Comprehensive Emergency Management Overview Presented by Steve Davis Principal, All Hands Consulting
Introductions
The All Hands Team <ul><li>Steve Davis : Principal (29 yrs exp.) </li></ul><ul><li>Rick LaValla : Principal (31 yrs exp.) ...
Best Practices <ul><li>All Hands methods and CEMP products are based on established “best practices” and industry standard...
All Hands Capabilities <ul><li>Extensive experience in preparing Continuity and Emergency Plans. </li></ul><ul><li>Partici...
Are We Ready For Anything? Eighty-one per cent of CEOs say that their company's plans were inadequate to handle the myriad...
Local Disruptions
 
 
Definitions
What is Emergency Management? <ul><li>Emergency Management is the process of mitigating threats and preparing for, respond...
The Four Phases of Emergency Management Mitigation Recovery Preparedness Response
What’s an Emergency? <ul><li>An unexpected situation or event, which places life and/or property in danger and requires an...
Comprehensive Emergency Management (CEM) <ul><li>An integrated approach to the management of all emergency programs and ac...
CEMP Methodology <ul><li>The development of a CEMP requires a thorough review of existing emergency plans, hazard vulnerab...
CEMP Plan <ul><li>Contains policies, authorities, concept of operations, legal constraints, responsibilities, and emergenc...
 
CEMP Program <ul><li>Provides the framework for development, coordination, control, and direction of all CEM planning, pre...
Comprehensive Emergency Management Contingency Planning Disaster Recovery Security Business Continuity  Crisis Communicati...
CEMP Plan Components Check Valve Flood Proofing Prevention Prevent or Reduce Impact Mitigation Use Manual Process New Equi...
CEM Planning Activities <ul><li>Obtaining executive support;  </li></ul><ul><li>Developing a work schedule;  </li></ul><ul...
What are Functions? <ul><li>Essential functions are those functions that must continue to be performed under any circumsta...
Methodology <ul><li>We will produce the CEMP through: </li></ul><ul><li>Close collaboration with your staff - operating as...
NFPA 1600 <ul><li>A “Standard on Disaster/Emergency Management and Business Continuity. </li></ul><ul><li>It may become th...
1600 Methodologies <ul><li>Addresses methodologies for defining and identifying risks and vulnerabilities and provides pla...
Building a CEMP Plan
Today’s Approach to EM <ul><li>Decentralization of responsibilities </li></ul><ul><li>Focus on all phases (mitigation, pre...
Emergency Planning Concepts <ul><li>Incident Command System (ICS) </li></ul><ul><li>All Hazards Addressed </li></ul><ul><l...
Planning Process <ul><li>Assess  – identify and triage all threats (BIA) </li></ul><ul><li>Evaluate  – assess likelihood  ...
ICS   Features <ul><li>Standard Organization </li></ul><ul><li>Incident Facilities  </li></ul><ul><li>Incident Action Plan...
Common ICS Terminology <ul><li>Organizational Functions: </li></ul><ul><ul><li>Operations, Intelligence, Logistics, and Fi...
Modular Organization <ul><li>ICS's organizational structure is modular. </li></ul><ul><li>As the need arises, functional a...
Typical EOC Organization Emergency Response and Recovery Teams
Incident Action Plan (IAP) Concepts <ul><li>Planning process has been developed as a part of the ICS to assist planners in...
Incident Action Plan (IAP) Responsibilities <ul><li>Planning Chief - conducts a planning meeting and coordinates preparati...
Collaboration <ul><li>Used to develop an effective customer-focused CEMP covering the full range of activities. </li></ul>...
Management Strategies <ul><li>Lead a top-notch team </li></ul><ul><li>Assess all hazards and risks </li></ul><ul><li>Compl...
Leadership is Important <ul><li>Your Leadership is the most critical success factor. </li></ul><ul><li>To be successful, t...
Next Steps <ul><li>Create Emergency Management Team </li></ul><ul><ul><li>a. Provide management involvement </li></ul></ul...
For More Information   <ul><li>Contact: </li></ul><ul><li>Steve Davis, Principal </li></ul><ul><li>All Hands Consulting </...
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  • Recent events have made it clear that you need to be ready for anything. Business that are not prepared typically fail after suffering a disaster.
  • ## * * 07/16/96
  • Comprehensive Emergency Management is a poorly understood term.  It is generally defined to be a broad process aimed at the reduction of loss of life and property and the protection of assets from all types of hazards through a risk-based program of mitigation, preparedness, response and recovery. When properly implemented, CEM includes many of the related activities included in specialty areas such as business continuity and disaster recovery.
  • ## * * 07/16/96
  • CEMP_Corporate.ppt

    1. 1. Comprehensive Emergency Management Overview Presented by Steve Davis Principal, All Hands Consulting
    2. 2. Introductions
    3. 3. The All Hands Team <ul><li>Steve Davis : Principal (29 yrs exp.) </li></ul><ul><li>Rick LaValla : Principal (31 yrs exp.) </li></ul><ul><li>Roseanne Rostron : Project Manager, CBCP (11 yrs exp. including Fortune 100 & Global 500 clients) </li></ul><ul><li>Lee Goldstein : CBCP, CNE (12 yrs exp. including AT&T, 20 th Century Fox) </li></ul><ul><li>Gregg Jacobsen : CBCP (16 yrs exp. including Business Continuity Manager - Computer Sciences Corporation) </li></ul><ul><li>We have 325 members in the All Hands Consortium </li></ul>
    4. 4. Best Practices <ul><li>All Hands methods and CEMP products are based on established “best practices” and industry standards. </li></ul><ul><li>All Hands has established the benchmark in comprehensive emergency management and continuity planning. </li></ul><ul><li>This project would bring it all together… </li></ul>
    5. 5. All Hands Capabilities <ul><li>Extensive experience in preparing Continuity and Emergency Plans. </li></ul><ul><li>Participated in a FEMA “model systems project” to determine the best approaches to planning. </li></ul><ul><li>Developed FEMA's Capability Assessment for Readiness program describing optimum characteristics for emergency programs. </li></ul><ul><li>Produced best practices for emergency management, disaster response, business continuity, emergency preparedness, and other programs nationwide. </li></ul>
    6. 6. 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
    7. 7. Local Disruptions
    8. 10. Definitions
    9. 11. What is Emergency Management? <ul><li>Emergency Management is the process of mitigating threats and preparing for, responding to, and recovering from an emergency. </li></ul>Planning is only one component of a CEMP. Hazard mitigation, preparedness, training, testing, and coordination are all equally important activities.
    10. 12. The Four Phases of Emergency Management Mitigation Recovery Preparedness Response
    11. 13. What’s an Emergency? <ul><li>An unexpected situation or event, which places life and/or property in danger and requires an immediate response to protect life and property. </li></ul>
    12. 14. Comprehensive Emergency Management (CEM) <ul><li>An integrated approach to the management of all emergency programs and activities for all four emergency phases (mitigation, preparedness, response, and recovery), for all types of emergencies and disasters (natural, man-made, and attack.) </li></ul><ul><li>Includes continuity, disaster recovery, and related activities. </li></ul>
    13. 15. CEMP Methodology <ul><li>The development of a CEMP requires a thorough review of existing emergency plans, hazard vulnerabilities, and disaster response requirements. </li></ul><ul><li>The CEMP will need to identify, prepare for, and reduce the risk from all hazards, and include baseline assessments, mitigation planning, COOP & COG, response/recovery planning, readiness, and a terrorism response plan. </li></ul>
    14. 16. CEMP Plan <ul><li>Contains policies, authorities, concept of operations, legal constraints, responsibilities, and emergency functions to be performed. Agency response plans, responder SOPs, and specific incident action plans are developed from this strategic document. </li></ul>
    15. 18. CEMP Program <ul><li>Provides the framework for development, coordination, control, and direction of all CEM planning, preparedness, readiness assurance, response, and recovery actions </li></ul>The plan documents the program
    16. 19. Comprehensive Emergency Management Contingency Planning Disaster Recovery Security Business Continuity Crisis Communications Traditional Emergency Management
    17. 20. CEMP Plan Components Check Valve Flood Proofing Prevention Prevent or Reduce Impact Mitigation Use Manual Process New Equip. New Bldg. Dry Out & Restart Hot Site Recovery Solution Loss of Application Building Fire Laboratory Flood Mainframe or server failure Example Event Make Do Return to Normal Process Recovery Data Recovery Focus Process Workaround Process Restoration Critical Business Processes Critical Computer Apps Objective Contingency Planning Business Resumption Business Continuity Disaster Recovery CEMP
    18. 21. CEM Planning Activities <ul><li>Obtaining executive support; </li></ul><ul><li>Developing a work schedule; </li></ul><ul><li>Identify Essential Functions; </li></ul><ul><li>Conducting a Risk/Vulnerability Assessment, Business Impact Assessment, and Develop Recovery Strategies; </li></ul><ul><li>Assembling and coordinating the plan; and, </li></ul><ul><li>Maintaining the plan and the program. </li></ul>
    19. 22. What are Functions? <ul><li>Essential functions are those functions that must continue to be performed under any circumstance </li></ul><ul><li>Ensure proper staffing of those functions </li></ul><ul><li>Identify mission critical data and systems supporting the critical data and systems supporting the essential functions </li></ul>
    20. 23. Methodology <ul><li>We will produce the CEMP through: </li></ul><ul><li>Close collaboration with your staff - operating as part of the team. </li></ul><ul><li>Using documented best practices in CEMP and Continuity Plans development. </li></ul><ul><li>Adherence to industry standards </li></ul>
    21. 24. NFPA 1600 <ul><li>A “Standard on Disaster/Emergency Management and Business Continuity. </li></ul><ul><li>It may become the industry standard for all organizations, including governments and businesses. </li></ul><ul><li>Describes the basic criteria for a comprehensive program that addresses disaster recovery, emergency management, and business continuity. </li></ul>
    22. 25. 1600 Methodologies <ul><li>Addresses methodologies for defining and identifying risks and vulnerabilities and provides planning guidelines which address: </li></ul><ul><ul><li>Restoration of the physical infrastructure </li></ul></ul><ul><ul><li>Protecting the health and safety of personnel </li></ul></ul><ul><ul><li>Crisis communications procedures </li></ul></ul><ul><ul><li>Management structures for both short-term recovery and ongoing long-term continuity of operations </li></ul></ul>
    23. 26. Building a CEMP Plan
    24. 27. Today’s Approach to EM <ul><li>Decentralization of responsibilities </li></ul><ul><li>Focus on all phases (mitigation, preparedness, response, and recovery) and all hazards (natural, man-made, and attack) </li></ul><ul><li>Public-Private Partnerships </li></ul><ul><li>Community Involvement </li></ul><ul><li>Community Resilience </li></ul>
    25. 28. Emergency Planning Concepts <ul><li>Incident Command System (ICS) </li></ul><ul><li>All Hazards Addressed </li></ul><ul><li>All-inclusive – Everyone Participates </li></ul><ul><li>Emergency Response Coordination </li></ul><ul><li>Effective Crisis Communication </li></ul><ul><li>Training for Responders and Employees </li></ul><ul><li>Disaster Recovery </li></ul><ul><li>Communication and Information Sharing </li></ul>
    26. 29. Planning Process <ul><li>Assess – identify and triage all threats (BIA) </li></ul><ul><li>Evaluate – assess likelihood and impact of each threat </li></ul><ul><li>Mitigate – identify actions that may eliminate risks in advance </li></ul><ul><li>Prepare – plan for contingent operations </li></ul><ul><li>Respond – take actions necessary to minimize the impact of risks that materialize </li></ul><ul><li>Recover – return to normal as soon as possible </li></ul>
    27. 30. ICS Features <ul><li>Standard Organization </li></ul><ul><li>Incident Facilities </li></ul><ul><li>Incident Action Plan </li></ul><ul><li>Span of Control </li></ul><ul><li>Unity of Command </li></ul><ul><li>Common Responsibilities </li></ul>
    28. 31. Common ICS Terminology <ul><li>Organizational Functions: </li></ul><ul><ul><li>Operations, Intelligence, Logistics, and Finance. </li></ul></ul><ul><ul><li>Functions pre-designated and named for the ICS. </li></ul></ul><ul><li>Resources: </li></ul><ul><ul><li>Refers to the combination of personnel and equipment used in response and recovery. </li></ul></ul><ul><li>Facilities: </li></ul><ul><ul><li>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. </li></ul></ul>
    29. 32. Modular Organization <ul><li>ICS's organizational structure is modular. </li></ul><ul><li>As the need arises, functional areas may be developed. </li></ul><ul><li>Several branches may be established. </li></ul><ul><li>Structure based upon the needs of the incident. </li></ul><ul><li>One individual can simultaneously manage all major functional areas in some cases. </li></ul><ul><li>If more areas require independent management, someone must be responsible for that area. </li></ul>
    30. 33. Typical EOC Organization Emergency Response and Recovery Teams
    31. 34. Incident Action Plan (IAP) Concepts <ul><li>Planning process has been developed as a part of the ICS to assist planners in the development of a plan in an orderly and systematic manner. </li></ul><ul><li>Incidents vary in complexity, size, and requirements for detailed plans. </li></ul><ul><li>Not all incidents require detailed plans. </li></ul>
    32. 35. Incident Action Plan (IAP) Responsibilities <ul><li>Planning Chief - conducts a planning meeting and coordinates preparation of the incident action plan. </li></ul><ul><li>Incident Manager - conducts planning meeting and coordinates preparation of the IAP. </li></ul><ul><li>Operations Chief - conduct the planning meeting and coordinates preparation of the IAP. </li></ul><ul><li>Finance Chief - provides cost implications of control objectives as required. </li></ul><ul><li>Logistics Chief - ensures resources. </li></ul>
    33. 36. Collaboration <ul><li>Used to develop an effective customer-focused CEMP covering the full range of activities. </li></ul><ul><li>Ensures that the plan is understood and “owned” by all officials. </li></ul><ul><li>Improves communication and coordination between departments. </li></ul><ul><li>Provides the subject matter expertise necessary to achieve project objectives. </li></ul>
    34. 37. Management Strategies <ul><li>Lead a top-notch team </li></ul><ul><li>Assess all hazards and risks </li></ul><ul><li>Complete and test contingency plans </li></ul><ul><li>Design a robust Command Center </li></ul><ul><li>Drill the Command Center </li></ul><ul><li>Implement a system for command, control, communication, and intelligence </li></ul>
    35. 38. Leadership is Important <ul><li>Your Leadership is the most critical success factor. </li></ul><ul><li>To be successful, this effort will need to be seen as a priority program. </li></ul><ul><li>We will all need to work closely together. </li></ul><ul><li>Your staff will need to be available and will need to provide information to the consultant team. </li></ul>
    36. 39. Next Steps <ul><li>Create Emergency Management Team </li></ul><ul><ul><li>a. Provide management involvement </li></ul></ul><ul><ul><li>b. Ensure support and commitment </li></ul></ul><ul><li>Inventory and Prioritize Functions </li></ul><ul><ul><li>a. I.D. all departmental contacts </li></ul></ul><ul><ul><li>b. Inventory functions and prioritize </li></ul></ul><ul><ul><li>c. Complete Questionnaires, etc. </li></ul></ul><ul><li>Develop Strategies </li></ul><ul><li>Draft Plans </li></ul>
    37. 40. For More Information <ul><li>Contact: </li></ul><ul><li>Steve Davis, Principal </li></ul><ul><li>All Hands Consulting </li></ul><ul><li>AllHandsConsulting.com </li></ul><ul><li>Steve@ AllHandsConsulting.com </li></ul>
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