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HSMN 630 Study Group

Tornado Team Alpha

Part 2: After-Action Review

Combine this report with the Part 1 report. This is more of a group effort, but each person must identify his or her contributions.

What Did Not Go Well

List things that did not go well and speculate on the root causes of why there were problems for each phase. Identify both the phase (Initial Response, Short-term Recovery, Business Resumption, Longer-term Recovery) and the area where the problem occurred; e.g., All departments, Human Resources or Sales. Also list who identified the problem; the person who identifies the problem may be from a different department.

Problem Description	Department Affected (or all)?	Identified by:
All Phases
Emergency Action Committee & Employee Emergency Alert System: Alerts and notifications should have gone out prior to the Tornado because after the disaster power and telecommunication services were down.	All	El-Maadawy
Shelter / Employee Accommodations: There is no safe haven on the corporate compound or location constructed to withstand severe wind or tornado.	All	El-Maadawy
No back-up databases were in place to allow teams to retrieve information	All	Rachel Schott
Product discounts should have been created to keep customers with the company	Sales and Marketing	Rachel Schott
Communication and collaboration with all members	ALL	Ida George
Mutual Aid Agreements and Partnership	ALL	Ida George
NO Early Warning System (although we knew)	ALL	Ida George
NO PRE-determined Roles	ALL	Ida George
NO Communication with town, government, business partners or community leaders	ALL	Ida George
No clear direction or plan	ALL	Ida George


Initial Response
Accurate assessment of manufacturing and production machinery and equipment: Obstruction to roadways and bridges prevented production and manufacturing SMEs from responding immediately. Further complicated by failed corporate alert and notification system.	Production / Manufacturing	El-Maadawy
Transportation to and from disaster site: Lack of corporate emergency response planning. Employees had no alternative means, routes of travel to work site or ability to remove obstacles from roadways.	All	El-Maadawy
Lack of communication between shifts, emergency contact lists should have been in place to contact second shift to not come to the facility.	Communications/PR	Rachel Schott
Lack of proper CPR and first aid training of employees, many employees could assist those who were seriously injured until emergency services could arrive.	All	Rachel Schott
Information should have been communicated in multiple different ways; phone, email, website, and social media.	Communications/PR	Rachel Schott
Mutual Aid Agreements & resources weren’t properly established	All	Ida George
Lack of planning and communication between departments about resources	All	Ida George
No predetermined corroborated efforts with the town or government	All	Ida George
No partnerships or Executive Manager/Legal	All	Ida George




Short-term Recovery
Replacement parts and accessories for damaged manufacturing and production equipment: Production/Manufacturing managers failure to incorporate appropriate resilience planning. I overlooked the need to stockpile critical machinery components other than those requiring routine maintenance and exchange.	Production / Manufacturing	El-Maadawy
Delivering manufactured goods to consumers: Roadway damage and obstruction significantly impacted our ability to deliver our products.	All	El-Maadawy
Statements to customers should have been prepared ahead of time and distributed right after the event occurred.	Communications/PR	Rachel Schott
Employees should have received information on where they should report for work, how their duties will change after the disaster, precautions to take, how they should be communicating with customers/media, and if they will be paid.	Communication/PR	Rachel Schott
Establish shelter in place area procedures especially for disabled employees	ALL	Ida George
Lack of first aid equipment and established locations	ALL	Ida George
No established evacuation procedures	All	Ida George






Business Resumption
No comprehensive plan for severe wind and tornado mitigation: There was no plan to invest in reinforcing key components of the corporate compound or plans for constructing shelter-in-place safe havens.	All	El-Maadawy
Inability for non-essential personnel to work from home or alternative location: We failed to create a telework policy, conditions in which it goes into effect. We have not provided employees the capability to telework.	All	El-Maadawy
Failure to create contingency plan with production, should have had an outsourcing contract in place to take work elsewhere while the facilities are recovering.	All	Rachel Schott
Company should have had a plan in place for workforce that would come back after a disaster, also indicating which departments are essential and which can telework.	All	Rachel Schott
Sales and Marketing departments should have base pay in place, if departments are commission, to assist with payments during lull in production.	Sales and Marketing	Rachel Schott
Establish Redundancy System Maintenance Schedule and equipment	ALL	Ida George
Structural Resiliency Resources	ALL	Ida George
Alternate Locations until structure is deemed safe For regular operations	ALL	Ida George
Generators only provide service to some systems	All	Ida George




Longer-term Recovery
Failure to implement a phased plan for improving or reconstructing structural severe wind and tornado mitigation measures: Due to corporate stakeholders and executives not agreeing on the benefits compared to costs.	All	El-Maadawy
Failure to purchase and install alternative power sources (fuel generators, solar power or wind-turbine): Due to corporate stakeholders and executives not agreeing on the benefits compared to costs.	All	El-Maadawy
Customers and stakeholders should have received proper communication throughout the disaster and recovery phases.	Communications/PR	Rachel Schott

Establish mutual aid agreements and partnerships	ALL	Ida George
Establish representatives to attend town meetings	ALL	Ida George
Hazardous material emergency training	ALL	Ida George

What Was Done Well?

List things that the contingency team did well for each phase and speculate as to why. Identify both the phase (Initial Response, Short-term Recovery, Business Resumption, Longer-term Recovery) and the area where the success occurred; e.g., Human Resources or Sales. Also list who identified the success; the person who identifies the success may be from a different department.

Success Description	In Which Department (or all)?	Identified by:
All Phases
Employee’s attitudes, selflessness and teamwork: Department managers and corporate executives were extremely supportive, patient and understanding to employees and the community, which created a better environment during the crisis, and it motivated all to continue doing their best.	All	El-Maadawy
Problem solving and initiative: Department managers are experienced supervisors with military and civilian leadership and crisis management training.	All	El-Maadawy
Quick activation of the department teams.	All	Rachel Schott
Sanitation and immediate health needs quickly addressed	ALL	Ida George
Immediate Security of the building and Occupants	ALL	Ida George







Initial Response
Removal of bulk items and clearing of work site: Team members were self-motivated, and all tools, equipment and vehicles required were in good working order.	All	El-Maadawy
Getting medical aid to employees: Associated working during the disaster immediately responded to aid injured and initiated appropriate crisis response procedures.	All	El-Maadawy
Had backup power supplies in place	All	Rachel Schott
Moving furniture to make room for injured people	ALL	Ida George
Emergency Provisions provided	ALL	Ida George







Short-term Recovery
Accurate projections of current production and manufacturing capability: By a thorough round table discussion with the production/manufacturing team (supervisors and team leaders) about the supply inventory and based on the limited number of operational machinery and equipment.	Production / Manufacturing	El-Maadawy
Ensuring the production and manufacturing were safe to operate: As soon as travel was prudent SMEs conducted a full safety and operational inspections of production and manufacturing machinery and equipment.	Production / Manufacturing	El-Maadawy
Proper reporting of employee status.	All	Rachel Schott
Generators were properly functioning	All	Ida George
Bossiness Grounds used as triage camp for FEMA (after the fact)	All	Ida George







Business Resumption
Maintaining of production and manufacturing: Delivery of supplies and shipping of finished products back to normal.	Production / Manufacturing	El-Maadawy
Ensured day-to-day operations and client support (product help-desk available and warranty honored): We maintained business continuity by continuing to provide customer services to our clients and consumers throughout crisis.	Production / Manufacturing	El-Maadawy
Pre determine emergency schedule for employees	ALL	Ida George
Account of all resources and manpower received and to be repaid	ALL	Ida George
Assessment of on-going repairs	ALL	Ida George
Photos of all Damages for Insurance	ALL	Ida George






Longer-term Recovery
EAC’s assessment of company’s capabilities and limitations during current crisis: Previous implementation of EM/Response training (all employees) and a phased emergency disaster preparedness plan.	All	El-Maadawy
Production/Manufacturing team’s assessment of our section’s capabilities during current crisis: Previous implementation of a cross training plan of all production/manufacturing team (operating machinery, equipment, repair and maintenance).	Production / Manufacturing	El-Maadawy
Corroborated efforts on everyone’s part to clear the road for emergency personnel to respond	ALL	Ida George
Post-tornado clean-up and repairs as a whole	ALL	Ida George

Mitigation and Preparation Recommendations

What mitigation measures can be put in place to prevent or minimize problems in the future? What preparations for response and recovery need to be implemented? List the recommendations in the categories Critical, Important, or Enhancement (i.e., nice to have). Also recommend a timeframe to implement each recommendation; e.g., in the next 2 weeks, in the next 90 days.

Recommendation	Timeframe	Identified by:
Critical Activities
Create proper storm shelters in the facility.	2 weeks	Rachel Schott
Implement outsourcing contracts for production.	2 weeks	Rachel Schott
Reinforce structure where essential tools, equipment, machinery and data is located, stored and operated to withstand and severe winds and tornados.	2-3 weeks	El-Maadawy
Installation of an alternative power source (fuel, solar or wind-turbine) capable of powering the entire facility or essential sections of factory and compound.	2-3 weeks	El-Maadawy
EMERGENCY Evacuation and First Aid training for everyone	30 days	Ida George
Establish Automatic Procedures, Emergency Broadcast system and Predetermine Role Designations	30 days	Ida George
Handling of Hazardous material training	30-60 days	Ida George


Important Activities
Identify essential employees for after disasters.	2 weeks	Rachel Schott
Stockpile six months of raw materials and supplies to continue production and manufacturing and a plan to rotate stockpiled supplies.	3-6 weeks	El-Maadawy
Stockpile six months of critical components and replacement parts of production and manufacturing machinery and equipment; a plan to rotate stockpiled supplies.	3-6 weeks	El-Maadawy
Establish Emergency Co-op plans with town, business leaders and government	6 week	Ida George
After Action Report with recommendations and future proposed emergency exercises involving All stakeholders. Shares report findings	3-6 Weeks	Ida George
Establish emergency evacuation area and Communication with Command Post	2 weeks	Ida George
Help restore community and establish reimbursement plan for mutual agreement, partnership and resources	ASAP	Ida George


Enhancements
Generate discount codes for disasters.	5 weeks	Rachel Schott
Issue all employees smart phones or devices preprogrammed with apps capable of transmitting and receiving without cellular service or internet (FireChat, The Serval Project or GoTenna)	6-8 weeks	El-Maadawy
Establish alternative location to store finished products prior to the occurrence of a natural disaster; and or to continue production/manufacturing during the disaster.	8-12 weeks	El-Maadawy
Evaluation of structural material that can withstand winds up to 140 miles per hour	30-60 days	Ida George
Establish Emergency Communication System	30 days	Ida George
Evaluation of automatic transfer switches for generators, multi generator solutions or micro-grid options	30-60	Ida George
Reinforcement of Safe Rooms	30 days	Ida George

References

Federal Emergency Management Agency. (2014, January 6). Business continuity plan. FEMA Media Library. Retrieved from https://www.fema.gov/media-library-data/138901998 0859-b64364cba1442b96dc4f4ad675f552e4/Business_ContinuityPlan_ 2014.pdf Located by El-Maadawy

Federal Emergency Management Agency. (2014, September 5). Prepare your organization for a tornado playbook. FEMA Media Library. Retrieved from https://www.fema.gov/media-library-data/1409936139924-14f8f593c82cf0ee0384701252b30995/prepareathon _play book_tornado_final_090418.pdf Located by El-Maadawy

Federal Emergency Management Agency. (2017, November 27). Severe wind tornado ready business toolkit. FEMA Media Library. Retrieved from https://www.fema.gov/media-library/assets/documents/152389 Located by El-Maadawy

Federal Emergency Management Agency. (2019, May 31). Wind retrofit guide for residential buildings. FEMA Media Library. Retrieved from https://www.fema.gov/media-library-data/1559310374106-f72fbdaf2b2c8b9a265287994ff333f2/FEMA804Flyer _508_052219.pdf Located by El-Maadawy

Torossian, R. (2018). What is the role of PR in crisis management? Retrieved on 23 July 2020 from https://medium.com/@RonnTorossian/what-is-the-role-of-pr-in-crisis-management-2b01b1104ae8 Located by Schott

Wolters Kluwer. (n.d.). Communicating a crisis: Creating a disaster response marketing communications plan. Retrieved on 19 July 2020 from https://www.bizfilings.com/toolkit/research-topics/marketing/communicating-a-crisis-creating-a-disaster-response-marketing-communications-plan Located by Schott

Statement Attesting to Original Work

"This paper, examination, report, or the section thereof for which I have indicated responsibility, is my own work. Any assistance I received in its preparation is acknowledged within the report or examination, in accordance with academic practice. For any data, ideas, words, diagrams, pictures, or other information from any source, quoted or not, I have cited the sources fully and completely in the text, in endnotes, or in footnotes and bibliographical entries, as required. Furthermore, I certify that the material was prepared by me specifically for this class and has not been submitted, in whole or significant part, to any other class in this university or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit this material to a professional publication, peer reviewed journal, or professional conference. In adding my name following the word 'Signature', I intend that this certification will have the same authority and authenticity as a document executed with my hand-written signature."

Team Member 1: __Rachel Schott_________________________Date: ___25 July 2020__

Team Member 2: __Waiel El-Maadawy_____________________Date: ___26 July 2020__

Team Member 3: __Ida George ___________________________Date: ___31 July 2020___

Team Member 4: __________________________ ____________Date ______________

Team Member 5: ______________________________________ Date ______________

Notes:

* The entire group may present a multi-signature attestation.

* Submit this only with your individual copy of the assignment. Do not include this statement on the report posted to the public discussion forum.

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