Pentagon Emergency Management: Mitigation to Recovery

Introduction to Emergency Management at the Pentagon

The Federal Emergency Management Agency (FEMA) institutionalized emergency management in 1979 (Lindsay, 2012). Since then, various local and state organizations have incorporated emergency management into their practices. The field shifted from specialized preparedness against narrowly defined or single categories of hazard to an all-hazard approach that addresses potential threats to property and life through technological and environmental dangers, as well as local and foreign risks. The overarching goal of emergency management is not a reduction in security but rather an increased emphasis on making the country's emergency management capacity responsive to any significant emergency.

From the Second World War onward, emergency management largely focused on preparedness against a potential attack (Edwards, Goodrich, & Griffith, 2016). Community preparedness for all disasters requires establishing expertise and resources beforehand and arranging how they can be utilized when an incident occurs. However, preparation is merely one phase of managing emergencies. The entire process comprises four stages: mitigation, preparedness, response, and recovery.

Mitigation entails preventing or minimizing the effects of future events. Relief is attained through risk analysis, which provides information that forms the basis for standard mitigation actions (Lindsay, 2012). The Pentagon has developed risk mitigation measures to reduce the likelihood of attacks and minimize their consequences. Several stakeholders have been assigned different roles in protecting the building from attacks. The Pentagon has identified hazards and risks and developed structural measures to minimize or eliminate the impact of an occurrence. The attacks the Pentagon is protected against include natural, criminal, terrorist, and accidental hazards. Human-made threats include workplace violence, physical attacks, and terrorist attacks (Gallagher, 2014). Natural threats include wind-related events such as severe tornadoes and flooding, as well as winter storms. Effective preventive measures can disrupt the cycle of disaster destruction, costly restoration, and recurring damage, thereby constructing safer communities by reducing property damage and loss of life.

Mitigation: Preventing and Minimizing Hazard Impact

Among the mitigation measures undertaken by the Pentagon are building codes that address risks such as earthquakes, high winds, and fires. The demanding construction standards implemented across the United States save the country more than one billion dollars annually in prevented flood damages (Gallagher, 2014). For instance, houses built to National Flood Insurance Program (NFIP) standards incur fewer flood-related damages. After the 9/11 attacks, damaged structures were rebuilt with more resilient materials. The Pentagon also acquired insurance plans to cover the building against various forms of threat. Insurance is a critical mitigation step: if floods cause destruction, flood insurance protects the owner's investment and reduces the financial impact (Gallagher, 2014). The budgetary allocation for such measures may reach up to twenty-five percent of the institution's expenditure.

The preparedness phase primarily involves developing plans covering whom to call, where to go, and what to do before an event occurs, as well as the actions that will improve a facility's ability to handle an emergency successfully (Lindsay, 2012). Preparedness focuses on improving the capability to react to an occurrence by putting measures in place to ensure entities and personnel can respond to various incidents. Preparation entails arranging, consolidating, teaching, equipping, training, assessing, and employing countermeasures in an effort to ensure efficient coordination when responding to an incident (Edwards, Goodrich, & Griffith, 2016). While mitigation focuses on preventing a catastrophe, preparedness concentrates on developing procedures and equipment for when a threat actually strikes.

The Pentagon's preparedness measures include the installation of smoke detectors, holding disaster drills, installing warning devices, and constructing shelters. They also include providing disaster preparedness kits such as candles, flashlights, medicine, and food. Other measures include identifying sheltering and assembly zones, creating backup lifeline services including sewage, water, and power, posting emergency telephone numbers, and rehearsing evacuation plans (Weaver, Fahey, & Cohen, 2016). Additional preparedness activities include training personnel on emergency management, procuring resources such as medical stockpiles, water, and food, conducting surveillance and intelligence activities to identify potential threats, and maintaining adequate planning to enhance emergency response plans. The preparedness demonstrated during the 9/11 attacks was the product of hard work, outstanding leadership, extensive training, and sound organization exhibited by the team at the Pentagon and Arlington County. It is during the preparedness phase that the Facility Emergency Plan is developed.

This Facility Emergency Plan (FEP) holds emergency information for the Pentagon's occupants (Kiefer, 2015). It identifies individuals responsible for managing an emergency within the facility and outlines procedures recommended for responding to emergencies such as threatened incidents and hazardous material releases. All long-term guests, tenants, and employees of the Pentagon should be familiar with the key components of the Plan (Kiefer, 2015). Questions regarding the Plan should be directed to the appropriate supervisor or the Facility Safety Coordinator. Every individual who reviews this Plan should know:

• Exit points, evacuation routes, where to report for roll call after clearing a building, and the facility's exit point.
• How and when to evacuate a facility or building when necessary.
• Where emergency materials and supplies are located, and the required stations in case of an emergency, including first aid kits, pull alarms (where applicable), and fire extinguishers.
• The roles to perform during an emergency, including floor monitoring or roll taking during evacuation.
• Possible exposure to threats around and within the work area, as well as approaches individuals may use to protect themselves in case of an emergency.

Preparedness and the Facility Emergency Plan (FEP)

Copies of the Plan are kept at the Pentagon's Office of Environment, Health & Safety and at the Maintenance Operations Office. Each worker and resident of the facility has received an electronic copy of the Plan. Every Pentagon worker and resident should adopt the Plan and become familiar with its contents, where to assemble after evacuating the facility, and the key personnel to report to after clearing the building. Each Department Safety Coordinator plays a crucial role in training the people working at the Pentagon.

1.1 Facility Name: The Pentagon (Military Headquarters)

1.2 Description of the Facility

The Pentagon houses the Department of Defense (DoD), functions as the military headquarters, and is located in Arlington, Virginia (Bigler, n.d.). It houses all branches of the military, including the Air Force, Army, and Navy. At 6.24 million square feet of concrete structure covering thirty-four acres, it is the largest office building in the world (Bigler, n.d.). Construction of the Pentagon took seventeen months and the building began housing the War Department one day before America entered the Second World War. The groundbreaking ceremony for construction of the Pentagon took place on September 11, 1941 (Bigler, n.d.). From 1942 onward, the Pentagon has served as the central point for planning and operations of the American military. Important decisions made at the Pentagon during the Second World War include the development of the atomic bomb and the D-Day invasion of Europe. In the years that followed, the Pentagon was used to make critical decisions regarding the Cold War, the Vietnam War, and the wars in Iraq and Afghanistan. During the 9/11 attacks, the Pentagon was also struck, and the structure suffered severe damage, resulting in 184 deaths (Bigler, n.d.).

Given its iconic five-sided shape, the Pentagon is one of the most recognizable buildings in the world and has come to represent American military power. It is built on a site previously known as Arlington Farms. President Franklin Roosevelt approved the Pentagon's location to avoid obstructing the view of the U.S. Capitol from Arlington National Cemetery. The Pentagon functions much like a city unto itself, with more than 23,000 employees in both civilian and military capacities (Bigler, n.d.). It has transport facilities, 16 parking lots covering approximately 67 acres, 17 miles of corridors, 130 stairways, 19 escalators, numerous shopping and food vendors, dry cleaners, and banking facilities (Bigler, n.d.). The refrigeration plant alone covers an acre, and more than 100,000 miles of cables run through the building (Bigler, n.d.). Although the network of staircases, elevators, escalators, and corridors is designed to facilitate movement, navigating the Pentagon can be overwhelming. The Pentagon even developed a website to help newly assigned staff learn how to navigate the building.

1.3 Contact Information for the Facility's Manager

Building Manager: [redacted] | Building X, Office Room 405, Extension 1054
Assistant Building Manager: [redacted] | Building Y, Office 512, Extension 2053

1.4 Assembly Point during an Emergency

In front of the building at the parking lot area.

1.5 Selected Disaster Team

Leaders for Assembly Point during an Emergency: [redacted], Extension 1903
Sweepers: [redacted] — Extensions 5428, 1529, 2172
SERT Member: [redacted], Extension 0173

1.6 Directives for Selected Disaster Teams

Crisis teams have been designated for every floor of the Pentagon. In the event of an emergency, each team member must carry out the following activities. It is the responsibility of Emergency Team members not to put themselves at risk (Newton, 2013). Therefore, they must evaluate the possible threat before taking any action.

Leader for the Assembly Location
1. Once the alarm sounds, leave the structure and proceed to the parking lot, which functions as the assembly point for guiding people (Payant, 2016).
2. Once the fire department confirms the building is safe and people may return, convey the message appropriately.

Team Sweepers
1. Conduct an immediate sweep of your designated area. Sweeping ensures that all personnel are evacuated from the structure. Crisis Team members must notify Sweeper 2 upon finding any individuals who refuse to or are unable to leave the structure, or sections that cannot be accessed for searching (Newton, 2013). Do not risk your life attempting to persuade persons who do not want to leave the building.
2. Proceed to your designated location once the allocated sweep is complete.
3. When at the location: guide people to the assembly area; do not allow anyone to re-enter the structure before clearance is approved; notify Sweeper 2 of your sweep status; and remain at the station until released by the fire department or Assembly Point Leader.

Team Sweeper 2
1. Perform an immediate sweep of your designated section.
2. Confirm the availability of the rest of the team at every post and their sweep status.
3. Provide the Assembly Point Leader with all information as supplied by the other sweepers, and remain in the assembly area until released by the fire department or the Assembly Point Leader.

1.7 Uncommon Threats: None

2.1 Identifying and Responding to the Alarm

Fire Alarm: Evacuate the structure immediately and proceed to the assembly area.
Evacuation Alarm: Evacuate the structure immediately and proceed to the assembly area.

2.2 Service Shut-offs

Switching off the structure's utilities during an emergency is essential.

Elevator: Service Room (Room 090), situated on the first floor behind the elevator.
Water: Outside, at the rear of the building.
Electricity: Downstairs Room 052 and Upstairs Room 421.

3.1 Immediate Disaster Warning for Life-Threatening Scenarios

Dial 9-911 from a SLAC telephone or 9-911 from a public phone, or contact the Palo Alto Dispatcher at 9-321-2231.

3.2 Non-Life-Threatening Emergency Contacts

Hazardous Spills or Waste Management (Mon–Fri, 8 am–5 pm): Ext. 2351 | Fire Station: Ext. 0161 | Main Control Center (MCC): Ext. 2513 | Site Engineering & Maintenance: Ext. 1663 | Environmental, Safety & Health: Ext. 1251 | Medical Department (Mon–Fri, 8 am–5 pm): Ext. 1424 | SAC Security: Ext. 2619

3.3 Emergency Equipment Inventory