Comprehensive Emergency Management Program
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Comprehensive Emergency Management Program

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  • Terrorist Attacks caused $500 M data and systems damage. $15.8 B Cost of restoring All IT and Communications. $8.1B long term cost to enterprises. FEMA: WTC disaster: NY economy $60B Insurance payouts: $25B, which will top Hurricane Andrew 1992 $19B Biggest loss was in paper. BCP is just part of emergency planning and disaster preparedness. A comprehensive approach to emergency management is needed for all types of events, large and small.
  • Stuff happens all the time. Businesses have both property and intellectual capital at risk. While the recent terrorist acts have heightened disaster preparedness concerns, disastrous calamities can happen anywhere and any time. For instance, this past June, medical researchers in Houston suffered a devastating blow when flooding from Tropical Storm Allison destroyed thousands of records and research animals. Research data was lost due to a lack of proper disaster planning. Both paper and electronic data were lost due to a lack of basic back-up precaution. One-of-a-kind property was lost when floodwaters burst through a wall and destroyed centuries old art collections, equipment, and music scores.
  • 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 Steve introduced – gives introduction to disaster planning – assumes they are well aware of concepts Gives very quick overview of issues
  • ## * * 07/16/96
  • ## * * 07/16/96
  • ## * * 07/16/96 Explain use of focus group We are going to do a table top of sorts to identify information management issues Informal, will stop and ask questions Think about what you would be doing at the office
  • These 13 Emergency Management Functions (EMFs) comprise the elements of a community emergency management program as prescribed by FEMA. Used in CAR to assess readiness in these areas.
  • ## * * 07/16/96
  • ## * * 07/16/96
  • ## * * 07/16/96 Specific Vulnerabilities – changes from company to company, industry to industry – R&D clearly has some unique issue but many are the same. Comprehensive – covering all types of disasters: deliberate, unintentional, all aspects of operations: people, premises, hardware, software, communications, data Understood, communicated and updated: Plan is no good if no one knows where it is. Must evolve as businesses evolve. Tested quarterly: Kemper Insurance: all 225 employees survived. Full disaster recovery drill June including PC’s. All data was backed up to Chicago. Didn’t plan on air space to be closed. Fully operational by Friday the 14 th . Oppenheimer Funds had 598 staff, all survived. Plan in Place since 1993, tested every six months. Hot site in New Jersey. Had to rebuild an NT domain so workers could access e-mail over a VPN. Forgot about how employees would access the data. Adequately funded: When times are tight, it’s one of the first things to go.
  • ## * * 07/16/96
  • ## * * 07/16/96 Keep things from happening if you can If they do happen, act quickly and properly Salvage what you can Fix what caused the problem Get back to business as usual Challenges: establishing High priorities. What is a high priority to the CFO is not what is important to the Director of Sales, is not what is important to the COO. CFO: financial records Sales: Customer data COO: Intellectual Capital
  • ## * * 07/16/96 Action Plans spell out who is to do what, when and how. Third parties need to know. Vendor who will supply. For spare parts, facilities. First in command Communication alternatives considered. Internet walkie talkies Redundancies: communication lines/carriers, redundant drives, servers, redundant data: tape drives, data vaulting. Hot sites.. Question to ask: How much does it cost us for every hour our systems are inoperable?
  • ## * * 07/16/96 Where are you going to get PC’s? Spare parts Personnel sources: temp agencies, cross training and knowledge bases. Gartner Group: New approaches since 9/11: increased use of telecommuting, moving out of the city into cheaper space and split technology and staff into multiple locations. People trained in multiple jobs, so if you have loss of lives, that knowledge base survives. Collaboration and knowledge bases software will increase.

Comprehensive Emergency Management Program Comprehensive Emergency Management Program Presentation Transcript

  • 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 Addressed
    • All-inclusive – Everyone Participates
    • Emergency Response Coordination
    • Effective Crisis Communication
    • Training for Responders and Employees
    • Disaster 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 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
  • Planning Process
    • Assess - identify and triage all threats (BIA)
    • Evaluate - assess likelihood and impact of each threat
    • Mitigate - identify actions that may eliminate risks in advance
    • Prepare – 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 Matrix Probability of Likelihood Severity of Consequence High Medium Low Low Medium High Area of Major Concern
  •  
  • Review External Dependencies 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
    • Understand alternatives and their advantages, disadvantages, and cost ranges, including mitigation and mutual aid as recovery strategies.
    • Identify viable recovery strategies with business functional areas.
    • Consolidate strategies.
    • Identify off-site storage requirements and alternative facilities.
    • Develop business unit consensus.
    • 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 weaknesses
    • Evaluate the current state of readiness
    • Develop strategic plans to improve identified weaknesses for terrorism and other threats
    • Justify existing program staffing and budget
    • Demonstrate need for additional program development resources, e.g. staff, budget, support from other community agencies, etc
    • Support 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 Organization
    • Incident Facilities
    • Incident Action Plan
    • Span Of Control
    • Unity of Command
    • Common 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 Emergency Response and Recovery Teams
  • 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 Identified
    • Comprehensive Plan in Place
    • Plan Understood, Communicated and Updated
      • Tested quarterly
      • Adequately funded
  • Management Strategies
    • Lead a top-notch team
    • Update risk/threat assessments
    • Assess all hazards and risks
    • Complete and test contingency plans
    • Design a robust Command Center
    • Drill the Command Center
    • Implement 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 Command Center Organization Emergency Response Teams Post to Operations Log Task Assigned Executive Briefing Incident Response Mgm’t Plan Response Tasking Task Tracking Stake-holders Public Public Relations Executive Group Contingency Plan Activated SOP Checklist Activated Procedures Implemented Teams Deployed Personnel Resources Assigned Resources Performance Tracked Incident Established Emergency Input Command Center Information Flow Employee Customer Contractor Call Center ERT State/Fed Govt. 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 defined
    • Communication alternatives are considered
    • Redundancies 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