Comprehensive Emergency Management Overview

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Comprehensive Emergency Management Overview
Presented by Steve DavisPrincipal, All Hands
Consulting
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Introductions
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The All Hands Team

• Steve Davis Principal (29 yrs exp.)
• Rick LaValla Principal (31 yrs exp.)
• Roseanne Rostron Project Manager, CBCP (11 yrs
  exp. including Fortune 100 Global 500 clients)
• Lee Goldstein CBCP, CNE (12 yrs exp. including
  ATT, 20th Century Fox)
• Gregg Jacobsen CBCP (16 yrs exp. including
  Business Continuity Manager - Computer Sciences
  Corporation)
• We have 325 members in the All Hands Consortium

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Best Practices

• All Hands methods and CEMP products are based on
  established best practices and industry
  standards.
• All Hands has established the benchmark in
  comprehensive emergency management and continuity
  planning.
• This project would bring it all together

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All Hands Capabilities

• Extensive experience in preparing Continuity and
  Emergency Plans.
• Participated in a FEMA model systems project to
  determine the best approaches to planning.
• Developed FEMA's Capability Assessment for
  Readiness program describing optimum
  characteristics for emergency programs.
• Produced best practices for emergency management,
  disaster response, business continuity, emergency
  preparedness, and other programs nationwide.

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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
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Local Disruptions
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Definitions
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What is Emergency Management?

• 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. Hazard
mitigation, preparedness, training, testing, and
coordination are all equally important activities.
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The Four Phases of Emergency Management
Mitigation
Preparedness
Recovery
Response
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Whats an Emergency?

• An unexpected situation or event, which places
  life and/or property in danger and requires an
  immediate response to protect life and property.

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Comprehensive Emergency Management (CEM)

• 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.)
• Includes continuity, disaster recovery, and
  related activities.

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CEMP Methodology

• The development of a CEMP requires a thorough
  review of existing emergency plans, hazard
  vulnerabilities, and disaster response
  requirements.
• The CEMP will need to identify, prepare for, and
  reduce the risk from all hazards, and include
  baseline assessments, mitigation planning, COOP
  COG, response/recovery planning, readiness, and a
  terrorism response plan.

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CEMP Plan

• 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.

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CEMP Program

• Provides the framework for development,
  coordination, control, and direction of all CEM
  planning, preparedness, readiness assurance,
  response, and recovery actions

The plan documents the program
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Comprehensive Emergency Management
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CEMP Plan Components
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CEM Planning Activities

• Obtaining executive support
• Developing a work schedule
• Identify Essential Functions
• Conducting a Risk/Vulnerability Assessment,
  Business Impact Assessment, and Develop Recovery
  Strategies
• Assembling and coordinating the plan and,
• Maintaining the plan and the program.

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What are Functions?

• Essential functions are those functions that must
  continue to be performed under any circumstance
• Ensure proper staffing of those functions
• Identify mission critical data and systems
  supporting the critical data and systems
  supporting the essential functions

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Methodology

• We will produce the CEMP through
• Close collaboration with your staff - operating
  as part of the team.
• Using documented best practices in CEMP and
  Continuity Plans development.
• Adherence to industry standards

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NFPA 1600

• A Standard on Disaster/Emergency Management and
  Business Continuity.
• It may become the industry standard for all
  organizations, including governments and
  businesses.
• Describes the basic criteria for a comprehensive
  program that addresses disaster recovery,
  emergency management, and business continuity.

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1600 Methodologies

• Addresses methodologies for defining and
  identifying risks and vulnerabilities and
  provides planning guidelines which address
• Restoration of the physical infrastructure
• Protecting the health and safety of personnel
• Crisis communications procedures
• Management structures for both short-term
  recovery and ongoing long-term continuity of
  operations

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Building a CEMP Plan
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Todays Approach to EM

• Decentralization of responsibilities
• Focus on all phases (mitigation, preparedness,
  response, and recovery) and all hazards (natural,
  man-made, and attack)
• Public-Private Partnerships
• Community Involvement
• Community Resilience

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Emergency Planning Concepts

• Incident Command System (ICS)
• All Hazards Addressed
• All-inclusive Everyone Participates
• Emergency Response Coordination
• Effective Crisis Communication
• Training for Responders and Employees
• Disaster Recovery
• Communication and Information Sharing

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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

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ICS Features

• Standard Organization
• Incident Facilities
• Incident Action Plan
• Span of Control
• Unity of Command
• Common Responsibilities

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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.

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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.

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Typical EOC Organization
Emergency Response and Recovery Teams
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Incident Action Plan (IAP) Concepts

• 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.
• Incidents vary in complexity, size, and
  requirements for detailed plans.
• Not all incidents require detailed plans.

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Incident Action Plan (IAP) Responsibilities

• Planning Chief - conducts a planning meeting and
  coordinates preparation of the incident action
  plan.
• Incident Manager - conducts planning meeting and
  coordinates preparation of the IAP.
• Operations Chief - conduct the planning meeting
  and coordinates preparation of the IAP.
• Finance Chief - provides cost implications of
  control objectives as required.
• Logistics Chief - ensures resources.

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Collaboration

• Used to develop an effective customer-focused
  CEMP covering the full range of activities.
• Ensures that the plan is understood and owned
  by all officials.
• Improves communication and coordination between
  departments.
• Provides the subject matter expertise necessary
  to achieve project objectives.

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Management Strategies

• Lead a top-notch team
• 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

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Leadership is Important

• Your Leadership is the most critical success
  factor.
• To be successful, this effort will need to be
  seen as a priority program.
• We will all need to work closely together.
• Your staff will need to be available and will
  need to provide information to the consultant
  team.

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Next Steps

• Create Emergency Management Team
• a. Provide management involvement
• b. Ensure support and commitment
• Inventory and Prioritize Functions
• a. I.D. all departmental contacts
• b. Inventory functions and prioritize
• c. Complete Questionnaires, etc.
• Develop Strategies
• Draft Plans

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For More Information

• Contact
• Steve Davis, Principal
• All Hands Consulting
• AllHandsConsulting.com
• Steve_at_ AllHandsConsulting.com