Hurricane Katrina's flooding of New Orleans illustrates the tremendous damage potential posed by storm surge--water pushed ashore by the winds associated with the storm. Coupled together with normal tides, average water levels can increase 15 feet or more. Wind-driven waves on top of the storm tide can cause severe flooding in coastal areas, particularly when the storm tide coincides with the normal high tides.

Although insurers and brokers license the computer models of various vendors to assess their disaster exposure, individual companies also can contract with these firms to model their portfolios.

Many public emergency managers also have access to others models and maps that can identify facilities located in or near flood zones, or within storm surge inundation areas.

While catastrophe models can estimate property damage, business interruption is specific to a company's facility, operations, suppliers and employees. A business impact analysis should be completed to quantify the impact a hurricane could have on all facilities in hurricane-prone areas.

When conducting the impact analysis, consider the possibility of damage to multiple facilities. Evaluate the potential impact of loss of electrical power, potable water, sanitary sewerage, telecommunications and other critical infrastructure.

Also to be considered are the impact of damage to roads, tunnels and bridges, and the difficulty in moving people, equipment and supplies into the area in the days following a storm.

Risk managers must assess the potential damage to multiple facilities--even facilities located hundreds of miles apart. Even if a company facility is not located in a hurricane-prone area, risk managers should determine if critical suppliers are susceptible to damage resulting in failure to provide goods or services.

Hazard mitigation should begin early in the process with site selection. Locating new facilities away from coastal wind or storm surge exposure and outside 500-year flood zones should always be considered during the planning phase.

During any building phase, contractors should design and install roof coverings to meet wind uplift resistance standards--especially for the perimeter and corners, which are exposed to higher uplift than the center of a roof.

Exterior openings subject to damage from flying debris (which can be as devastating and deadly as missiles) should be protected to prevent breakage. Consider exterior glazing systems or hurricane shutters for protection. Exterior doors must close securely, so inspect the integrity of hardware and repair as necessary.

Any exterior signs, antennas, storage, small buildings, tanks and equipment are highly susceptible to damage from wind, floodwaters and storm surge. If these items cannot be removed prior to a storm, they need to be properly secured to prevent dislocation and damage.

Low-lying areas vulnerable to surface flooding need to be identified early so that plans for additional drainage--or placement of sandbags--can be put in place. Otherwise floodwaters can enter buildings and exterior storage areas.

Preparation for landfall of a major hurricane requires tremendous effort. Unfortunately, time is limited and there may be less time available if the forward speed of a storm increases.

Mandatory evacuation orders can be expected 24 hours before forecasted landfall. This means sufficient time must be allocated so that employees can prepare their own homes and families.

Since time is such a precious commodity, thorough advance planning is needed to identify and prioritize tasks that must be completed, determine resource requirements and organize personnel to complete preparations within the time available.

A leader with a thorough understanding of the facility, operations, resources and hurricane-related hazards needs to be assigned to the hurricane response team.

This manager should have authority to activate the emergency response plan when hurricane watches or warnings are posted. The manager also should be vested with authority to shut down operations and procure and direct resources as necessary to carry out the hurricane plan.

Another key position on the response team is a weather monitor--who must track approaching storms and provide up-to-date forecasts of a storm's track, intensity and expected landfall.

This person needs to be able to obtain, review, communicate and post for all employees official information from the National Hurricane Center, local meteorologists and public emergency management officials.

Hurricane tracking charts or software to document the progress of the storm will be needed. Internet URL links should be added to the weather monitor's computer to access forecasts and advisories from the National Hurricane Center (http://www.nhc.noaa.gov/) and local emergency management officials.

Effective emergency management requires a management system--which is also required by our National Preparedness Standard (NFPA 1600.) The hurricane response team should be organized to fulfill the basic functional roles under incident command.

For example, the leader of the team would serve as incident commander with support staff to oversee safety, liaise with government officials, and communicate with internal and external stakeholders. Operational teams should be organized within each department to make sure all are prepared for the storm.

A conference room can easily be converted into an emergency operations center. It should be equipped with two-way radios (if used on-site), wired and wireless telephones, a speakerphone, fax, Internet, television and weather radio. It also needs intranet connectivity to receive weather broadcasts, communicate throughout the facility, and communicate with company officials, contractors, suppliers, employees and others outside the facility.

Also on hand should be flip charts, markers, pens, tape and other supplies to develop, post and track a hurricane's progress.