Crisis Management Essentials

                                                                             Roberta J. Witt...
Silence is Not Always Golden…
   End                               Hot Zone                                               ...
Key Issues
1. What are the key considerations to think about
   when continually communicating during a crisis?

2. What a...
Key Issues
1. What are the key considerations to think about
   when continually communicating during a crisis?

2. What a...
Business Continuity
Management Components

                Crisis
              Management

 Business                  Eme...
Consideration #1: What is the Scope of Your
  Program?

Operational
                                      Administrative
•...
Consideration #2: Who/What Are Your Key Business
Resilience Stakeholders and Expectations?

   Stakeholder            Expe...
Consideration #3: Who Are Your Key
  External Crisis Management Partners?
Category           Description              Loca...
Consideration #4: What is the Role for
    Government in Crisis Management?
                            Tele-             ...
Consideration #5: Who's in Charge?
Internal Crisis Command Team
                                                          ...
Key Issues
1. What are the key considerations to think about
   when continually communicating during a crisis?

2. What a...
Crisis Management Process
 Goal: Establish authority and control, communication
                   and coordination

  C  ...
Crisis Management Plan Components
                         What needs to be
         Goals
                         accomp...
Crisis Command Center/Emergency
Operations Center Requirements
1. Team Makeup
2. Location: Physical and Virtual
3. Facilit...
Dr. Chandler’s Crisis Communications Life
Cycle
Key Issues
1. What are the key considerations to think about
   when continually communicating during a crisis?

2. What a...
Crisis Management Technologies

       BCM Planning


         Suites
              Emergency/
   Crisis       Mass
 Manag...
ENS Aware in action: Pepperdine University
– Wildfires in October/2007

                                     7:21 am      ...
Social Networking – Don’t Make it your ONLY Option
                                        The Distributed Social Web
 Soc...
Recommendations
 Establish crisis management and
 communications plans for all stakeholders.
 Deploy and expand emergency ...
Related Gartner Research
•   Research Roundup: Business Continuity Management and IT
    Disaster Recovery Management, 3Q0...
Crisis Management Essentials

                                                                             Roberta J. Witt...
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  1. 1. Crisis Management Essentials Roberta J. Witty Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
  2. 2. Silence is Not Always Golden… End Hot Zone Response Incident Join Review Exit Menu Menu 30-9 Harwood Elementary Type place or address Road Map Incident Red Zone Green Leigh Ave. Zone Responders Harwood Elementary First St. Aerial Camden Ave. Floor Plan Bay St. Santa Clarita Wind Evacuation Second St. Central Ave. Mesa St. Bishop Ave. Hazmat Town St. State St. Hydrants
  3. 3. Key Issues 1. What are the key considerations to think about when continually communicating during a crisis? 2. What are the key components of a crisis management program? 3. What are the key trends involved in the crisis communications technology market?
  4. 4. Key Issues 1. What are the key considerations to think about when continually communicating during a crisis? 2. What are the key components of a crisis management program? 3. What are the key trends involved in the crisis communications technology market?
  5. 5. Business Continuity Management Components Crisis Management Business Emergency Recovery Response BCM Contingency IT Disaster Planning Recovery Pandemic Planning
  6. 6. Consideration #1: What is the Scope of Your Program? Operational Administrative •Accident •Power Outage •Natural Disaster •Natural Disaster •Product Recall •Terrorism •Financial Fraud •IT Outage •Customer Dispute •Pandemic •Terrorism •Supply Chain •Pandemic •Supply Chain
  7. 7. Consideration #2: Who/What Are Your Key Business Resilience Stakeholders and Expectations? Stakeholder Expectations Customers Supplies and services to continue — or resume rapidly — in all situations Shareholders Management control intact and financial performance and investments protected Employees & Organized Lives and livelihoods to be protected Labor Executive Management The reputation of the firm, and themselves, will be protected Trading Partners Business network not interrupted by a crisis Suppliers Supply chain intact, to continue shipping Regulatory Authorities Requirements to be met, regardless of circumstances Insurance Companies Due care should be exercised Community Public safety protection
  8. 8. Consideration #3: Who Are Your Key External Crisis Management Partners? Category Description Location of Function Operation First Responders • Police/Fire Rescue • Command Center • Assessments Government Tiers • Emergency Medical • Incident Command • Needs Identification • Public Health Depts. • Security Services • Community • Public Information Transportation • Local Departments • Traffic Management • Manage Traffic • Public Works Center • Media • Local Emergency Operations Center Volunteer • Red Cross/Red • Shelter Stations • Relief Services Organizations Crescent • Mobile Feeding • Staff and/or Citizenry • Salvation Army Private Sector • Hotel Associations • On-Scene • Technical Expertise Partners • Specific Industries • Various Locations • Commodities • Medical Facilities • Logistics • Utilities BCM Vendors • BCM Planning • Recovery Site • Planning for BCM • Emergency/Mass • Vendor’s Site • BCM Execution Notification • Crisis Management
  9. 9. Consideration #4: What is the Role for Government in Crisis Management? Tele- Extended Assess, Communicator/ Initial Responders/ Incident CAD Transfer Responders Initiate Crisis Incident Communications Event Command • Reported • Event • Dispatch by • Working • Interact with description radio/MDT knowledge of unit leaders created • Activate multiagency • Resource command coordination activation State/Local — systems First Line of Response and center • Equipment Challenge of Connecting • Governance • Working locations Diverse Stakeholders knowledge of technical • Personnel capabilities changes • Emergency Management • Mutual Aid/Joint Powers U.S. National Policy Guidance • Determine • Vendor • Police communication notification • Fire/EMS • HSPD-5 (NIMS & NRP) requirements (satellite • HSPD-8 National phones) • Nongovernment • Incident Organizations Preparedness planning • Briefings • Mass Notify/Updates • Emergency Support • Arbitrate Functions • Establish and manage differences • Federal Involvement/Control
  10. 10. Consideration #5: Who's in Charge? Internal Crisis Command Team Federal Human Next of Resources Legal/ Levels Kin Compliance of State Government Public Local Medical Relations Law EMS Fire Community Business Enforcement Liaison Crisis Operations Command Missions Center Courtesy DHS SAFECOM Program Office. Regulatory EH&S Liaison • Crisis Management Phase Public Sector • Consequence Management Liaison Facilities Phase BCM / Customer IT DRM Relations
  11. 11. Key Issues 1. What are the key considerations to think about when continually communicating during a crisis? 2. What are the key components of a crisis management program? 3. What are the key trends involved in the crisis communications technology market?
  12. 12. Crisis Management Process Goal: Establish authority and control, communication and coordination C System Activation O M Initial Response M T U R Size Up N A I C Resource Activation C K A I T Ongoing Management N I G O Conclusion/"Mop Up" N S Post-Incident Analysis
  13. 13. Crisis Management Plan Components What needs to be Goals accomplished? Communicator Who is going to say it? Stakeholder Targets To whom? Message Content What exactly will they say? Delivery Method How? Delivery Frequency When? How often? Feedback Did you achieve your goal? Measures How do you know?
  14. 14. Crisis Command Center/Emergency Operations Center Requirements 1. Team Makeup 2. Location: Physical and Virtual 3. Facility 4. Power 5. Communications 6. Technology 7. Software/Applications 8. Office Supplies 9. Essentials 10.Documentation 11.Other – child care, etc.
  15. 15. Dr. Chandler’s Crisis Communications Life Cycle
  16. 16. Key Issues 1. What are the key considerations to think about when continually communicating during a crisis? 2. What are the key components of a crisis management program? 3. What are the key trends involved in the crisis communications technology market?
  17. 17. Crisis Management Technologies BCM Planning Suites Emergency/ Crisis Mass Management Notification BCM Software BCM Internal Portal • Telephony, email, instant messaging • Team collaboration • Social software • Audio/video/web conferencing • Contact Center Unified Communications – “Just” the Plumbing?
  18. 18. ENS Aware in action: Pepperdine University – Wildfires in October/2007 7:21 am 7:48 am 2:42 pm Campus community All residents asked to relocate Students, faculty, and staff notified. Students encouraged to return to instructed to remain in 10:38 am residences. Classes canceled residence halls. Faculty EOC team members asked to for next day and staff asked to relocate report to 10:45 briefing Access provided to Student 6:18 am 11:51 am Health and Counseling Centers EOC team is notified of Community updated on status fire and resulting power of fire and reminded to stay put. outage and instructed Classes and events cancelled to assemble 5:45 am A wildfire breaks out, Next day engulfing areas Classes resume surrounding the campus Post-incident analysis of processes and communications Flames and smoke cause closure of major roadways Incident lifecycle
  19. 19. Social Networking – Don’t Make it your ONLY Option The Distributed Social Web Social networking - Social profiles - Social network analysis Social collaboration - Wikis - Blogs (borderline social publishing) - Collaborative office Social media - Content sharing (tags) Enterprise Social Software Success Factors • Do not simply install software — "plant seeds" - Content aggregation • Build social applications: expertise location, - Social publishing dynamic documentation, idea engines, prediction Social validation markets, collaborative design, "crowdsourcing," - Social rating, ranking, answer markets commentary • Grow communities: official and unofficial roles, programs/projects, expertise, shared interests - Social content structure
  20. 20. Recommendations Establish crisis management and communications plans for all stakeholders. Deploy and expand emergency notification automation. Leverage social networking technologies where appropriate. Establish crisis management portals for internal stakeholders and external communities.
  21. 21. Related Gartner Research • Research Roundup: Business Continuity Management and IT Disaster Recovery Management, 3Q09, G00171038 • Toolkit Sample Template: Checklist for Data Center BCM/DR Risk Assessment • Toolkit: Crisis Command Center/Emergency Operations Center Checklist • Hype Cycle for Business Continuity Management, 2009, G00169503 • Highlights From the Gartner Business Continuity Management Summit, 2009, G00169677 • Activity Cycle Overview: Business Continuity Manager Role, G00161324 • Toolkit: Business Continuity Management Charter Best Practices and Template, G00166046 • Business Continuity Management Defined, 2008, G00159707
  22. 22. Crisis Management Essentials Roberta J. Witty Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.

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