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Crisis Mgt Presentation

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Crisis

Crisis


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  • 1. We Must Be Ready
  • 2. We Must Be Ready
  • 3. When you are walking through the flames
  • 4. You should be thinking about What’s Next?
  • 5. A Crisis of Sorts?
  • 6. Violence Crisis
  • 7. A “Dilbert” View
  • 8. Hazards: The List Continues to Expand
    • Natural Hazards – hurricanes, earthquakes, tornadoes, floods
    • Terrorism – the threat continues to loom large
    • Workplace Violence – becoming more frequent
    • Power Outages – blackouts, brownouts, rolling blackouts
    • Fires, Explosions, Chemical Releases
    • Security Threats- new generation of eCrime
  • 9. New Breed of Damaging Brand Attacks
    • Classic Phishing
    • Vishing (aka: VoIP phishing using phones)
    • SMiShing (test message to a link that installs a Trojan)
    • Malware
    • 419 Scams ( morphed Nigerian letter scam gone cyber)
    • Blended Abuse
    • H1N1 Treatment Products Fraud
  • 10. New Security Threats Economy Driven
    • A DuPont scientist stole $400 million in intellectual property from him employer in the form of 16, 706 documents and over 25,000 scientific abstracts
    • An employee working in a Texas physician’s office that was contracted to treat FBI agents attempted to sell an agent’s health records to drug traffickers for $500.
    • A Federal Emergency Management Agency employee stole the identity information of 200 people and opened $150,000 in credit accounts.
  • 11. 21 st Century Hacktivism
    • Microsoft’s Irish website defaced
    • FBI website defaced
    • Scotland Yard career website defaced
    • Hackers invade Obama website: users redirected to Clinton campaign website
    • Safe website let you embarrass people in high places- ananomize
    • Palin’s Yahoo mail hacked- published on wikileaks.org
    • Blackmail and Extortion using stolen information
  • 12. Understanding Key Terms
    • Emergency Management –
      • An Ongoing Process to:
        • Prevent, mitigate, prepare for, respond to, and recover …
        • From an incident that threatens life, property, operations, or the environment.”
    • Examples
      • Medical Emergencies
      • Fires or explosions
      • Natural hazards
      • Hazardous material spills or releases
      • Security threats
  • 13. Terms
    • Business Continuity
      • An ongoing process to successfully:
        • Identify the impact of potential losses
        • Apply viable recovery strategies and plans
        • Maintain continuity of services
    • Needed When . . .
      • Interruption or loss of:
        • Technology: hardware, software, data, connectivity
        • Operations: critical facility, building, process, system, equipment
        • Transportation: air, land
        • Communication
      • Essential personnel unavailable
  • 14. Terms
    • Crisis Management
      • Crisis: situation threatens to significantly harm:
        • Operations
        • Financial Results
        • Reputation or Image
        • Relations with Key Stakeholders
      • Needed When . . .
        • Accident, Natural or Environmental Disaster
        • Financial Troubles
        • Rumors or Scandals
        • Litigation
        • Strategic/Business Environment
        • Terrorism/Cyber Terrorism
        • Media Reports
  • 15. Developing an Integrated Program
  • 16. Integrated Plan
  • 17. Lessons Learned from Disruptive Events
  • 18. Normal life may be impacted
  • 19. It could be difficult to travel
  • 20. Assistance might be delayed
  • 21. Typical Challenges
    • No electricity
    • Damaged hardware, equipment
    • No plans to relocate remaining equipment
    • No plans to repair/replace/dispose of damaged equipment
    • Incomplete coverage on service contracts
    • No employee evacuation, re-assemblage plans
    • No planned employee communication system
    • No plans for communicating with key stakeholders
    • No plans for emergency equipment acquisition
    • No offsite backup of IT systems
  • 22. Lessons Learned: Power
    • No power, or limited power supplies
    • No time estimates for restoring power
    • Poor location of generators
    • Poor location of redundant power supplies
    • No testing of redundant power supplies
    • No plan for acquiring generators
    • Inadequate fuel supply
    • Inadequate protection for fuels
  • 23. Things you assume will be there- may not
  • 24. Lessons Learned: Infrastructure
    • Located in high risk area
      • Did not foresee risk, vulnerabilities of locations
    • Structural Damage
    • Security, Accessibility problems
    • Storage/Location of critical assets
    • Mold, contaminants
    • Mobile solution didn’t work in affected areas
    • No access to vendor contact information for clean-up
  • 25. Lessons Learned: Insurance
    • Poor or inadequate coverage
    • Did not know what disaster scenarios were covered
    • No documented information for claims adjuster
      • Inventory of Assets
      • Inventory of Event Activities
    • Had not assessed risks vs. coverage
    • Had not insurance-tested various disaster scenarios
    • Keep an inventory of all assets
    • No independent review of insurance coverage
  • 26. Lessons Learned: The Plan Itself
    • Plans
      • Outdated or non-existent
      • Not available - were in the damaged facility
      • Plans were not linked to change management
      • Plans too complex for quick use under stress
      • Not tested; lack of regular team drills
    • No incident command system
    • IT and business change plans not integrated
    • Crisis response structure not organization-wide
    • Teams not set: Incident Command, Crisis, Operational
    • No pre-set locations, equipment to facilitate teams
  • 27. Lessons Learned: Travel
    • Movement takes longer than expected
    • People did not follow local agency directions
    • Limited or no gasoline
    • Limited or no air travel available
    • No rental vehicles available
    • Heavy traffic, contra-flow
    • Limited housing availability
    • No plan for moving key employees and families
  • 28. Lessons Learned: Communications
    • No central number for employees/customers to call
    • Cell phones may not work
    • Cordless phones may not work
    • Internet, Email may not be accessible
    • No plans to address the media, authorities, others
    • No communications with public sector agencies
    • Emergency contact information not easily accessible
    • No emergency notification system
    • Not prepared to handle incoming inquiries
  • 29. Plan to use a range of technologies
  • 30. Lessons Learned: People
    • Employees
      • Not 100% focused
        • Traumatized
        • With or concerned about families
      • Did not know what to do
      • Safety not considered in plans
      • Emergency loans not available
    • Alternate team members not planned
    • Confusion = slow, inadequate decision-making
    • Not prepared to inform families
      • Incoming family inquiries
      • Notify families of injured, deceased employees
  • 31. Operational Challenges
    • Scale: Large magnitude, multi-location event/crisis
    • Infrastructure: Damage or Loss of:
      • Voice, data communications systems
      • Power/Fuel
      • Facilities
    • Rapidly changing environment = unique support needs
    • Competing interests = non-productive behavior:
      • Individual, bureaucratic and departmental interests
      • Stovepipes, silos and measurement issues
    • Complex coordination between company, authorities
  • 32. Operational Challenges (Cont’d)
    • Acquiring Needed Resources:
      • Food
      • Supplies
      • Security
      • Transportation
      • Personnel
      • Funding
      • Sanitation
    • Chaos, trauma, emotional stress, harsh environment
    • Polices, regulations, practices
    • Limited staff with crisis, disaster experience
  • 33. Communications Challenges
    • “ 90 percent of a crisis response is communications” – Barbara Reynolds, Center for Disease Control, USA
    • Responding quickly but accurately
    • Managing both the company and the crisis
    • Coordinating crisis operations and communications
    • Managing rumors
    • Establishing control of communications
      • Media
      • Internet
      • Employees
      • Other stakeholders
  • 34. Crisis Communications: Be Prepared
    • Know your vulnerabilities
    • Have crisis communications plans already in place
      • Immediate response plan
      • 72-hour response plan
    • Pre-set teams
      • One to manage the company
      • One to manage the crisis
    • Pre-set decision structure (rapid-response)
    • Pre-set contact lists (frequently updated)
    • Pre-test with crisis communications drills
  • 35. At Crisis Time
    • Activate the teams – minutes count!
    • Quickly establish:
      • Secured crisis location
      • Command Center (operations and communications)
      • Access to accurate information
      • Control of outgoing information
        • Media
        • Internet
    • Credibility is your most valuable asset
  • 36. Some Thoughts on Crisis Management
    • “ In a crisis, don’t hide behind anybody or anything. They’re going to find you anyway.” -Paul “Bear” Bryant- American Football Coach
    • “ What one decides to do in a crisis depends on one’s philosophy of life, and that philosophy cannot be changed by an incident. If one has no philosophy in crisis, others make the decision.” – Jeanette Rankin- US House of Representatives
    • “ It takes 20 years to build a reputation and 5 minutes to ruin it” – Warren Buffet-
    • “ If it’s not important to senior management, it will not be important to middle management or line management at all” – Denny Lynch, Senior VP of Communications, Wendy’s-
  • 37. Primary Challenge & Priority
    • Maintaining communication regardless of the nature of the event, be it a natural disaster or terrorist incident, is the primary challenge during a disaster
  • 38. Integrated Approach to Crisis Management
    • Operations and communications
    • Risk Assessment – vulnerability audits
    • Crisis Prevention – mitigating the risks
    • Crisis Response Planning – becoming prepared
    • Crisis Response Training – preparing your people
    • Responding to the Crisis – minimizing damage
    • Managing Reputation – before, during, and after
  • 39.  
  • 40. EXECUTIVE DIRECTOR CONSULTING & INVESTIGATIONS ANDREWS INTERNATIONAL 469.737.5926 (OFFICE) 972.741.7532 (CELL) [email_address]
    • William M. “Bill” Besse