Comprehensive Emergency Management

Presented by Steve Davis

Principal, DavisLogic & All Hands Consulting

“Stuff” Happens

How do we manage the next emergency?

Are We Ready For Anything?

Eighty-one per cent of CEOs say that their company's plans were inadequate to handle the myriad of issues arising from the World Trade Center tragedy

Worst Case Scenario

“Plan for the worst possible event and then deescalate your strategies and procedures based on the impact of the threat.”

- Mark Weimerskirch, Emergency Management Coordinator

General Motors Global Headquarters June 1, 2000

What is a Comprehensive Emergency Management Program (CEMP)?

Emergency Management is the process of mitigating threats and preparing for,

responding to, and recovering from an emergency.

Planning is only one component of a CEMP. All hazards, mitigation, preparedness, training, testing, and coordination are all equally important activities.

Emergency Planning Concepts

Incident Command System (ICS/SEMS)All Hazards AddressedAll-inclusive – Everyone ParticipatesEmergency Response CoordinationEffective Crisis CommunicationTraining for Responders and EmployeesDisaster Recovery Communication and Information Sharing

What Does Comprehensive Emergency Management Include?

Comprehensive Emergency Management

Contingency Planning Disaster Recovery

Security Business Continuity/Recovery

Crisis Management Centers

CEMP Plan Components

CEMP MitigationDisaster Recovery

Business Continuity

Business Resumption

Contingency Planning

ObjectivePrevent or Reduce Impact

Critical Computer Apps

Critical Business Processes

Process Restoration

Process Workaround

Focus PreventionData Recovery

Process Recovery

Return to Normal

Make Do

Example

EventFlood Proofing

Mainframe or server failure

Laboratory Flood

Building FireLoss of Application

Solution Check ValveHot Site Recovery

Dry Out & Restart

New Equip. New Bldg.

Use Manual Process

Planning Process

Assess - identify and triage all threats (BIA)Evaluate - assess likelihood and impact of each threatMitigate - identify actions that may eliminate risks in advancePrepare – plan for contingent operations Respond – take actions necessary to minimize the impact of risks that materialize Recover – return to normal as soon as possible

Building a CEMP Plan

Business Impact Assessment

Identify critical systems, processes and functions;

Establish an estimate of the maximum tolerable downtime (MTD) for each business process;

Assess the impact of incidents that result in a denial of access to systems, services or processes; and,

Determine the priorities and processes for recovery of critical business processes.

BIA Review Factors

All Hazards Analysis Likelihood of Occurrence Impact of Outage on Operations System Interdependence Revenue Risk Personnel and Liability Risks

Risk Analysis MatrixP

rob

abil

ity

of

Lik

elih

oo

d

Severity of Consequence

High

Medium

Low

Low Medium High

Area of Major

Concern

Type of Prob- Human Property Business Mitigation Internal External

Hazard ability Impact Impact Impact Activities Resrcs Resrcs Total

Flooding 5 4 5 5 2 2 3 4.4Windstorm (IncludingTornado) 3 4 5 3 3 3 3 2.9Explosion 1 5 5 5 2 2 3 2.9Hardware/Software Failure 5 1 3 5 3 4 4 2.9Hazardous Material Incidents 4 3 2 4 3 2 3 2.8Terrorist Acts 1 5 4 4 1 2 2 2.7Fire 3 4 4 4 4 3 5 2.6Workplace Violence 3 5 2 3 1 4 4 2.4Loss of Lifelines 4 1 3 5 4 4 4 2.3Hurricanes and Tropical Storms 3 3 3 3 4 2 2 2.3Winter Storm 3 2 2 4 2 2 3 2.2Transportation Accidents 4 2 2 3 4 3 2 2.2Loss of Key Supplier/Customer 3 1 1 4 1 1 1 2.2Computer Crime or Attack 3 1 2 5 3 4 4 1.8Communications Failure 3 1 1 5 3 3 4 1.7Radiological Accident 2 4 1 4 3 4 3 1.7Civil Disturbance 1 3 4 3 2 3 4 1.6Earthquake 1 3 3 3 2 2 4 1.5Crime 2 2 2 1 4 4 4 0.6

Hazard Vulnerability Analysis Chart

Score based on a scale of 1 to 5 with 5 being the highest

Review External Dependencies

Suppliers

Contractors

Vendors

Your Organization

Clients / Customers

Conduit Organizations

Sister Businesses

Infrastructure Dependence (power, telecom, etc.)

System Up Time (computing, data,networks, etc.)

Develop Scenarios

How bad will the “big one” be? Loss of Lifelines? Supply Chain Disruptions? Civil unrest?

Develop various scenarios and pick which ones to plan for.

Developing Strategies

1. Understand alternatives and their advantages, disadvantages, and cost ranges, including mitigation and mutual aid as recovery strategies.

2. Identify viable recovery strategies with business functional areas.

3. Consolidate strategies.4. Identify off-site storage requirements and

alternative facilities.5. Develop business unit consensus.6. Present strategies to management to obtain

commitment.

Contingency Planning Process Phases

Assessment - organizing the team, defining the scope, prioritizing the risks, developing failure scenarios

Planning - building contingency plans, identifying trigger events, testing plans, and training staff

Plan Execution - based on a trigger event, implementing the plan (either preemptively or reactively)

Recovery - disengaging from contingent operations mode and restarting primary processes of normal operations by moving from contingency operations to a permanent solution as soon as possible.

It’s Not Enough Just to Plan

Use focus groups and brainstorming Seek “what can go wrong” Find alternate plans & manual work arounds Find innovative solutions to risks

Plans must be exercised Hold table top exercises for disasters Conduct “fire drills” of plans Train staff for action during emergencies

Emergency Management

Work with local and regional disaster agencies and business associations

Assess special problems with disasters Loss of lifelines Emergency response

Review and revise existing disaster plans

Look for new areas for disaster plans

Include Disaster Recovery Planning

Emergency Support Functions

1 Laws And Authorities 2 Hazard Identification And Risk Assessment 3 Hazard Management 4 Resource Management 5 Planning 6 Direction, Control And Coordination 7 Communications And Warning 8 Operations And Procedures 9 Logistics And Facilities 10 Training 11 Exercises 12 Public Education And Information 13 Finance And Administration 

Capabilities Assessment for Readiness Benefits

Identify existing strengths and weaknessesEvaluate the current state of readinessDevelop strategic plans to improve identified weaknesses for terrorism and other threatsJustify existing program staffing and budgetDemonstrate need for additional program development resources, e.g. staff, budget, support from other community agencies, etcSupport professional development and accreditation programs

Using the Incident Command Structure

Background

The Incident Command System in use today is an outgrowth of California’s FIRESCOPE program developed in the 1970s to improve management of large wildfires. It was designed to provide a commonly accepted management structure that would result in better decisions and more effective use of available resources. It was specifically designed for incidents that involve many local, state, and federal agencies and multiple political jurisdictions.

ICS Features

Standard OrganizationIncident Facilities Incident Action Plan Span Of ControlUnity of CommandCommon Responsibilities

Common ICS Terminology

Organizational Functions: Operations, Intelligence, Logistics, and Finance. Functions pre-designated and named for the ICS.

Resources: Refers to the combination of personnel and equipment

used in response and recovery.

Facilities: Common identifiers used for those facilities in and around

the incident area which will be used during the course of the incident. These facilities include the command center, staging areas, etc.

Modular Organization

ICS's organizational structure is modular.

As the need arises, functional areas may be developed.

Several branches may be established.

Structure based upon the needs of the incident.

One individual can simultaneously manage all major functional areas in some cases.

If more areas require independent management, someone must be responsible for that area.

Typical EOC Organization

P u b lic In fo rm ationE xte rn a l R e la tion s

In fo rm ation Tech n o log yA n a lys is

V u ln erab ility an dTh rea t A ssessm en tC on tin g en cy P lan s

P lan n in g

C os tTrack in gP o lic ies

A d m in /F in an ce

S u p p liesR esou rces

L og is tic s

In fras tru c treP rocesses

L in e-o f-B u s .L ife S a fe ty

O p era tion s

E m erg en cy M an ag er

C h ie f E xecu tive

Emergency Response and Recovery Teams

Incident Commander

SAFETY

Liaison

PublicRelations

LOGISTICS OPERTATIONS PLANNINGFINANCE

MEDICALUNIT

SECURITYFACILITIES

FOOD

COMMUNICATIONS

SUPPORTSERVICES

TIME

COST

DOCUMNETATION

Cisco’s EOC

Based on the Incident Command System

Incident Commander

In Charge At The Incident

Assigned By Responsible Jurisdiction Or Agency

May Have One Or More Deputy Incident Commanders

May Assign Personnel For Command Staff & General Staff

EOC Manager

Manages the EOC - not the incident

Makes sure everything is working

Maintains a safe environment

Optimizes efficiency

Facilitates and coordinates

Solves problems

EOC Staff Members

Check-in with the EOC Manager. Review the situation report (sit reps) and incident

logs. Make sure that your name is listed on the current

EOC organization chart. Review the staff Operating Guide (SOG) and set

up your work station. Start an incident log which details your actions

(chronologically.)

Ready to Roll?

Keys to Success

Vulnerabilities Clearly IdentifiedComprehensive Plan in PlacePlan Understood, Communicated and Updated Tested quarterly Adequately funded

Management Strategies

Lead a top-notch teamUpdate risk/threat assessmentsAssess all hazards and risksComplete and test contingency plans Design a robust Command CenterDrill the Command CenterImplement a system for command, control, communication, and intelligence

The Challenge of Coordination

Event Information Tracking

1. Stakeholder notices possible disruption

2. Alert message sent to the Command Center

3. Alert message evaluated by response managers

4. Incident Log opened to track each event

5. SOPs implemented using checklists

6. Tasks assigned according to plan

7. Resource allocation tracked in log

8. Task performance tracked in log

9. Status briefings and updates to stakeholders

External

Your Organization

CommandCenter Organization

Emergency Response Teams

Post toOperations Log

Task Assigned

ExecutiveBriefing

IncidentResponse Mgm’t

Plan ResponseTasking

TaskTracking

Stake-holders

Public

PublicRelations

ExecutiveGroup

ContingencyPlan Activated SOP Checklist

Activated

ProceduresImplemented

TeamsDeployed

PersonnelResourcesAssigned

Resources

PerformanceTracked

IncidentEstablished

EmergencyInput

Command Center Information Flow

Employee Customer Contractor Call Center ERT

State/FedGovt.

Local Govt.

Supplier

Other Businesses

Vendor

The Ideal Information System

Easy to use and robust information and decision management system

Central command and control Early alert communications function Event tracking and logging SOP and automated check lists Resource management Documentation of response actions for due

diligence

Elements of a Good Plan

Prevention, Response, Recovery, Remediation, Restoration

Top Priorities addressed first

Elements of a Good Plan

Action Plan responsibilities clearly definedCommunication alternatives are consideredRedundancies are in place

Elements of a Good Plan

Product sources are identified

Personnel sources are identified

For More Information

Contact:

Steve Davis, Principal

All Hands Consulting

AllHandsConsulting.com

Steve@ AllHandsConsulting.com