Homeland security
L2020
Part1Respondhere.docHSMN 630 Study Group ALPHA TORANDO TEAM
Part 1: Disaster Response
Introduction
Team Members:
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Department Name |
Manager Name |
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Production / Manufacturing |
Waiel El-Maadawy |
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Facilities / Physical Plant |
Ida George |
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Information Technology / Telecommunications |
Taondria Foster |
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Administration (Human Resources, Finance) |
Lina Hassan |
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Communications / PR; Sales and Marketing |
Rachel Scott |
TIP: Color-coding each person’s contribution can help identify contributions as the group works on the project.
Assumptions: Itemize key or major assumptions about the organization, its business, and its pre-disaster preparations. Do not simply repeat facts given in the Part 1 descriptions. Rather, assumptions should reflect conditions such as preparation and mitigations or conditions that affect response or recovery.
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Assumption |
Identified by |
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Building Structure |
George |
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Hazardous Chemicals-How will it affect surrounding areas? |
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PPE’s/AED’s/Medical supplies and kits |
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Other variables ex. Trees/Cars/Awning/Shrubbery/Patio Furniture |
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Safety Rooms/ Disabled |
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Additional Resources/Supplies |
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What type of Incident? Type 3? |
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Unable to Initiate Essential Personnel Callout |
El-Maadawy |
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Unable to Obtain Employee Complete Accountability |
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Unable to Immediately Response to Site to Identify and Support to Injured Employees |
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Unable to Initiate Support and Notification of Employee Deaths |
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Unable to Initiate Damage Assessment of Production/Manufacturing Equipment |
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Unable to Assess EPA Hazards from Damaged Production/Manufacturing Equipment |
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Unable to Initiate Inventory of Completed Products and Estimate 50% Loss |
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Unable Assess Status of Power Supply/Back-up Generators and Estimate None Exist Currently |
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Unable to Initiate Inventory of Spare Parts and Estimate 50% Loss |
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Unable to Initiate Inventory of Raw Materials for Production Manufacturing and Estimate 50% Loss |
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Unable to Initiate Assessment of Minimum Number of Employees to Safely Operate Production/Manufacturing Equipment and Estimate 20% Staffing |
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No Supply Chains are Available to Continue/Maintain Production/Manufacturing and Estimate Sustainment of 50% Production without Resupply |
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Initial Response
(5 p.m. Tuesday until 6 a.m. Wednesday)
The list of decisions to be escalated is presented first, to ensure visibility; it does not need to be completed first. Each manager also has a table to fill out describing critical activities and resources.
Decisions that the Chief Executive Needs to Make (Initial Response)
As a group, propose some decisions that the company’s chief executive needs to make (decisions that are above your pay grade or to resolve conflicting ideas). List major, executive-level decisions only and prioritize them. Briefly explain the basis or rationale for the decision you seek and the objectives or, if it is denied, the consequences.
Some considerations used in determining priorities include:
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Decisions Needed |
Identified by: |
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Decision needed: Evacuation/Shelter in place Essential Personnel Notifications and Employee Callout What objective the decision would achieve: Life-threatening situations Employee Accountability Consequence of failure to decide or act: Death/Injuries Lessen Liability, Initiate Medical/Emergency Response and Identify Employee or Unknown Persons Loss of Life or Injuries |
George El-Maadawy |
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Decision needed: Hazard Mitigation Strategy/Resources Needed for containment Whether or Not to Conduct Business What objective the decision would achieve: High damage potential Assess Company’s Capability to Continue Operations Consequence of failure to decide or act: Environmental impact Economic Sustainment of Company and Community |
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Decision needed: Incident Command Center location/Personnel Accountability/ Camps/Situational Awareness Ability to Control Power What objective the decision would achieve: Multiagency Coordination Group/ what does the public need to know Shut Down Potentially Dangerous/Hazardous Equipment/Machinery Consequence of failure to decide or act: Threat to property Avoid Further Damage to Production/Manufacturing Equipment, Employees, First-Responders and Community
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Decision needed: Primary Functions/Communications/Resources Allocate/Reallocate Resources to Community Response What objective the decision would achieve: Security Improve Community Resilience Consequence of failure to decide or act: Economic impact/Security Loss of Public Support due to Lack of Corporate Responsibility
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Production / Manufacturing El-Maadawy Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make: · Coordinate with other Department Managers and Establish Chain of Command · Engage with Local and Tribal Community Emergency Response Team (CERT) · Initiate New Disaster Incident Work Schedule · Coordinate with Community Response Units to Support in Recovery Efforts · Identify and Allocate Resources the Community Needs · Identify, Acquire or Replace New or Additional Safety Equipment · Identify, Acquire or Replace Mission Critical Tools, Gear and Equipment · Coordinate with Department Managers that Physical and Cyber Security Measures are in place to ensure the protection of tangible and intangible assets
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed · City Mayor/Elected Officials · State/Local Emergency Management Office · First-Responder Entities · Local/Regional FEMA Representative · National Guard/Reserve Units · Community Activists/Religious Leaders · Local Hospital Healthcare Provider · Red Cross · Salvation Army · Citizen Corps Councils · Local and tribal Community Emergency Response Team (CERT) · Other Business Owners and Community Stake Holders Equipment and/or Materials and Supplies Needed · Logistical/Life Support for Extended Operations on Disaster Site · Additional/Temporary Manpower · Power Generators · Transportation · Portable Bathrooms · Catering Services · Security · Spare Parts, Tools and Supplies to Operate Production/Manufacturing Machinery · Raw Materials to Continue Production/Manufacturing · Tables, Chairs, Cots and Bedding for Rest Area · Chemical Waste Storage/Disposal Containers Information Needed · Additional or Secondary Hazards · Weather Forecasts (Current and Surrounding Disaster Location) · Damage Assessments by Department · Production/Manufacturing Employee Accountability · Status of Businesses of Interest · Status of Suppliers · Road Conditions · Electric/Power Company Availability · Telecommunication Services · Public Works and other Critical Infrastructure
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Facilities / Physical Plant George Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make: · Utilities failure (Human Services #of people to evacuate) · Structure damage - Will the building withstand a tornado · Safest place in the building · Hazardous Materials/Chemical spills - State Hazard Mitigation Officer or a FEMA Hazard Mitigation, at the Joint Field Office (JFO)
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Incident personnel should work with IT and security experts to incorporate data, network, and systems protection best practices into incident communications and data sharing Police/Fire, local building officials, Engineers, EPA licensed professionals qualified to perform structural repair or structural mitigation work Equipment and/or Materials and Supplies Needed · Flashlights/Emergency Kits/Generator/AED’s · PPE’s/fresh water Information Needed · |
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IT and Telecom Foster Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make:
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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Administration (Human Resources and Finance) Lina Hassan Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make. Be sure to account for both Human Resources and Finance.
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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Communications / PR and Sales and Marketing Scott Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make. Be sure to account for both Public Relations and for Sales and Marketing.
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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Delegations of Authority: CEO, Communications / PR; Sales and Marketing, Information Technology / Telecommunications, Administration (Human Resources, Finance), Facilities / Physical Plant, and Production / Manufacturing
Short-Term Recovery
(6 a.m. Wednesday through noon on Sunday)
The list of decisions to be escalated is presented first, to ensure visibility; it does not need to be completed first. Each manager also has a table to fill out describing critical activities and resources.
Decisions that the Chief Executive Needs to Make (Short-Term Recovery)
As a group, propose some decisions that the company’s chief executive needs to make (decisions that are above your pay grade or to resolve conflicting ideas). List major, executive-level decisions only and prioritize them. Briefly explain the basis or rationale for the decision you seek and the objectives or, if it is denied, the consequences.
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Decisions Needed |
Identified by: |
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Decision needed: Resources Needed to Continue Operations What objective the decision would achieve: Resilience/Getting Our Business and Community Back to Normal Consequence of failure to decide or act: Economic Hardship on Business and Community |
El-Maadawy |
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Decision needed: Disaster Work Schedule What objective the decision would achieve: Minimum Staffing of Critical Positions Consequence of failure to decide or act: Increase in Casualties/Further Decrease in Productivity |
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Decision needed: Communications/Telecommunications Networks What objective the decision would achieve: Operational Ability Identify What is Needed to Make/Ensure Comms Networks are Operational and Sustainable Consequence of failure to decide or act: Hinders Recovery Efforts/Inability to Conduct Business and Protect Company Data, Innovative Ideas, Technology and Sensitive Information |
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Decision needed: Power Source What objective the decision would achieve: Operational Ability Identify What is Needed to Make/Ensure Electrical/Fuel Power Sources are Operational and Sustainable Consequence of failure to decide or act: Hinders Recovery Efforts/Inability to Conduct Business |
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Production / Manufacturing El-Maadawy Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make: · Establish Emergency Action Committee (Comprised of Department Heads and CEO) · Create and Implement a Phased Recovery Process to get the Business Back to Full Strength · Initiate Disaster Work Schedule · Allocate Resources to Aid Community Recovery (Tools, Personnel, Vehicles and Equipment) · Repair Machinery/Vehicles that can be Field Expediently Made Operational · Initiate/Sustain Production/Manufacturing · Visit Hospitalized Employees · Conduct Site Visits of Employee’s Homes · Coordinate Temporary Alternative Housing for Employees who’s Living Quarters are Uninhabitable · Engage with Local and Tribal Community Emergency Response Team (CERT) · Coordinate Temporary Meals for Employees in Need of Basic Essential Services
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed · Regional FEMA Representative (FEMA) · Operational Safety and Health Administration (OHSA) · Local/State Emergency Management Representative · Chamber of Commerce · Local and Tribal Community Emergency Response Team (CERT) · Production/Manufacture Employees · Production/Manufacture Equipment Suppliers (Spare/Replacement Parts) · Production/Manufacturing Equipment Technicians · Suppliers of Raw Materials · Drivers/Transportation Companies · Delivery Companies · Power Generator Rental Companies/Suppliers · Portable Bathroom Rental Companies/Suppliers · Catering Services · Security Companies · National Guard/Reserve Units · Community Activists/Religious Leaders · Local Hospital Healthcare Provider · Red Cross · Salvation Army · Citizen Corps Councils · Other Business Owners and Community Stake Holders Equipment and/or Materials and Supplies Needed · Spare Parts, Tools and Supplies to Operate Production/Manufacturing Machinery · Raw Materials to Continue Production/Manufacturing · Tables, Chairs, Cots and Bedding for Rest Area · Food and Water · Portable Bathrooms · Additional Lighting/Portable Overhead of Street Light Lamps · Chemical Waste Storage/Disposal Containers Information Needed · Weather Forecasts (Current and Surrounding Disaster Location) · Damage Assessments by Department · Company Employee Accountability by Section · Status of Businesses of Interest · Status of Suppliers · Road Conditions · Electric/Power Company Availability · Telecommunication Services · Public Works and other Critical Infrastructure · Current Budget Assessments
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Facilities / Physical Plant George Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make: · Utilities · Make Building Safe · Chemical Clean up · Engineers, and other specialists · Mold Removal · Secure storage and controlled access are critical considerations for this type of information. Reinforcing Garage Doors · Securing Double-entry Doors · Installing Impact-resistant Glass · Anchoring outbuildings · Pruning and thinning trees · Reinforcing Gable Roof Ends · Securing Sheathing Properly · Installing Shingles Properly · hip roof · Re-enforced Glass and Doors Information Needed · Business/ Structural Insurance Company · Building codes, permits, inspection requirements, and zoning ordinances may be involved · A floodplain ordinance will affect rebuilding when the structure has sustained substantial damage and is situated in a floodplain
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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IT and Telecom Foster Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make:
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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Administration (Human Resources and Finance) Lina Hassan Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make. Be sure to account for both Human Resources and Finance.
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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Communications / PR and Sales and Scott Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make. Be sure to account for both Public Relations and for Sales and Marketing.
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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Business Resumption
(Sunday and the next 7-10 days)
The list of decisions to be escalated is presented first, to ensure visibility; it does not need to be completed first. Each manager also has a table to fill out describing critical activities and resources.
Decisions that the Chief Executive Needs to Make (Business Resumption)
As a group, propose some decisions that the company’s chief executive needs to make (decisions that are above your pay grade or to resolve conflicting ideas). List major, executive-level decisions only and prioritize them. Briefly explain the basis or rationale for the decision you seek and the objectives or, if it is denied, the consequences.
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Decisions Needed |
Identified by: |
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Decision needed: Budget; Do we have the funds to pay a full staff? What objective the decision would achieve: The Level of Productivity and Whether or Not Employees will be Laid-Off Consequence of failure to decide or act: Inability to Maintain Economic and Workforce Sustainment; Further, resulting in a Failure to Resume Full Productivity |
El-Maadawy |
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Decision needed: Implement Emergency Action Plan and Employee Disaster Education and Awareness Campaign What objective the decision would achieve: Ensure Company, Employee and Community Resilience by Implementing EAP a Week to a few Days prior to Crisis Incident Consequence of failure to decide or act: Lack of Preparedness and Further Damage to Structure, Business and Loss of life |
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Decision needed: Install/Improve/Upgrade/Reinforce/Remodel Structure and or Emergency Shelter What objective the decision would achieve: Invest in Sustainable Business Operations Mitigation, Preparedness and Recovery Measures to Improve Resilience and Significantly Decrease Damage to Structure, Equipment, Machinery and Loss of Life Consequence of failure to decide or act: Greater Negative Impact on the Business, Employees, and Community |
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Decision needed: Comply with Government Regulations and Apply for Government Disaster Readiness Grants What objective the decision would achieve: Ensure Business Continuity Plan Consequence of failure to decide or act: Decrease Liability and Free Money rather than Utilizing Company Funds to Finance Preparedness Solution and Resources, |
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Production / Manufacturing El-Maadawy Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make: · Contact Local Emergency Management Office to Learn about FEMA Business Services · Whole Community Approach; Engage with local and tribal Community Emergency Response Team (CERT) and Citizen Corps Councils · Discuss and Implement Sustainment Activity with EAC · Build and Issue Emergency Supply Kits · Purchase and Provide Access to All Hazards Radio NOAA Weather Radio for Monitoring During an Event/Download Mobile Alerting App · Consult a Professional Engineer to Develop a Structure Mitigation/Design or Redesign Plan against Tornados (location of building emergency access points, parking, storage of fuel/chemicals, communications/electrical equipment, lighting etc.) · Consult a Professional Landscaper to Develop a Plan for the Exterior Area Surroundings (trees, flag poles, fences, trash cans, canopies, awnings, outdoor sitting areas etc.) · Installation of a Tornado Safe Room or Shelter · Installation of a Tornado Safe Storage Room
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed · Regional FEMA Representative (FEMA) · Operational Safety and Health Administration (OHSA) · Local/State Emergency Management Representative · Chamber of Commerce · Local and Tribal Community Emergency Response Team (CERT) · Production/Manufacture Employees · Production/Manufacture Equipment Suppliers (Spare/Replacement Parts) · Production/Manufacturing Equipment Technicians · Suppliers of Raw Materials · Drivers/Transportation Companies · Delivery Companies · Power Generator Rental Companies/Suppliers · Portable Bathroom Rental Companies/Suppliers · Catering Services · Security Companies · National Guard/Reserve Units · Community Activists/Religious Leaders · Local Hospital Healthcare Provider · Red Cross · Salvation Army · Citizen Corps Councils · Other Business Owners and Community Stake Holders Equipment and/or Materials and Supplies Needed · Spare Parts · Raw Materials · Back-up Generators · Water Storage Tanks · Emergency Supply Kits Information Needed · Weather Forecast · Consultation Reports from Professional Engineers (structural repair, modifications, shelter, safe storage, and self-sufficient and sustaining power sources and hazard chemical safe storage) · OSHA Regulations and Guidelines for Business Disaster Compliance · Budget and Financial Assessment Covering the Period from the start of the disaster until resuming full operations · Financial Assessment for Renovations and Emergency/Disaster Construction Mitigation Measures · Assessment of Production/Manufacturing During each Phase of the Disaster · AAR of each Section’s Performance During the Crisis
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Facilities / Physical Plant George Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make:
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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IT and Telecom Foster Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make:
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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Administration (Human Resources and Finance) Lina Hassan Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make. Be sure to account for both Human Resources and Finance.
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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Communications / PR and Sales and Marketing Scott Additional Contributions: <Insert Name(s) After Contributed Item> |
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A. Explain your critical activities, including any internal collaboration and external contacts you need to make. Be sure to account for both Public Relations and for Sales and Marketing.
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B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed
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