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41 0 50 100 150 200 250 Figure 3. Chart of risk metrics from Table 21. In Chapter 3 some shortfalls were developed by comparing the current tier level capability in the region identified in Chapter 2 with the tier level capabilities required based on the Jurisdictional Class selected for the region in Chapter 3. These basic shortfalls should be addressed first. For example, when evaluating the tier level performance capabilities, the lower tier level may have been specified because the emergency response organization could not perform up to the higher tier level requirement in those few areas. Thus, to perform at the higher tier level expected for the selected Jurisdictional Class, only a few capability upgrades might be required. Since these affect the overall performance of the emergency response organization, these should be addressed as soon as resources permit. The next part of the shortfall analysis focuses on upgrading the tier level performance for those scenarios that have the highest risk metric value. Frequently, the upgrade will affect several scenarios. Consequently, many shortfalls might be addressed by a single upgrade activity. The first step in this part of the approach is to order the scenarios by decreasing risk metric value. For this example (refer to Table 21), a large release of chlorine is the biggest concern, followed by a BLEVE of a rail tank car carrying ethylene. While this Guide does not recommend specific thresholds above which a scenarioâs risk metric warrants action, each jurisdiction can easily identify the top scenarios and examine the range of values for breakpoints that could be used as thresh- old values. Examination of Table 21 (see Figure 3) shows possible breaks at risk metric values of 75 and 24, so either can be used as a threshold for focusing the initial remediation efforts. C H A P T E R 8 Identifying Shortfalls where Additional/Different Capabilities Are Warranted
