Small Business/Mentoring Track 3C: Sustainable Business – Business Continuity Wednesday , October 5, 2011

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

2. 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.

3. What We Do • Serves six state area – 34 tribes • Support states with advice, training and funding to promote resilience. • Assistance with disaster declarations.

4. Greensburg, Kansas David L. Teska

6. Kiowa County Memorial Hospital David L. Teska

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. Vital Records

14. 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

15. 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

16. 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

17. Rick Rescorla – 9/11 hero

18. Drill, Drill, Drill • At Rescorla's insistence, all employees, including senior executives, then practiced emergency evacuations every three months.[

19. Voluntary Private Sector Preparedness Certification Program—Website http://www.fema.gov/business/certification/index.htm

20. 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

21. National Level Exercise 11New Madrid Seismic ZoneMay 2011

22. 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)

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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.

29. In thinking about preparing yourself for a major disaster, which best represents your preparedness?

30. 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)

31. 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

32. 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

33. Stages of Change

34. Challenge to you….. • Develop your business continuity plan • Exercise your plan • Promote family and individual preparedness • Promote a CERT team for your organization

35. 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

36. 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

37. QUESTIONS ??? Contact Information: