact to work with state

and federal officials concerning food and other supplies. On July 31, the team

selected Thomas Rampley to head up that portion of the project contingent upon

acceptance of the proposal.

7.5 Budget

The addition of the task cost the project an additional $10,000. This cost will be

refunded to the City of Loganville by the Department of Homeland Security.

Again, here is the additional items added to the Work Breakdown Structure for

the food safety program:


1.10.1Provide a list of recommendations for local food safety laws that parallel federal reforms


1.10.1 - Provide a list of recommendations for local food safety laws that

parallel federal reforms.

The team met with local officials, grocers, food suppliers, and restaurant owners to

find ways to avoid additional costs during times of crisis. Then, a list of

recommendations was given to the City Council. It was then up to the City Council to

write and pass those laws. This process ended with a huge emergency response plan

open house public relations event held by the city on September 11, 2009. It was

open to all members of the community.

The cost of lobbying city officials, holding meetings, and the final September 11

event totalled $10,000.

1.10.2 - Identify POC for linking local activities with state and federal

system

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Start Date: July 1, 2009

End Date: July 31, 2009

The team began the process of identifying the point of contact to work with state and

federal officials concerning food and other supplies while creating the Preliminary

Plan. On July 31, the team selected Thomas Rampley to head up that portion of the

project contingent upon acceptance of the proposal. Since Mr Rampley is a member

of the team, no additional costs were incurred.

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Appendix A: List of Figures

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Figure 1 Gantt Chart

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Figure 2 Organization Chart for Customer

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Mayor

Fire Chief Police Chief Director of Emergency Response

Food Safety Liaison

Community Liaison

Lieutenant Lieutenant

SGT SGT

LieutenantLieutenant

SGTSGTSGT SGT SGTSGT

City of Loganville Emergency Response

Org ChartAppendix A: Figure 3

Figure 3 Work Breakdown Structure (Level 3)

WBS Code Initiative

1.0 Loganville Project


1.1.1 Create Job Opening - Director Of Emergency Response

1.1.2 Collect Resumes

1.1.3 Conduct Interviews of Qualified Candidates

1.1.4 Hire Director of Emergency Response


1.2.1 Identify SME to invite to Conference

1.2.2 Plan for Conference. Food/Hotels

1.2.3 Conduct Conference with SMEs

1.2.4 Collect SME Feedback.

1.2.5 Create Emergency Response Plans


1.3.1 Hire Architect

1.3.2 Hire Real Estate Agent

1.3.3 Locate Land for Operations Center

1.3.4 Purchase Land for Operations Center

1.3.5 Design Operations Center

1.3.6 Build Operations Center

1.3.7 Emergency Leadership moved into Operations Center

1.4 Shelter Setup

1.4.1 Select Community Buildings to double as Emergency Shelters

1.4.2Stock Shelters with Emergency Supplies (Medical/Food/Communication)

1.4.3 Create signage for shelters (i.e. Emergency Shelter)

1.4.4 Post Signage in front of Shelters

1.4.5Install Emergency communication (radio system) to Operations Center


1.5.1 Hire Web Site Designer

1.5.2 Create Emergency Response Website

1.5.3Setup Automated Emergency Response information line (Where to go, What to do)

1.5.4 Conduct Town hall Meetings at New Operations Center.

1.5.5Radio notifications of Town hall Meetings and Emergency Response Website/Phone Line

1.5.6TV notifications of new Emergency Response Plan and Website/Phone Line


1.6.1 Draft of Volunteer Incentive Program

1.6.2 Collect List of Volunteers

1.6.3 Train Volunteers

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1.6.4 Assign Volunteers to Shelter Locations


1.7.1 Work with TV Stations to Issue Alert Notification

1.7.2 Work with Radio Stations to Issue Alert Notification

1.7.3 Set up Alert Sirens throughout Community


1.8.1 Select 100 Community Members (From Volunteers)

1.8.2 Trial Alert issued

1.8.3 Measurement of Emergency Response Plan Effectiveness

1.9 Asbestos abatement

1.9.1 Hire asbestos abatement firm

1.9.2 Asbestos materials removed

1.9.3 Replacement removed materials with substitute materials


1.10.1 Apply for Department of Homeland Security Funds.

1.10.2 Develop local food safety laws that parallel federal reforms


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Figure 4 Organization Chart for Project

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Appendix B: List of Tables

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Table 1 Acceptance Criteria

Deliverable Criteria Standard

Hazard Identification, Risk Level, and Risk Response

Plan

Identify all potential hazards along with an assessment that rates the likelihood, impact and a course of action

for each.

For hazards identified as being high risk, the scope of work calls for the creation of a full documented risk mitigation plan detailing

methods meant to lower the impact or reduce the risk of each hazard. For hazards identified as being medium risk, the scope of work calls for the development of a risk mitigation plan

for each hazard - but to a lesser degree of detail than that of the high risk hazards. For

hazards identified as being low risk, the scope of work calls for a simple statement

explaining the best way to mitigate the risk of each hazard.

Warning System and

Signals

Provide for the initial warning of the

community and local public officials of the

existence of a hazard.

A tiered system where the higher risk hazards have higher priority in the communication

plan.

Emergency Plan Documentation

This deliverable requires that the plan provide

local officials with easily understood

documentation to aid them in implementing

the emergency response plans.

These documents (checklists) are to be accessible to local officials online for review. The scope calls specifically for the following:

updated area maps, escape routes, communications plans, shutting off utilities, handling those with special needs, handling

animals, basic safety skills.

Disaster/ Hazard Supply

Educating the general public and local officials

concerning how to prepare themselves for hazards and provide for their own basic needs for a period of several

days.

Basic needs are defined as water, food, first aid, clothing and blankets.

Shelters Identify several community buildings to be used as mass care

shelters. Address a method for the stockpiling and

dispensing of basic supplies at each shelter.

Specifically: Water, food, first-aid, sanitary facilities, security.

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Communications Plan

Develop and test method local officials

are to use to communicate with one

another during a disaster. Develop means

of informing the community at large of

actions to take during a disaster.

Direct community to website with further instructions.

Community Plan

Create group of community volunteers

that will report to a designated city official.

This group and their city official will create a community emergency response plan for

small business owners.

Practicing and Maintaining

Plan

Create a process for practicing the

emergency response plan for each disaster

scenario. Also, create a process for maintaining

and updating the emergency response

plan.

The practicing/testing process should be created such that emergency communications

methods and equipment are tested for functionality. The maintaining and updating

process should be created such that changes are communicated to the appropriate parties.

Asbestos Abatement

Provide for the abatement of asbestos contamination at the

largest of the buildings identified to be used as

a shelter.

Remove contaminates, replace with appropriate materials.

Food Safety Program

Develop a proactive food product safety program for all food items sold

locally.

Utilizing a federal grant we will develop a proactive food product safety program that

links local food safety activities with state and federal efforts and parallels federal reforms.

Table 2 Breakdown of Total Project Cost

Milestone Description Cost Emergency Response Initiative $702,500.00 1 Director of Emergency Response $50,000.00 Create Job Opening - Director Of Emergency Response $0.00 Collect Resumes $0.00 Conduct Interviews of Qualified Candidates $0.00 Hire Director of Emergency Response $50,000.00 2 Subject Matter Expert Conference $7,500.00 Indentify SME to invite to Conference $0.00 Plan for Conference. Food/Hotels $0.00 Conduct Conference with SMEs $7,500.00

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Collect SME Feedback. $0.00 Create Emergency Response Plans $0.00 Complete SME Conference $0.00 3 Emergency Response Center of Operations $245,000.00 Hire Architect $10,000.00 Hire Real Estate Agent $5,000.00 Locate Land for Operations Center $0.00 Purchase Land for Operations Center $50,000.00 Design Operations Center $0.00 Build Operations Center $175,000.00 Emergency Leadership moved into Operations Center $5,000.00 Complete New Operations Center $0.00 4 Shelter Setup $126,500.00 Select Community Buildings to double as Emergency Shelters $0.00 Stock Shelters with Emergency Supplies (Medical/Food/Communication) $50,000.00 Create signage for shelters (ie. Emergency Shelter) $1,500.00 Post Signage in front of Shelters $0.00 Install Emergency communication (radio system) to Operations Center $75,000.00 Complete Shelter Setup $0.00 5 Communication Plans $28,500.00 Hire Web Site Designer $7,500.00 Create Emergency Response Website $0.00

Setup Automated Emergency Response information line (Where to go, What to do) $5,000.00

Conduct Townhall Meetings at New Operations Center. $10,000.00

Radio notifications of Townhall Meetings and Emergency Response Website/Phone Line $2,000.00

TV notifications of new Emergency Response Plan and Website/Phone Line $4,000.00 Complete Communication Plans $0.00 6 Volunteers/Training $10,000.00 Draft of Volunteer Incentive Program $10,000.00 Collect List of Volunteers $0.00 Train Volunteers $0.00 Assign Volunteers to Shelter Locations $0.00 Complete Volunteer Gathering $0.00 7 Emergency Notification System $100,000.00 Work with TV Stations to Issue Alert Notification $0.00 Work with Radio Stations to Issue Alert Notification $0.00 Set up Alert Sirens throughout Community $100,000.00 Complete Emergency Notification System $0.00 8 Emergency Response Test $0.00 Select 100 Community Members (From Volunteers) $0.00 Trial Alert issued $0.00 Measurement of Emergency Response Plan Effectiveness $0.00 9 Asbestos Abatement $125,000.00 Hire Asbestos abatement firm $100,000.00 Asbestos Material Removed $0.00 Replace Removed Materials $25,000.00

10 Food Safety Program $10,000.00 Develop local Food Safety Laws $10,000.00 Identify POC $0.00

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Team A PM600 Working Plan :: Jennifer Brower PMP :: Naperville, IL

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