Decision Making i n a Crisis or Emergency Deborah Higgins, MBCI Head of Learning and Development , BCI Jim Burtles,

1. Decision Making in a Crisis or Emergency • Deborah Higgins, MBCI • Head of Learning and Development, BCI • Jim Burtles, Hon FBCI • Global Membership Council, BCI • November 2013

2. November 2013 Decisions In Crises or Emergencies Introducing The model

3. Acknowledgement • This model was inspired by, and is derived from the National Decision Model • Approved, and used, by the Association of Chief Police Officers (ACPO) • Developed by the ACPO Ethics Portfolio and the National Risk Coordination Group as a logical and evidence-based approach to making critical policing decisions

4. Question Why did we think this might prove to be useful in a Business Continuity context?

5. In a Crisis or Emergency • Important Decisions must be made • Rapidly • Under pressure • Amidst confusion • In strange circumstances • These Decisions will • Have serious consequences • Come under scrutiny

6. Therefore • A structured approach should be adopted • Preferably one that has been: • Well established • Properly documented • Thoroughly practised • Demonstrated to be viable • A standard protocol is required • A practical procedure which can be easily taught and regularly exercised

7. Advantages • Following a ‘standard’ protocol • Aligns various aspects and interests • Continuousimprovement through practice • Demonstrates good practice • Ensures best results • Eliminates guesswork • Meets the expectations of regulators, auditors and investigators

8. We already have a structured approach in the form of our BCMLifecycle (GPG 2013)

9. Information DICEfor Decisions In Crisis ? Actions Strategy Repeat As Required ? ? Values Powers Options A Logical Reiterative Process ? ? An effective process for prudent decision making at the strategiclevel under crisis conditions

10. Mnemonic Actions Remember: - Consider: - Options Powers Strategy Information Values VISPOA Values and Information lead to Strategy Powers and Options lead to Actions

11. The next slide is an animated view of the process in action

12. Information DICEfor Decisions In Crisis ? ? Incident Management Team Actions Strategy Repeat As Required ? ? Values Click to Reveal the Model Process Powers Options ? ? A model process for prudent decision making at strategiclevel during a crisis situation

13. The Process in Action The following slides provide an overview of the various modes and stages of the DICE process Planning Mode Pre-event development Response Mode Part of the BCP Decision Mode Strategic leadership • Introducing the term ‘Mission and Value Statement’ and the optional acronym ‘MVS’

14. Planning Mode 1 • 1. AIMS & IDEALS • Develop and Agree • A Mission andValue Statement (MVS) • Obtain Top Management signoff Values • This is to become a regular reference point throughout the response to an incident

15. Question How might this work in a Business Continuity context?

16. Response Mode (1) The Incident Response procedure is an integral part of the Business Continuity Plan; i.e. Mobilisethe Incident ManagementTeam • In the event of:- • An Alarm or An Alert • Mobilisethe Incident Management Team (IMT)

17. Response Mode (2) • Determine and announce the location of the Incident Management Centre/Control room • Allocate or agree responsibilities; e.g. • Team Leader/Chair • Deputy Team Leader/Chair • Spokesperson • Record Keeper • Intelligence • Follow the DICE protocol

18. Question Would people really follow a protocol under emergency conditions?

19. Decision Mode Information 2 ? • 2. INFORMATION • Define the Situation • Gather Facts about the Event and Circumstances • Establish Communications • Accept that our knowledge may be incomplete • What are we expecting to achieve? • How does this knowledge relate to the Mission and Value of the enterprise?

20. Question How might this work in a Business Continuity context?

21. Decision Mode 3 ? Strategy • 3. ASSESSMENT • Assess the Situation, Risks and Threats • Do we need more information? • What are the timeframes? • Develop a viable Strategy • How do these conclusions relate to the Mission and Value of the enterprise?

22. Question How might this work in a Business Continuity context?

23. Decision Mode ? • 4. POWERS • What Powers might be needed? • Who has those Powers? • What is our Policy? • How do we invoke those Powers? • What does our Policy suggest? 4 Powers • How do these issues relate to the Mission and Value of the enterprise?

24. Question How might this work in a Business Continuity context?

25. Decision Mode ? Options • 5. OPTIONS • What are the Options? • Do we need more information? • What are the timeframes? • Develop a viable Action Plan • Consider the effect of further surprises and problems 5 • How does this action plan align with the Mission and Value of the enterprise?

26. Question How might this work in a Business Continuity context?

27. Decision Mode 6 ? • 6. ACTIONS & REVIEW • Respond • Inform • Record • Monitor • Repeat the cycle • Until the Incident is Over • Review • When the Incident is Over Actions • How do our actions and their effects align with the Mission and Value of the enterprise?

28. Question How might this work in a Business Continuity context?

29. A Wall Chart • The following slide could be the basis of a Wall Chart or a Poster in the Command and Control centre • A useful reminder in the midst of confusion Or • Provide one for each team member • Laminated for durability • Key contact details or maps could be printed on the reverse side

30. INFORMATION • Define the Situation • Gather the Facts • Establish Communications • Knowledge may be incomplete • What do we expect to achieve? • STRATEGY • Assess the Situation, Risks and Threats • Do we need more information? • What are the timeframes? • Develop a viable Strategy • ACTION & REVIEW • Respond • Inform • Record • Monitor • Repeat the cycleUntil the Incident is Over • Review • When the Incident is Over • POWERS • What Powers might be needed? • Who has those Powers? • What is our Policy? • How do we invoke those Powers? • What does our Policy suggest • THROUGHOUT • Log and Record • Retain notes and records as Evidence • Beware of Fatigue • OPTIONS • What are the Options? • Do we need more information? • What are the timeframes? • Develop a viable Strategy • Consider the effect of further surprises and problems At each stage, check the outcome against our Mission and Value Statement

31. Question How could we make practical use of such a reference chart?

32. Implementation • Successful, dependable and defendable emergency decision making needs a robust process • A logic-based protocol leads to sound decisions which everybody will respect, accept and adhere to • Roles, responsibilities and relationships must be defined and developed

33. Learning from Hindsight POST- EVENT REVIEW • Consider reviewing in reverse order • Do the outcomes and consequences relate to the ideals of the organisation? • Continue in reverse sequence • Outcome, then Action, Options, Powers, Strategy, Information and underlying Values • Do those values still relate to, or represent, the aims and purposes of the organisation?

34. The D I C E Toolkit • DICE - The Decision Model.docx • A full descriptive document • DICE- The Decision Model.pptx • Introductory presentation • DICE Workshop.pptx • An internal workshop for you to train your decision makers * * * *** .doc and .ppt versions can also be made available

35. Members can obtain their copy of the D I C E Toolkit from the Business Continuity Institute at www.thebci.org

36. DICE V I S P O A That’s It