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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
  • Discuss how this sounds, where does business continuity and DR fit in? Is it different? Does anyone think they have responsibilities that encompass saving lives and property?
  • 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.
  • 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 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
  • ## * * 07/16/96
  • ## * * 07/16/96
  • ## * * 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.
  • CEMP_Overview.ppt

    1. 1. Emergency Management Presented by Steve Davis Principal, DavisLogic & All Hands Consulting
    2. 2. Agenda <ul><li>Definitions </li></ul><ul><li>Comprehensive Emergency Management </li></ul><ul><li>Incident Command System (ICS) </li></ul>
    3. 3. 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
    4. 4. Definitions
    5. 5. 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.
    6. 6. 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>
    7. 7. Emergency Management <ul><li>“Organized analysis, planning, decision-making, and assignment of available resources to mitigate, prepare for, respond to, and recover from the effects of all hazards. The goal of emergency management is to save lives, prevent injuries, and protect property and the environment if an emergency occurs.” </li></ul>
    8. 8. 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>
    9. 9. 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>
    10. 10. 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
    11. 11. Crisis Management <ul><li>The overall coordination of an organization's response to a crisis, in an effective, timely manner, with the goal of avoiding or minimizing damage to the organization's profitability, reputation, or ability to operate. </li></ul>
    12. 12. CEM Planning Activities <ul><li>Conducting a Hazard Identification and Vulnerability Assessment; </li></ul><ul><li>Obtaining executive support; </li></ul><ul><li>Developing a work schedule; </li></ul><ul><li>Assembling and coordinating the plan; and, </li></ul><ul><li>Maintaining the plan and the program. </li></ul>
    13. 13. The Four Phases of Emergency Management Mitigation Recovery Preparedness Response
    14. 14. Mitigation <ul><li>Mitigation is any action of a long-term, permanent nature that reduces the actual or potential risk of loss of life or property from a hazardous event. </li></ul>
    15. 15. Mitigation Examples <ul><li>Building and Facility Design </li></ul><ul><li>Critical Infrastructure Protection </li></ul><ul><li>Acquisition or Relocation of Structures </li></ul><ul><li>Hazards Control Measures </li></ul><ul><li>Public Education, Awareness, Outreach </li></ul>
    16. 16. Preparedness <ul><li>Preparedness is planning now on how to respond in case of emergency in order to protect human lives and property, and developing capabilities and programs that contribute to a more effective response. </li></ul>
    17. 17. Preparedness Examples <ul><li>Establishing an Emergency Management Program </li></ul><ul><li>Develop Plans </li></ul><ul><li>Capability Assessment </li></ul><ul><li>Training and Education </li></ul><ul><li>Tests and Exercises </li></ul><ul><li>Insurance </li></ul>
    18. 18. Response <ul><li>Emergency response activities are conducted during the time period that begins with the detection of the event and ends with the stabilization of the situation following impact. </li></ul>
    19. 19. Response Examples <ul><li>Implement Preparedness Measures </li></ul><ul><li>Emergency Response Teams </li></ul><ul><li>Provide Emergency Assistance </li></ul><ul><li>Confront Hazard Effects & Reduce Damage </li></ul><ul><li>Enhance Recovery Potential </li></ul>
    20. 20. Recovery <ul><li>Recovery refers to those non-emergency measures following disaster whose purpose is to return all systems, both formal and informal, to as normal as possible. </li></ul>
    21. 21. Recovery Examples <ul><li>Crisis Counseling </li></ul><ul><li>Business Resumption </li></ul><ul><li>Debris Clearance (non-critical) </li></ul><ul><li>Develop Recovery Strategy </li></ul><ul><li>Temporary Housing </li></ul><ul><li>Disaster Assistance </li></ul><ul><li>Reconstruction </li></ul>
    22. 22. Other Terms <ul><li>Civil Defense/Emergency Preparedness </li></ul><ul><li>Business Continuity/Contingency Planning </li></ul><ul><li>Crisis or Consequence Management </li></ul><ul><li>Disaster Recovery, Management or Services </li></ul><ul><li>Emergency Services </li></ul><ul><li>Hazard Management or Mitigation </li></ul><ul><li>Recovery/Business Resumption Planning </li></ul><ul><li>Risk Management </li></ul>
    23. 23. What Does Comprehensive Emergency Management Include?
    24. 24. Comprehensive Emergency Management Contingency Planning Disaster Recovery Security Business Continuity Crisis Communications Traditional Emergency Management
    25. 25. 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
    26. 26. 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>
    27. 27. 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>
    28. 28. Emergency Support Functions <ul><li>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  </li></ul>
    29. 29. 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>
    30. 30. 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>
    31. 31. Capabilities Assessment for Readiness <ul><li>The aim of a CAR project is to research, identify, and report on the scope of the Organization’s Emergency Management Program to ensure compatibility with federal and state emergency management standards. </li></ul><ul><li>The report will support strategic planning by identify program areas needing immediate development, updating, or improvement, and those elements to be accomplished during the later planning phases. </li></ul>
    32. 32. Capabilities Assessment for Readiness Benefits <ul><li>Identify existing strengths and weaknesses </li></ul><ul><li>Evaluate the current state of readiness </li></ul><ul><li>Develop strategic plans to improve identified weaknesses for terrorism and other threats </li></ul><ul><li>Justify existing program staffing and budget </li></ul><ul><li>Demonstrate need for additional program development resources, e.g. staff, budget, support from other community agencies, etc </li></ul><ul><li>Support professional development and accreditation programs </li></ul>
    33. 33. Using the Incident Command Structure
    34. 34. Background <ul><li>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. </li></ul><ul><li>It was designed to provide a commonly accepted management structure that would result in better decisions and more effective use of available resources. </li></ul><ul><li>It was specifically designed for incidents that involve many local, state, and federal agencies and multiple political jurisdictions. </li></ul>
    35. 35. 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>
    36. 36. 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>
    37. 37. 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>
    38. 38. Typical EOC Organization Emergency Response and Recovery Teams
    39. 39. Cisco’s EOC Based on the Incident Command System
    40. 40. Incident Commander <ul><li>In Charge at the Incident </li></ul><ul><li>Assigned by Responsible Jurisdiction or Agency </li></ul><ul><li>May Have One or More Deputy Incident Commanders </li></ul><ul><li>May Assign Personnel for Command Staff & General Staff </li></ul>
    41. 41. EOC Manager <ul><li>Manages the EOC - not the incident </li></ul><ul><li>Makes sure everything is working </li></ul><ul><li>Maintains a safe environment </li></ul><ul><li>Optimizes efficiency </li></ul><ul><li>Facilitates and coordinates </li></ul><ul><li>Solves problems </li></ul>
    42. 42. EOC Staff Members <ul><li>Check-in with the EOC Manager. </li></ul><ul><li>Review the situation report (SitReps) and incident logs. </li></ul><ul><li>Make sure that your name is listed on the current EOC organization chart. </li></ul><ul><li>Review the staff Operating Guide (SOG) and set up your work station. </li></ul><ul><li>Start an incident log which details your actions (chronologically.) </li></ul>
    43. 43. 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>
    44. 44. 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>
    45. 45. IAP Meeting Participants <ul><li>For major incidents, attendees should include: </li></ul><ul><li>Incident Manager </li></ul><ul><li>Command and general staff members </li></ul><ul><li>Resource unit leader </li></ul><ul><li>Situation unit leader </li></ul><ul><li>Communications unit leader </li></ul><ul><li>Technical/Specialists (As Required) </li></ul><ul><li>Agency representatives (As Required) </li></ul><ul><li>Recorders </li></ul>
    46. 46. IAP Briefing on Situation and Resource Status <ul><li>The planning section chief and/or resources and situation unit leaders should provide an up-to-date briefing on the situation as it currently exists. </li></ul><ul><li>Specify Tactics for Each Division. </li></ul><ul><li>Place Resource and Personnel Order. </li></ul><ul><li>Consider Communication Requirements. </li></ul><ul><li>Finalize, Approve, and Implement the Incident Action Plan. </li></ul>
    47. 47. It’s Not Enough Just to Plan <ul><li>Use focus groups and brainstorming </li></ul><ul><ul><li>Seek “what can go wrong” </li></ul></ul><ul><ul><li>Find alternate plans & manual work arounds </li></ul></ul><ul><ul><li>Find innovative solutions to risks </li></ul></ul><ul><li>Plans must be exercised </li></ul><ul><ul><li>Hold table top exercises for disasters </li></ul></ul><ul><ul><li>Conduct “fire drills” of plans </li></ul></ul><ul><ul><li>Train staff for action during emergencies </li></ul></ul>
    48. 48. Using Scenarios <ul><li>Be creative but not too creative </li></ul><ul><li>Think about how bad it should be </li></ul><ul><ul><li>Loss of Lifelines? </li></ul></ul><ul><ul><li>Supply Chain Disruptions? </li></ul></ul><ul><ul><li>Civil unrest? </li></ul></ul><ul><li>Develop likely scenarios and develop scenario-based plans </li></ul>
    49. 49. Emergency Operations Centers
    50. 50. The Purpose of the EOC <ul><li>The EOC’s purpose is to coordinate incident information and resources for management .  </li></ul><ul><ul><li>The EOC must receive, analyze, and display information about the incident to enable CEO decision-making.  </li></ul></ul><ul><ul><li>The EOC must find, prioritize, deploy, and track critical resources.  </li></ul></ul><ul><ul><li>The EOC must enhance decision making, communication, collaboration, and coordination. </li></ul></ul>
    51. 51. The EOC is really a place where:   <ul><li>Uncomfortable people </li></ul><ul><li>Meet in cramped conditions </li></ul><ul><li>To play unfamiliar roles </li></ul><ul><li>Making unpopular decisions </li></ul><ul><li>Based on inadequate information </li></ul><ul><li>In much too little time </li></ul><ul><li>While drinking way too much coffee…. </li></ul>
    52. 52. <ul><li>A Good Concept of Operations </li></ul><ul><li>Good Space </li></ul><ul><li>Good Teams </li></ul><ul><li>Good Staff </li></ul><ul><li>Good Communications </li></ul><ul><li>Good Technology </li></ul>What Makes the EOC Work?
    53. 53. <ul><li>Basic Management Functions </li></ul><ul><li>Objective Based </li></ul><ul><li>Incident Action Planning </li></ul><ul><li>Unity of Command </li></ul><ul><li>Delegation </li></ul><ul><li>Span of Control </li></ul><ul><li>Support Staff </li></ul>What Makes the EOC Work?
    54. 54. The Challenge of Coordination
    55. 55. The Ideal Information System <ul><li>Easy to use and robust information and decision management system </li></ul><ul><li>Central command and control </li></ul><ul><li>Early alert communications function </li></ul><ul><li>Event tracking and logging </li></ul><ul><li>SOP and automated check lists </li></ul><ul><li>Resource management </li></ul><ul><li>Documentation of response actions for due diligence </li></ul>
    56. 56. Virtual EOCs <ul><li>A “Virtual EOC” enables managers to: </li></ul><ul><ul><li>participate in critical decision-making processes regardless of physical location </li></ul></ul><ul><ul><li>effectively direct and control resources </li></ul></ul><ul><ul><li>automate processes and methodologies </li></ul></ul><ul><ul><li>assign and track tasks </li></ul></ul><ul><ul><li>efficiently communicate real-time information </li></ul></ul><ul><ul><li>protect communication and data with needed redundancy and flexibility </li></ul></ul>
    57. 57. Advantages of a Virtual EOC <ul><li>Augments physical centers </li></ul><ul><li>Anyone, anywhere can participate </li></ul><ul><li>Lower investment </li></ul><ul><li>Ease of use, flexibility </li></ul><ul><li>Requires shared communications and data </li></ul><ul><li>Data can be hosted off-site using redundant servers in hardened sites </li></ul><ul><li>Little or no infrastructure required – uses readily available Internet technology </li></ul>
    58. 58. 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>
    59. 59. A Good Plan &quot;The plan is nothing. Planning is everything.“ General Eisenhower
    60. 60. 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>