Amalfi core coop-emsac_5-nov10_9a

CONTINUITY Of

OPERATIONS

Are you Ready? EMSAC Conference Session #23

Friday 5-NOV 2010 Andy Amalfitano www.AmalfiCORE.com

3 ©AmalfiCORE, LLC Photos courtesy of Augusta Chronicle. Retrieved 11-1-10: http://chronicle.augusta.com/stories/2009/04/14/met_520351.shtml

4 ©AmalfiCORE, LLC

“Es$mates from damage in area s$ll incomplete” [1]

Tornadoes: Storm destroys fire sta3on and apparatus

Result: No service, mutual aid in affect Chief es$mates dept will s$ll only be at 80% service in 3‐6 months

[1] Staff Writers, (Apr 2009). Augusta Chronicle. Retrieved 11-23-10: http://chronicle.augusta.com/stories/2009/04/14/met_520351.shtml

5 ©AmalfiCORE, LLC

•  Ambulance ___

•  Fire‐Rescue ___

•  Govt. Agency___ •  Hospital ___

•  Supplier ___

•  Other ___

6 ©AmalfiCORE, LLC

  _____________________________________   _____________________________________   _____________________________________   _____________________________________   _____________________________________   _____________________________________   _____________________________________   _____________________________________

7 ©AmalfiCORE, LLC

  Introduc$on   Objec$ves   Key Take‐Aways

  What is COOP? Why Bother? Value of COOP

  Create a COOP Plan   Step‐1: Buy In   Step‐2: Manage the Project – COOP Process

  Step‐3: Iden$fy the People, Essen$al Func$ons, Impacts

  Step‐4: Hazard Assessment

  Step‐5: Iden$fy the Data

  Step‐6: Facili$es & Equipment

  Step‐7: Valida$ng the Plan

  Follow Up   Lessons Learned

  Other COOP Topics

  Direc$ves

  Resources and Training

8 ©AmalfiCORE, LLC

OBJECTIVES

9 ©AmalfiCORE, LLC

OBJECTIVES

At the end of this session, you will be:

1‐ Familiar with Con$nuity Plans, Tools, and Methods,

2‐ Convinced to consider crea$ng a COOP plan for your agency,

3‐ Able to apply Ac$vity $ps to start your COOP

10 ©AmalfiCORE, LLC

“Plans are useless, Planning is essential”

Dwight D. Eisenhower

I. READINESS

II. ACTIVATION

III. CONTINUITY

IV. RECONSTITUTION

INCIDENT 12 hrs. 30 days

Prepare & Plan Crisis Occurs, Continues until mitigated

Trigger COOP

12 hrs – 30 days, or until normal resumption

Recovery, Mitigation, Termination

I. READINESS

II. ACTIVATION

III. CONTINUITY

IV. RECONSTITUTION

INCIDENT 12 hrs. 30 days

Prepare & Plan Crisis Occurs, Continues until mitigated

Trigger COOP

12 hrs – 30 days, or until normal resumption

Recovery, Mitigation, Termination

“City of Atlanta Inves$gates Personal Data Security Breach Affec$ng Some Atlanta Fire

‐Rescue Department Employees” [2] Security breach:

Personal data belonging to current and former Department of Fire and Rescue employees exposed

Result: City incurred costs ‐ inves3ga3on into the breach, human resources 3me to manage employee reac3ons, offering free fraud and iden3ty monitoring to each affected employee

[2] City of Atlanta. (2010). Retrieved 9-23-10: http://www.atlantaga.gov/media/nr_afrdsecurity_040910.aspx

KEY TAKE‐AWAYS

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1.  COOP plan helps us continue our essential functions during a crisis or disaster

2.  Build Awareness, Know Your Resources, Learn

3.  COOP is a Project, manage it as such

4.  Free Templates / Buy S/W / Consultant, mix?

5.  Key Elements of Successful COOP Project   Get their Attention and build awareness   Be organized, use a process   Find your best resources   Choose a method and tools   Validate: Train, Test, Exercise

WHAT IS COOP?

WHY BOTHER?

VALUE OF COOP

Con$nuity

Opera$ons

Viable plan of procedures and

capabilities to continue and sustain

essential functions during an emergency,

crisis, or disaster for up to 30 days

 ____________________________________

Why most fire/rescue agencies

either will not,

cannot, or don't want to…

Be Prepared!

 “We frankly can't be bothered, the likelihood is just too small”

 "If it does happen, it won't happen to us"  "If it does happen to us, it won't be too bad"  "If it happens to us and it's bad there is nothing we can do to stop it”

•  38% ‐ We simply would rather not think about what would happen in a crisis.

•  44% ‐ We don’t believe in worrying about things that may or may not happen in the future.

•  "25‐40% of businesses that undergo a major disaster event, do not re‐open, and of those that do re‐open, over 25% do not survive past 2 years” [3]

[3] Source: US Dept of Labor –SBA]

24 ©AmalfiCORE, LLC [4] Source: OHSA, http://www.werp.uwex.edu/eap.cfm

 Moral Responsibility:

  Compliance:

  Financial Recovery:

  Reduce Exposure:

  Reduce Insurance:

  Helps fulfill moral responsibility to protect employees, the community and the environment.

  Facilitates compliance with regulatory requirements of Federal, State and local agencies.

  Enhances ability to recover from financial losses, regulatory fines, loss of market share, damages to equipment or products or business interrup3on.

  Reduce exposure to civil or criminal liability. Enhances image and credibility with employees, customers, suppliers and the community.

  May reduce your insurance premiums

___ ___ ___

  Con$nue Opera$ons, Service   Moral Responsibility   Compliance with Regula$ons   Financial Recovery   Reduce Exposure   Increase Reputa$on   Reduce Insurance   Manage Risk   Save Lives, Property   Ensure Value to Ci$zens

5‐ Plan exists, tested, ready!

4‐ Plan exists, will exercise

3‐ Crea$ng Plan

2‐ Maybe

1‐ COOP?

“Fire Sta$on Catches Fire”[5]

Small Kitchen Fire:

Fire caused by cooking le` on stove; Fire damage confined to kitchen cabinets and hood above range.

Result: Smoke damage; dormitory and second floor uninhabitable. Fire engine and ladder truck relocated to nearby sta3ons. Claim: no effect on response 3mes.

[5] South Carolina Fire Service, (2010). Retrieved 9‐23‐10: hgp://sconfire.com/2010/09/22/fire‐sta3on‐catches‐fire/

Crash Course

on how to

CREATE A COOP PLAN

STEP‐1

GET BUY IN

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Challenges ‐1: Project Ini$a$on

Apen$on

Buy‐In

Funding

What‐Ifs

Percep3ons

Awareness Purpose Goals

Terminology

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How will you get their ATTENTION?

 No scare tac3cs  Presiden3al Direc3ves  It’s Just ‘Good Business’  Neighboring OEMs

 Present a Project Plan  Get a Sponsor  Shared Funding

©AmalfiCORE, LLC

PITCH: Closer to Home: What If ?

  Recent Events   Confla3on– sequen3al   Confluence– simultaneous

  Pandemic

  Expected Outcomes, Benefits

  Timeline and Costs

  It’s More than Mutual Aid

©AmalfiCORE, LLC

AWARENESS: Bring It To Them

 Take a Class FEMA, Online  Purpose Be prepared for disaster

 Scope Con3nue essen3al func3ons

 Terminology Keywords and phrases

 Process steps Keep It simple

 Examples Share, published plans

 Realism Likelihood of occurrence

  _____________________________________   _____________________________________   _____________________________________   _____________________________________   _____________________________________   _____________________________________   _____________________________________   _____________________________________

“Detroit Firehouse Burned Because of Firefighter's Late Night Bible Study”[6]

Towel on Heater Burns Sta3on:

Firefighter lit incense, draped towel over lamp. Forgot to remove towel – engine company responded to a call, returned to find sta3on burning.

Result: Complete loss of Ladder 14 Company Sta3on

[6] Stager, David. (2010). Retrieved 9‐23‐10: hgp://www.wusa9.com/news/columnist/blogs/2009/03/update‐detroit‐firehouse‐burned‐because.html

STEP‐2

MANAGE THE PROJECT

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Challenges – 2: Managing the Project

Organize

People

Process

Resources

External

Internal

Methods

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ORGANIZE YOUR PEOPLE

•  It’s a Team •  Awareness/Expecta3ons •  Func3onal Representa3on

•  Inform Leaders

•  Team Learns Tools

•  De‐conflict – Consensus •  Keep momentum

  Team Leader__________________________   Opera3ons____________________________   Admin_______________________________

  IT___________________________________   Finance______________________________   HR__________________________________   Board________________________________   Others_______________________________

©AmalfiCORE, LLC 41

Source: FEMA Training Process

Manage your COOP like a project!

Con$nuity Planning Process Ini3ate Con3nuity Planning Process

Determine Essen3al Func3ons

Conduct a Risk Analysis

Design & Build the Plan

Distribute, Maintain, and Update the Plan

Test, Train, Exercise the Plan

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RESOURCES: Who Can Help?

  FEMA Websites

  Na3onal Hazards Center   Crime Stats, Threat Levels

  Risk Mgmt, HR, IT, $, OEM   Public Works, Light & Power

Disaster Plans

  IT DR Plans   Vendors with solu3ons

42 Agency and organization logos used with permission

Internal   _____________________________________   _____________________________________   _____________________________________ External

  _____________________________________   ____________________________________   _____________________________________

©AmalfiCORE, LLC

TOOLS & METHODS

Sosware as a Solu$on

Templates

Desktop

•  Automated plans •  Web Accessible •  WebEOC access •  Remote Back up •  7x24 support •  HR/IT feeds

•  Guided, Generic •  Consistency •  Free downloads •  Manage in‐house

•  Manual data entry •  Standard and familiar •  Local IT backup

Sosware as a Solu$on

Templates

Desktop

  _______________________________________________________   _______________________________________________________   _______________________________________________________

“Firings, Lawsuit Rock Kemah Volunteer Fire Department”[7]

Fire Inspec3on Dispute: Allega3ons,

mis‐communica3ons, closed door mee3ngs, fire marshal ac3ons, labor dispute,

Result: 2 Firings, the Chief and Captain; costly lawsuit to defend

[7] Hellinghausen, Mary Ann, (2010). The Bay Area Citizen. Retrieved 10-26-10

©AmalfiCORE, LLC

Challenges – 3: Valida$ng the Plan

People Essen3al/Teams

Func3ons

Analysis Impacts/Hazards

Assets/Data

Valida$on Train‐Test‐Exercise

Maintain

STEP‐3

IDENTIFY THE PEOPLE

ESSENTIAL FUNCTIONS BUSINESS IMPACTS

Delegation of Authority

Succession Plan

Devolution

Routine, Temporary

Permanent, Long-term

Catastrophic

LEADERSHIP

Response Teams

Support Response Teams

Go Home

Ac$vity‐9: Cri$cal ‐ Support ‐ Other

Leader____________________________

Alternate__________________________

  _______________   _______________   _______________   _______________   _______________

_______________   _______________

Leader____________________________

Alternate__________________________

  _______________   _______________   _______________   _______________   _______________

_______________   _______________

  _______________   _______________   _______________   _______________   _______________   _______________   _______________   _______________   _______________   _______________   _______________

If Agency Mission is to:

 Protect life and property  Prevent and suppress fire  Provide Emergency Medical Care and Rescue

Then Essen$al Func$ons might be:

 Support System for Volunteer Team

 Payroll for Staff  Sta3on ‐ HQ  Communica3ons/Dispatch/CAD/ technology

  Apparatus /Maintenance/Opera3ons

 Facility Power and Light  So`ware (Fire Manager) for Quality Assurance

 HIPPA policies, Data Protec3on  IT Systems availability

 Supplier/Vendor Contracts (“day before pricing”)

1)  _____________________________________ 2)  _____________________________________ 3)  _____________________________________ 4)  _____________________________________ 5)  _____________________________________ 6)  _____________________________________ 7)  _____________________________________ 8)  _____________________________________

  Priority: How Vital and Necessary? 5=vital, 4=high, 3=medium, 2=low, 1=non-critical

  Risk: How Long can we go without? 5=not at all, 4=1 day, 3=2 days, 2=5 days, 1=1 month

  Alternative: Exists and ready to use? 5=none, 4=25%, 3=50%, 2=75%, 1=100%

  Score: multiply P x R x A

  Criticality: Arbitrary judgment of impact

Service, Location, Function

Priority Risk Alternative Score Service Criticality

IMTS 5 5 5 125 Vital POWER 5 5 5 125 Vital MUSE EKG 4 4 5 80 High SENSIS CATHLAB 4 4 5 80 High SECTRA PACS 4 4 5 80 High SYNGO CARDIO 3 3 5 45 Low HPF MED RECORD 3 3 5 45 Low HMM PHARMACY 4 4 2 32 Low MYSIS (RAD) 4 4 2 32 Low SCC LAB 4 4 2 32 Low SOFTMED 3 3 3 27 Low HBI Analytics 2 2 5 20 non-essential STAR(HIS) 4 4 1 16 non-essential HCI(CLINICALS) 4 4 1 16 non-essential HSM (SURGERY) 4 4 1 16 non-essential

Service, Location, Function

Priority Risk Alternative Score Service Criticality

1)  _______________________________ 2)  _______________________________ 3)  _______________________________ 4)  _______________________________ 5)  _______________________________ 6)  _______________________________ 7)  _______________________________ 8)  _______________________________

STEP‐4

HAZARD ASSESSMENT

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Hazard Vulnerability – Natural

  Wild Fire   Flooding   Severe Blizzard   Tornado   Earthquake   Hurricane   Drought

©AmalfiCORE, LLC

Hazard Vulnerability ‐ Technological

  IT system crash

  Oil Spill   NBCR Hazards   Dam break

  Power plan failure

©AmalfiCORE, LLC

Hazard Vulnerability – Man Made

  HVAC   Cyber Agack   Terrorism

  Transporta3on  Airplane crash  Truck accident  Train derailment

Threats

• Always Present • Known and unknown • Natural, Technological, Man‐made

Hazards

• Airport, Trains, Trucks • Major Power Outage • Tornado • Inten$onal Acts

• Business Impact • Risk Assessment • Determine Essen$al Func$on Exposure

What could impact our essen$al func$ons

and what are we doing about it?

What’s our backup plan if we lose people, buildings, IT,

vehicles or infrastructure?

• Other Ci$es • U$li$es Disaster Plan • County Services Agencies

• Approved List, Pricing • Data at ‘Iron Mountain’ • Remote Payroll • Treasury, Billing, Tax

Suppliers

• Other govt. bldgs. • Hotels, schools • Devolu$on • Recons$tu$on

Facili$es

Risk Analysis

“Ex‐bookkeeper charged with stealing from Garner fire department” [8]

Embezzlement: State (Carolina) Bureau of Inves3ga3on probe found bookkeeper wrote hundreds of checks to herself over a seven‐year period

Result:

Nearly $400,000 missing from Fire Department New town oversight commigee to review finances quarterly

Fire Chief asked to resign by town mayor

Town council calls for second probe aCer double billing

[8] WRAL.com (2010). Retrieved 10-28-10: http://www.wral.com/news/local/wral_investigates/story/8521509/

STEP‐5

IDENTIFY THE DATA

Internal ‐ Data ‐ External

Contact Info

Essen$al Func$ons

Facili$es ‐ Building Dept

Delega$on / Succession

Disaster Recovery Plan

Security Access and Control

Train, Test, Exercise

Vital Records

Resources

Approved Vendor List

Natural Hazards ‐ Colorado

MOU‐ Hotels/Schools

Mutual Aid Agreements

Transporta$on Sta$s$cs

Emergency U$lity

Federal Regula$ons

Crime Sta$s$cs

NBCR Exposure Data

Ac$vity‐9a: Where is our Internal Data?

Contact Info

Essen$al Func$ons

Facili$es ‐ Building Dept

Delega$on / Succession

Disaster Recovery Plan

Security Access and Control

Train, Test, Exercise

Vital Records

Resources

Approved Vendor List

__________________________________________

Ac$vity‐9b: Where is our External Data?

Natural Hazards ‐ Colorado

MOU‐Vendors

Mutual Aid Agreements

Transporta$on Sta$s$cs

Emergency U$lity

Federal Regula$ons

Crime Sta$s$cs

NBCR Exposure Data

__________________________________________

“Conn. EMS cites low Medicaid reimbursement for budget woes”[9]

Loss of Funds: Medicaid only pays 41% of billed call expenses

Result: $10M shoryall, Some ambulance services consider closing or reducing staffing and response

[9] Polanco, Monica, (2008). Hartford Currant. Retrieved 10-25-10: http://www.homeland1.com/homeland-security-products/emergency-management-consulting/articles/339520-conn-ems-cites-low-medicaid-reimbursement-for-budget-woes/

STEP‐6

FACILITIES, ASSETS

EQUIPMENT

PRIMARY   _____________   _____________   _____________   _____________   _____________   _____________   _____________

ALTERNATE   _____________   _____________   _____________   _____________   _____________   _____________   _____________

©AmalfiCORE, LLC 71 ©AmalfiCORE, LLC [5] WBAL-TV. (2010). Retrieved 9-23-10: http://www.wbaltv.com/news/22519090/detail.html

“Uh, OK- So, all functions have identified the Library as their alternate facility”

Shall we discuss?

APPARATUS 1.  _____________ 2.  _____________ 3.  _____________ 4.  _____________ 5.  _____________ 6.  _____________ 7.  _____________ 8.  _____________

EQUIPMENT 1.  _____________ 2.  _____________ 3.  _____________ 4.  _____________ 5.  _____________ 6.  _____________ 7.  _____________ 8.  _____________

“Dundalk Firehouse Roof Collapses Aser Fire…”[10]

Fire and Roof Collapse: 2‐alarm, s3ll under inves3ga3on

Result: Loss sta3on, $600,000 engine, ambulances, other fire apparatus, Na3onal Guard humvees

[10] WBAL-TV. (2010). Retrieved 9-23-10: http://www.wbaltv.com/news/22519090/detail.html

STEP‐7

VALIDATING THE PLAN

Failure in Exercises is success!

Table‐Top ‘Walk‐thru’

Drill Alert No$fica$on

Live Exercise

Test Response

Drill Evacua$on

Train – Test ‐ Exercise

Ac$vity 12: We Will Validate Our Plan by:

Table‐Top ‘Walk‐thru’

Drill Alert No3fica3on

Live Exercise

Test Response

Drill Evacua3on

Other?

  _____________   _____________   _____________   _____________   _____________   _____________   _____________   _____________

“Sta$on Fire Destroys Ambulances”[11]

Fire: Burned EMS sta3on

Result: Loss of ambulances, required transfer of ambulance from another district

[11] Retrieved 10-26-10 anonymous

FOLLOW UP

RESOURCES

DIRECTIVES

“The issue we are facing now is the department has a COOP, and think they are done.

It’s much more difficult to get follow up work done than the original plan.”

Benjamin Daniels Emergency Manager Case Study City Aug 2010

 COOP Ac3va3on Trigger Point  Devolu3on   FEMA Training

  Federal Direc3ves  Recons3tu3on   So`ware Tools

•  Na3onal Security Presiden3al Direc3ve‐51 (NSPD‐51)/Homeland Security Presiden3al Direc3ve‐20 (HSPD‐20) –  All Federal executive branch departments and agencies

develop an integrated, overlapping continuity capability

•  FPC‐65 requires that all Federal Execu3ve Branch agencies must: –  Be capable of implementing their COOP plans with and

without warning –  Be operational not later than 12 hours after activation and

maintain sustained operations for up to 30 days –  Include regularly scheduled testing, training, and

exercising of personnel, equipment, systems, processes, and procedures used to support agency during COOP event

–  Provide for a regular risk analysis of current alternate operating facilities

–  Include development, maintenance, and review of COOP capabilities using a Multi-Year Strategy and Program Management Plan (MYSPMP)

•  AmalfiCORE Blog – white papers on business con3nuity and COOP www.amalficoreblog.com

•  Colorado Emergency Preparedness Partnership hgp://www.thecepp.org/

•  COOP Plan Template and Template Instruc3ons. www.fema.gov/doc/government/coop/coop_plan_template_instruc3ons.doc

•  Con3nuity Guidance Circular 1 (CGC 1). Con3nuity Guidance for Non‐Federal En33es January 21, 2009. hgp://sema.dps.mo.gov/COOP%20Con3nuity%20Guidance%20Circular%201%20N on‐Federal%20En33es%20‐%2001%2021%2009%20(2).pdf

•  Con3nuity of Opera3ons (COOP) Mul3‐Year Strategy and Program Management Plan Template Guide. www.fema.gov/pdf/government/coop/MYSPMPTemplate.pdf

•  Federal Con3nuity Direc3ve 1 (FCD 1) Federal Execu3ve Branch Na3onal Con3nuity Program Requirements. www.fema.gov/pdf/about/offices/fcd1.pdf

•  Federal Con3nuity Direc3ve 2 (FCD 2) Federal Execu3ve Branch Mission Essen3al Func3on and Primary Mission Essen3al Func3on Iden3fica3on and Submission. www.fema.gov/pdf/about/offices/fcd2.pdf

•  PS‐PREP: Voluntary Private Sector Preparedness Accredita3on and Cer3fica3on Program Resource Center Adop3on of Ini3al Standards for the PS‐Prep Program. hgp://www.fema.gov/privatesector/preparedness/adop3on_standards.shtm

•  Producing Emergency Plans: A Guide for All‐Hazard Emergency Opera3ons Planning for State, Territorial, Local, and Tribal Governments. www.fema.gov/pdf/about/divisions/npd/cpg_101_interim.pdf

•  FEMA COOP Training Resources hgp://www.fema.gov/government/coop/index.shtm#0

•  FEMA Classes, Region VIII Ken Hudson Regional COOP Program Manager

DHS‐FEMA Region VIII, Room 231

Denver Federal Center, Bldg 710 Denver, CO 80228, Ken.hudson@dhs.gov

303‐235‐4658

Are You

Ready?

Thank you!

Andy Amalfitano www.amalficore.com 720.220.6466

Happy Planning!

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