Quarterly Security Meeting (Shelter in Place)Frank Margulis
Community Antiterrorism Training Institute (CAT Eyes) Quarterly Security Meeting, main topic - Shelter in Place. Presentation includes an update on TSA security grant funding program for buses, and other topics.
Quarterly Security Meeting (Shelter in Place)Frank Margulis
Community Antiterrorism Training Institute (CAT Eyes) Quarterly Security Meeting, main topic - Shelter in Place. Presentation includes an update on TSA security grant funding program for buses, and other topics.
Presentation designed by Adam and teammates from Consulting Career Acceleration Module, in the Mason School. Awarded 1st place at Deloitte competition.
Paradigm Shift! - Customer Information Centric IT Risk AssessmentsFernando Reiser
Readers will be exposed to a methodology for the evaluation of information security risks based on the “Value” of customer/employee information rather than on the “Economic Value” of the information to the organization.
Achieving Enterprise Resiliency and Corporate CertificationThomas Bronack
Enterprise Resiliency is the process of combining all recovery disciplines into a single department using the same tools and speaking the same language, while Corporate Certification shows how to achieve compliance in countries where you do business.
Margolis Healy Campus Threat Assessment Case Studies: A Training ToolMargolis Healy
Campus Threat Assessment Case Studies: A Training Tool for Investigation, Evalution, and Intervention.
By Margolis Healy
Funded by Department of Justice, Office of Community Oriented Policing Services (COPS)
Released March 2013
Presentation designed by Adam and teammates from Consulting Career Acceleration Module, in the Mason School. Awarded 1st place at Deloitte competition.
Paradigm Shift! - Customer Information Centric IT Risk AssessmentsFernando Reiser
Readers will be exposed to a methodology for the evaluation of information security risks based on the “Value” of customer/employee information rather than on the “Economic Value” of the information to the organization.
Achieving Enterprise Resiliency and Corporate CertificationThomas Bronack
Enterprise Resiliency is the process of combining all recovery disciplines into a single department using the same tools and speaking the same language, while Corporate Certification shows how to achieve compliance in countries where you do business.
Margolis Healy Campus Threat Assessment Case Studies: A Training ToolMargolis Healy
Campus Threat Assessment Case Studies: A Training Tool for Investigation, Evalution, and Intervention.
By Margolis Healy
Funded by Department of Justice, Office of Community Oriented Policing Services (COPS)
Released March 2013
1. Learn about the evolving role of the chief risk officer (CRO) both before and during the current global economic crisis.
2. Develop an understanding of the complementary aspects of the CRO and chief audit executive (CAE) roles, as well as the potential conflicts to avoid.
3. Discover strategies and critical success factors for an effective CRO and CAE partnership.
From technology risk_to_enterprise_risk_the_new_frontierRamsés Gallego
This presentation was given at ISRM Conference in Las Vegas (September 2010) and shows the shift in perception from Technology Risk to Enterprise Risk and how businesses and TI need to embrace that new frontier
Information Security is becoming a focus for the entire enterprise, not just IT. This need to align both business and technology is forcing IT to move Information Security from afterthought to forethought. Architects now ponder how Information Security can be integrated into the broader topic of Enterprise Architecture. This session shows how to make the integration happen. You will learn how to integrate assets and define trusts and threat models as a part of your overall EA plan. You will also understand how Information Security is traced all the way from business architecture to the technology implementation. Participants will understand the components of an Integrated EA and Information Security framework and ensuring the traceability between business goals and IT security solutions delivered from the framework.
Key Issues:
-Understand the need to think early about Information Security
-Learn to incorporate Information Security into your EA blueprint and roadmap
-Integrate Informatoin Security Goals, objectives and capabilities with your EA view of strategy
-Integrate security policies, services and mechanisms with your EA view of solutions
-Integrate security mechanisms, standards, and guidelines into your implementations
This file contains info related to my presentation on ERM implementation in the context of financial & regulatory convergence - requirements from SOX, Basel 2, COSO, and IAS/IFRS
Embedding the Business Continuity Management in the organizations culture means, making it a natural part of; and therefore embedded BCM would be, making the BCM an integral or natural part of the organizational processes and procedures.
A presentation discussing the challenges of conducting concurrent Title IX and criminal investigations on college and university campuses regarding gender and sexual violence, including sexual assault and harassment.
Title IX, Meet Clery, Clery Meet Title IX: Implementing the VAWA AmendmentsMargolis Healy
This presentation from the 24th Annual Legal Issues in Higher Education Conference from October 2014 provides information on Title IX fundamentals, summary of institutional obligations, Clery Act VAWA Amendments, the connections between Title IX and VAWA, new policy requirements, challenges, rule making and next steps.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
5. HS Presidential Directive 5
• Calls for the creation of a National Response Plan
(NRP)
• Under the NRP, a National Incident Management
System (NIMS) will be developed
• The system will ensure a consistent nationwide
framework for local, state, and federal agencies to
work effectively together
• An integral part of the framework will be the use of
the Incident Command System (ICS)
www.Margolis-Healy.com
9. Campus Concept of Operations
• Emergency Operations Center (EOC)
• Focus on Impact of the Incident on the Operation of the
Institution
• Provide Coordination and Networking with Scene(s)
• Major Logistics, Maintenance of Routine Operations
• Executive Policy Group - Provides Overall
Guidance
• Focus on Impact to the Institution
• Policy Direction
• Politics
• Message to the Public
www.Margolis-Healy.com
10. The Challenge
• Confusion and/or delays in response can cause
further exposure to danger and increased property
damage
• You don’t need to be an expert in chemical,
biological, health or emergency management!
(information will come from the experts)
• You do need a system that will allow you to put
expert advice to work rapidly
• Can you organize quickly enough to carry out
requests from Public Safety/Health Department/
Haz Mat?
www.Margolis-Healy.com
13. PREVENTION PREPAREDNESS
TYPICAL DURATION Pre-Planning Activities
CHARACTERISTICS Preplanning can be Stressful if Event is Imminent
Usually a Long Term Process
Ongoing, Continuous Improvement Process
Meet NIMS Requirements
Involve all Levels of the Campus/Community Partners
GOAL Reduce Potential for Casualties/Damage
Intelligence Sharing
Tactical Operations to Disrupt a Threat
RESPONSE STRATEGY Includes Monitoring, Testing, Isolation & Immunization
Activities
Plume Modeling and Air Monitoring Activities
Sandbagging and Diking Activities
Multi-Disciplinary Training
Joint Exercising
OUTCOMES Deter Threat
Agencies Prepared for any Eventuality
Compliance with NIMS Standards
www.Margolis-Healy.com
14. CRISIS PHASE
TYPICAL DURATION 0 to 60 minutes
Confusion
CHARACTERISTICS Panic
Rush to the Scene
Gridlock
Stabilize the scene
Limit Acceleration & Growth of Incident
GOAL Ensure Citizen /Responding Personnel Safety
Initiate “Tactical Management Style”
RESPONSE STRATEGY First Responding Supervisor Initiates “7 Critical Tasks”
Identify initial ICS Functions Needed
Evaluate Resource Requirements
Evaluate Evacuation and/or Sheltering in Place
Requirements
Safety of Citizens & Responding Personnel Provided
OUTCOMES Scene Stabilized
Proactive Management of Scene to Move Ahead of
IF NOT RESOLVED: Move to next phase
Incident Acceleration
IF RESOLVED: Move to TERMINATION
PHASE
www.Margolis-Healy.com
15. SCENE MANAGEMENT PHASE
TYPICAL DURATION Hours to Several Days
Potential for Danger Continues
CHARACTERISTICS Continuation of Incident for Longer Duration
Arrival of Crowds, Resources, and Media Requires
Increased Management
Establish Organized “Decision Making Team” with ICS to
GOAL Bring About the Safe and Successful Resolution of the
Event
Select Site for Scene/Field Command Post
RESPONSE STRATEGY Transition leadership style
Staff required ICS Functions
Develop & Implement Incident Action Plan
Evaluate Resource Requirements
Assess Communications Requirements
Initiate Evacuation Plan (If Required)
Deploy “Specialists” to Bring About Resolution
A Unified Command Structure is Established if more than
OUTCOMES one discipline/jurisdiction has jurisdictional responsibility
IF NOT RESOLVED: Move to next phase for the incident
An Organized “Decision Making Team” with ICS is
IF RESOLVED: Move to TERMINATION Established
PHASE
www.Margolis-Healy.com
16. Incident Commander Deputy
(Unified Command) Incident Commander
Liaison Officer Safety Officer
Agency
Reps
Public
Information Officer
Logistics Operations Planning Information & Finance &
Section Section Section Intelligence Admin
Section Section
(optional)
Facilities,
Police Fire EMS
Information
Technology,
Health & Safety
www.Margolis-Healy.com
19. EXECUTIVE MANAGEMENT PHASE
TYPICAL DURATION Several Hours to a Week or More
Size
CHARACTERISTICS Scope
Seriousness
Of The Event is beyond the Ability of the Scene/ Field
Command Post to Manage
GOAL To Establish a Fully Expanded Incident Command System to Bring
About the Safe and Successful Resolution of the Event
Establish EOC and/or Pre-designated Command Post
RESPONSE STRATEGY Unified Command Structure Established (if required)
In the EOC the Appointment of the Operations Coordinator is
Determined by the Nature of Incident, Type of Resources
Required, and through Policy and/or Legal Authority
Evaluate Current Incident Action Plan and Update as Appropriate
Support Field Operations
Executive Policy Group may Formally Convene
A Fully Expanded Incident Command System Brings About an
OUTCOMES Organized Team Approach for the Safe and Successful Resolution
WHEN RESOLVED: Move to TERMINATION of the Event
PHASE
www.Margolis-Healy.com
20. RECOVERY & MITIGATION STAGES
TYPICAL DURATION Accomplished Over Several Days or Weeks
Incident Resolved
CHARACTERISTICS Order Restored
Ensure scene integrity
GOAL To Bring About a Smooth Transition to Normal Operations
To Improve Oranizational Response to the Next Critical Incident
To Maintain Emotional and Physical Well-Being of the Responders
and Others Involved in the Incident
RESPONSE STRATEGY Implement Plan for Returning to Normal Operations
•Account for Personnel
•Assess Damage and /or Injuries
•Reassign Personnel
•Re-establish Evacuated Areas (If Required)
•Conduct Tactical Review, Stress Debrief-Provide Counseling
•Prepare After-Action Reports
•Policy & Training Assessment
-What happened?
-What was the response?
-What would we do differently “The Next Time”
Event Activity and Agency Response-Properly Documented
OUTCOMES Provide Information that Will Benefit the Profession
Provide Opportunities for All Personnel to Receive Assistance
with any Emotional and/or Physical Needs
Target Hardened Community
www.Margolis-Healy.com
22. Executive Policy Group ‐ Mission
• Organize and direct the Executive Policy
Group (EPG)
• Insulate EOC from distractions caused by
political inquiries
• Keep “need-to-know” VIP’s informed and
up-to-date regarding the impact of the
incident on the community
• In collaboration with legal advisors and
jurisdictional leaders, make policy decisions
related to business continuity
www.Margolis-Healy.com
23. Executive Policy Group ‐ Mission
• Collaborate with the Emergency Manager on the
current status of the event, declaring an incident
level, and declaring a “state of emergency” if
applicable
• Request periodic updates from the EOC Public
Information Officer
• Field inquiries from politicians and VIP’s to
protect against direct inquiries and distractions for
the EOC
• At the incident termination point, address the
community through the media
www.Margolis-Healy.com
24. EOC Emergency Manager ‐ Mission
• To organize, direct and coordinate an EOC
• Offer support to scene command
• Provide/seek policy advice from EPG and ensure
PIO provides periodic updates to EPG
• Manage consequences caused by the incident
• Oversee continuity of operations and recovery
• Maintains the focus of the EOC away from “Scene
Resolution”
www.Margolis-Healy.com
25. EOC Emergency Manager ‐ Mission
• Announce the Activation of the EOC; indicate location
• Determine initial EOC positions and assign appropriate
staff
• Obtain update from scene command; establish
communications link with Incident Commander
• Present policy options and recommended actions to EPG
• Provide overall direction for scene support, incident
consequence management, continuity of operations, and
recovery
• Final authority on EOC action plans and media releases
www.Margolis-Healy.com
26. EOC Deputy Emergency Manager ‐
Mission
• Assist Emergency Manager by monitoring and
mentoring EOC staff and Section Chief positions
• Ensure EOC staff and Section Chiefs stay on task and
don’t freelance
• Assume Emergency Manager position when he/she is
temporarily unavailable
• Comply with directives of the Emergency Manager
• Help maintain EOC focus on issues outside the Inner
Perimeter
www.Margolis-Healy.com
27. EOC Deputy Emergency Manager ‐
Mission
• Collaborate with Emergency Manager and EOC Section
Chiefs on execution of Action Plans and Section
responsibilities
• Fill in for Emergency Manager during absences
• Provide direction to EOC staff and Section Chiefs when
need is evident
• Stay in tune with Section Chiefs, re-assign personnel
within the EOC or request additional personnel for
Sections when they become overwhelmed
• Participate in the incident after-action meeting to offer
comments and to gather “lessons learned”
www.Margolis-Healy.com
28. EOC Operations Coordination
• Responsible for direct management of all consequence-
related operational activities, such as scene support,
consequence management, continuity of operations,
and restoration of normal operations
• Obtain resources through the Resource Coordination
Section
• Obtain information, intelligence, and action plans from
the Planning Coordination & Intelligence Sections
www.Margolis-Healy.com
29. EOC Operations Coordination
• Establish contact with Operations Section at scene
and offer support
• Establish/expand a subordinate operational
structure based on functional considerations (scene
support, consequence management, continuity of
operations, etc.)
• Maintain a focus on Operations outside the Inner
Perimeter
www.Margolis-Healy.com
30. EOC Planning & Analysis Coordination
• Oversee the development of continuity of
operations and recovery plans
• Create action plans as directed, predict long-term
needs, and monitor on-going conditions
• Anticipate contingencies asking, “What If?” and
plan for them
• Maintain safety awareness for Non Responders
www.Margolis-Healy.com
31. EOC Planning & Analysis Coordination
• Contact scene Planning and Analysis Section and offer
assistance on planning issues beyond scene resolution
• Maintain focus on needs outside of the Inner Perimeter
• Assess safety issues that could impact the community
(non responder safety) share with Emergency Mgr. and
PIO for possible public notification
• Execute change of command process when your
operational period is complete
www.Margolis-Healy.com
32. EOC Intelligence Coordination
• Perform an ongoing assessment of information and
intelligence critical to the incident
• Collect, coordinate, and disseminate relevant
national and local information to the scene
Intelligence Section and EOC staff as appropriate
• Provide operational and strategic information to
the Emergency Manager and the scene Planning
Coordination Section to guide the development of
action plans
www.Margolis-Healy.com
33. EOC Intelligence Coordination
• Gather operational information such as risk
assessments, medical intelligence, weather
information, geospatial data, structural designs, toxic
contaminant levels, and utilities and public works data
• Utilize technical tools such as satellite imagery and
plume modeling to assist with task
• Establish a communication link with the scene
Intelligence Section and offer support at a high level
• Safeguard sensitive information of all types
www.Margolis-Healy.com
34. EOC Finance & Administration
Coordination
• During major incidents requiring consequence
management and/or continuity of operations,
record incident costs for reimbursement
• Record personnel time records
• Record incident related compensation claim
requests
• Approve and process emergency purchase orders
www.Margolis-Healy.com
35. EOC Finance & Administration
Coordination
• Coordinate with the Resource Coordination and
Operations Sections to obtain information on personnel
involved in consequence management of the incident,
and in continuity of operations activities
• Authorize emergency purchases and direct
procurement operations
• Coordinate with (or assign someone to) the scene
Command Post to track costs
• Establish contact with insurance representatives, risk
management personnel, and on-site reimbursement
personnel
www.Margolis-Healy.com
36. EOC Resource Coordination ‐ Mission
• Order, document, and stage all resources needed to
facilitate incident consequence management,
continuity of operations, and scene support. Provide
alternate facilities, supplies, communications, food
services, and information technology support
• Obtain incident updates from the Emergency Manager
• Distribute resource request forms to Section Chiefs
• Obtain copies of all Action Plans
• Contact scene Logistics Officers to offer support
www.Margolis-Healy.com
37. EOC Resource Coordination
• Maintain focus on needs outside of the Inner
Perimeter
• Identify, post and maintain wall charts showing
resource suppliers, staging areas, assets, and personnel
status information
• Provide periodic resource status situation updates to
the Emergency Manager and other Section Chiefs
• Execute change of command process when operational
period is complete
www.Margolis-Healy.com
38. Contact Information
Dr. Gary J. Margolis
Margolis, Healy & Associates, LLC
1-866-817-5817
1-802-373-1977 (cell)
Gary@Margolis-Healy.com
www.Margolis-Healy.com
www.Margolis-Healy.com
39. THE END
NOTE: Concept of Operations and CIMS information re-
printed with permission from our educational partner,
BowMac Educational Services (www.BowMac.com)
www.Margolis-Healy.com 39