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Mary Rhedin , FEMA Region 5, Chicago. Small Business/Mentoring Track 3C: Sustainable Business – Business Continuity Wednesday , October 5, 2011. FEMA’s Mission.

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small business mentoring track 3c sustainable business business continuity wednesday october 5 2011

Mary Rhedin, FEMA Region 5, Chicago

Small Business/Mentoring Track 3C:

Sustainable Business – Business Continuity

Wednesday, October 5, 2011

fema s mission
FEMA’s Mission
  • FEMA’s mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for protect against, respond to, recover from, and mitigate all hazards.
what we do
What We Do
  • Serves six state area – 34 tribes
  • Support states with advice, training and funding to promote resilience.
  • Assistance with disaster declarations.
greensburg kansas
Greensburg, Kansas

David L. Teska

hospital pre storm preparation
Hospital Pre-storm Preparation

▪ Developed the use of picture ID cards▪ Used information from prior disasters to evaluate the safest place to evacuate to – i.e. basement▪ Developed plans to make sure that patients were moved when the potential was there and helped employees to “buy into” that concept.

David L. Teska

hospital pre storm preparation1
Hospital Pre-storm Preparation

▪ Developed plans to save essential items:

In house patient records moved with patients

Moved crash carts, med carts to safe area Essential supplies med carts to safe area Essential supplies available in safe area▪ Evaluated new beds to make sure they fit the elevator▪ Allowed employees to make informed, independent decisions

David L. Teska

hospital pre storm preparation2
Hospital Pre-storm Preparation

▪ Policy to move out a portion of essential

equipment from area of threat, i.e. ambulance▪ Made plans to have essential personnel get public members downstairs▪ Participated in local planning and area

emergency plans

(enable access of outside resources)

David L. Teska

hospital immediate needs
Hospital Immediate Needs

▪ Contact employees – develop system of communication – address their needs and concerns – address housing, food, power, sanitation issues

▪ Secure site

▪ Secure hazardous materials and pharmaceuticals

▪ Secure records

▪ Salvage equipment, supplies

▪ Assess community needs

▪ Talk to insurance

David L. Teska

continuity facilities
Continuity Facilities
  • Must be able to be staffed with people and resources to meet Essential Functions, not the normal business load of the full office.
  • MOU with existing offices
  • Standard Operating Procedure (SOP) for the Alternate Facility
  • Geographically separated from primary office.
  • Staff from time to time to gain familiarity with working from remote site.

David L. Teska

other issues to consider
Other issues to consider
  • Essential Functions
  • Orders of Succession
  • Delegations of Authority
  • Continuity Facilities
  • Continuity Communications
  • Vital Records Management
  • Human Capital
  • Test, Training, and Exercise
  • Devolution of Control & Direction
  • Reconstitution

David L. Teska

vital records management
Vital Records Management
  • Your organization defines the vital records and disposition of such records.
  • Paper
  • Electronic (databases, web-based applications)
  • Maps, charts, graphs, photos, etc?

David L. Teska

continuity communications
Continuity Communications
  • Should include multiple and redundant communications systems in the event primary system goes down.
    • Landline
    • Voice over Internet Protocol (VoIP)
    • Cell / Blackberry
    • Pager (text)
    • GETS
    • Secure communications
    • VHF
    • Satellite phone

David L. Teska

test training and exercise
Test, Training, and Exercise
  • Vital to the success of any COOP or emergency preparedness program.
  • Train on the plan
    • New personnel
    • Changes to the plan / refresher
  • Conduct tests / drills
    • Single function / activity drills (fire drill, etc.)
  • Exercise the plan / procedures often
    • Tabletop / Functional / Full-Scale

David L. Teska

drill drill drill
Drill, Drill, Drill
  • At Rescorla's insistence, all employees, including senior executives, then practiced emergency evacuations every three months.[
voluntary private sector preparedness certification program website
Voluntary Private Sector Preparedness Certification Program—Website

http://www.fema.gov/business/certification/index.htm

interdependencies the real issue post 9 11
Interdependencies — The Real Issue Post-9-11
  • Why “guns, guards, and gates” won’t buy the protection needed in an interdependent age
  • The changing concepts of “threat” versus “vulnerabilities”
  • The need to do the homework, cut across functional and sector stovepipes, and think regional
  • Getting a handle on risk — the key to cost-effective security
  • Understanding and accounting for interdependencies — an essential requirement
new madrid seismic zone catastrophic planning the challenge in new madrid
New Madrid Seismic Zone Catastrophic Planning:The Challenge in New Madrid
  • NMSZ=significant fault system
  • High consequences
  • Significant national impact
  • Ripple effect across America
  • Wider-reaching effect than quake in CA
  • Tremendous impact on infrastructure and critical facilities
  • 44 M people live in 8 state region
  • 12 M in high risk area

Northridge (M 6.7) vs. 1886 (M 6.8)

Landers, CA (M 7.3) vs. 1812 (M 7.3)

new madrid seismic zone catastrophic planning participation
New Madrid Seismic Zone Catastrophic Planning:Participation
  • Federal, State, Local partnership
  • Central US Earthquake Consortium (CUSEC)
    • AL, AR, IL, IN, KY, MS, MO, TN
  • Mid-America Earthquake Center
  • DHS components
  • FEMA Hq and Regions IV, V, VI, VII
  • Federal and Sector Specific Agencies
  • Emergency Management Assistance Compact (EMAC)
  • Local governments and Tribal Nations
  • Private Sector: Business, Industry, and Voluntary Organizations
  • Institute for Crisis, Disaster & Risk Management
slide24

Illustrative Infrastructure Dependencies

Repair/

Maintenance

Repair/

Maintenance

Billing

SCADA

Component/

Supplies

Shipping

Customer

Service

Op. Center

Operations

Fuel Supply

Pump/Lift Stations

Treatment Facilities

Construction

Transport to

Operations

Center

Sludge

Treatment

SCADA

Biological

Efficiency

Component

Shipping

Operation and

Repair Crew

Communication

Backup

Generation Fuel

Customer

Service

Fuel for

Maintenance/

Repair

Electric

Power

Road

Water

Rail

Natural

Gas

Telecom

Oil

slide25

WALL ST.

WALL ST.

Oil & Gas Production and Storage

Government

Satellite

Wall Street

Business

Electric Power

Telecom

Emergency Services

Government

Water Supply

Banks/Finance

Information

Our Critical Infrastructures Are Increasingly Complex, Interconnected, and Vulnerable

Interdependencies Are Intuitive, but Not Well Understood

Transportation

slide26

Fuels, Lubricants

Fuel Transport,

Shipping

Power for

Signaling,

Switches

Fuel for Generators, Lubricants

Transpor-

tation

Oil

Fuels, Lubricants

Fuel

Transport, Shipping

Power for Pumping Stations, Storage, Control Systems

Shipping

Power for Compressors, Storage, Control Systems

Power for Pump

and Lift Stations,

Control Systems

Water for Production, Cooling, Emissions Reduction

Natural

Gas

Electric

Power

SCADA,

Communications

SCADA, Communications

Fuel for Generators

Water for

Cooling,

Emissions Reduction

SCADA,

Communications

Heat

SCADA,

Communications

Water

Water for Cooling

Power for Switches

Telecom

SCADA, Communications

Shipping

Fuel for Generators

Emissions Reduction

Cooling,

Production,

Water for

A “System of Systems” Perspective Needed for Analyzing Infrastructure Interdependencies

slide27

Citizen Corps Mission

We all have a role in homeland security

Citizen Corps brings community and government leaders together to involve community members and organizations in all-hazards emergency preparedness, planning, mitigation, response, and recovery

slide28

Fewer than half (44%) have household plans.91% of those with plans reported discussing them with other household members, but only 26% had practiced a home evacuation plan and 19% had practiced sheltering-in-place.

in thinking about preparing yourself for a major disaster which best represents your preparedness
In thinking about preparing yourself for a major disaster, which best represents your preparedness?
what are the perceptions of threats
What are the Perceptions of Threats?

Region V: Fewer respondents reported thinking they might be effected by a natural disaster in the next 12 months

National: Only 37% of Americans think a natural disaster will ever affect their community, less than 1 in 5 for an act of terrorism

Natural Terrorism Hazmat Outbreak

(12 m.) (12 m.) (12 m.) (12 m.)

Natural Terrorism Hazmat Outbreak

(ever) (ever) (ever) (ever)

what are the levers of change
What Are the Levers of Change?
  • Ensure that individuals understand their susceptibility to natural disaster
  • Educate individuals on survivability of less familiar hazards, such as dirty bomb or disease outbreak
  • Build on individuals expected reliance on household members
  • Increase volunteer experience in disaster response
what are the levers of change1
What Are the Levers of Change?
  • Develop a concept of threat literacy
  • Frame disaster preparedness to empower individuals and support shared responsibility
  • Increase individuals’ understanding of risks and protective actions
  • Utilize policy as an important preparedness tool
  • Identify and reach out to those willing to prepare and take action
challenge to you
Challenge to you…..
  • Develop your business continuity plan
  • Exercise your plan
  • Promote family and individual preparedness
  • Promote a CERT team for your organization
slide35

A nationwide effort to encourage Americans to prepare for emergencies in their homes, businesses and schools.

  • The goal was to increase public awareness about the importance of preparing for emergencies and to encourage individuals to take action.

visit www.ready.gov

summary
Summary

Continuity plans are essential, not only to your operation, but to maintain the public trust in your ability to maintain services to the citizens of your jurisdiction.

IT MAKES GOOD SENSE…

David L. Teska

questions

QUESTIONS ???

Contact Information: