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Homeland Security
Group Project
Emergency Preparedness and Response Planning Exercises Tornado Scenario
No location specified—you may use any venue you wish
Part 1
Background You all work as managers for a light manufacturing company. NOTE: The company does not necessarily produce lighting products, though it may. Light manufacturing — as opposed to heavy manufacturing — tends to produce products for consumers or small businesses from previously manufactured components. Such companies often assemble components and tend to be less automated and more labor-intensive than heavy manufacturing. They also require less capital than heavy manufacturing. While heavy manufacturing is characterized by large production plants, light manufacturing companies can be found in business parks and near residential areas. This is a publicly owned company in a large town; the nearest major metropolitan area is about 2 hours away. About 375 people are employed by the company; the company runs 2 shifts Monday through Friday, 8 a.m. to 4 p.m. and 4 p.m. to midnight. A single facility houses the production areas, and all sales and general administrative (S&GA) functions. The company has no other locations — just the single building. Your products are sold regionally, and you are a niche supplier with products that are more upscale (and more expensive) than national competitors. Some of your suppliers are local, some are regional, while others are national corporations. Your operating model is business-to-business (B2B) selling to retailers. You do not sell to individual consumers. You do, however, encourage consumers to “like” your products via Facebook. The management staff members have multiple, but related responsibilities:
• Production/manufacturing (includes shipping and receiving)
• Facilities/physical plant (includes security)
• Information technology/telecommunications (data processing, Internet service, phone service)
• Communications (public relations) and Sales and Marketing
• Administration (Human Resources and Finance) Note: Beyond this general information and additional information that is presented in time phases below, you will have to make up many details yourself. Some made-up details should be reasonable assumptions; there is a place in the report to list key assumptions. Other details can be completely made-up, such as the company’s information technology architecture. Caution: Do not spend too much time deciding what products you manufacture or choosing a name for your company — worry about recovering from the disaster! Before beginning to work on this specific crisis scenario, you may find it very helpful as a team to go to the FEMA-EMI Independent Study website at http://www.training.fema.gov/is/crslist.aspx and complete the following courses. Some of you
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may have completed one or more of these previously, or have relevant practical experience and training. The core courses that everyone on the team should complete individually would include
IS-700.B and IS-706. Your team may wish to “divide and conquer”—having each person complete one or more of the other courses so that collectively, your team has completed all of them. You must certify completion of all the following FEMA courses overall by the team by posting completion certificates into a folder to set up within your Group Project collaboration folder.
• IS-700.B: An Introduction to the National Incident Management System (this should be
completed in the intro course), https://training.fema.gov/is/courseoverview.aspx?code=IS-
700.b (Approximate duration: 3.5 hours)
• IS-100.C: Introduction to the Incident Command System, ICS 100,
https://training.fema.gov/is/courseoverview.aspx?code=IS-100.c (Approximate duration: 2
hours)
• IS-2200: Basic Emergency Operations Center Functions,
https://training.fema.gov/is/courseoverview.aspx?code=IS-2200 (Approximate duration: 4
hours)
• IS-706: NIMS Intrastate Mutual Aid — An Introduction,
https://training.fema.gov/is/courseoverview.aspx?code=IS-706 (Approximate duration: 2.5
hours)
Task for Part 1: A Collaborative Report: Pretend that you are preparing recommendations to the Multi-Agency Coordination (MAC) Group. Fill out the Part 1 Template. If you use references, there will be a place in the Template for Part 2 for listing your references as well as including additional, optional information.
➢ Address the following questions at each phase of the disaster – Initial Response, Short-
Term Response, and Early Recovery and Restoration. For each area of responsibility, which activities are critical to perform as a part of the responses as it progresses? You will need to make inferences from the status information given above as well as use your imagination to create status information. What resources will you need? Consider organizations, people, information, equipment, materials, and supplies. What decisions do you need to escalate to the MAC Group to make?
➢ Prepare the report to the MAC Group by phase. Use the template provided. Remember,
reports need to be direct, specific, and very clear.
➢ Each person is to be the primary contributor to the role that they have selected (e.g. one
of the operations branches, the command staff officers, or the sections). In addition, review and provide constructive feedback to the other members of the group (e.g. law enforcement can comment on public works and vice versa). Contributions and comments on all areas are expected.
➢ NOTE: If someone withdraws from your group, you are not expected to adopt the role
that has been orphaned. Task for Part 2: An After-Action Report: The team of emergency response leaders needs to perform an after-action review of all the areas (including the roles covered by the SimCell). The
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Part 2 template will be uploaded into your private team discussion forum later. Consider these questions:
1. List things that did not go well in each phase and speculate on the root causes of why there were problems.
2. What things were done well in each phase? Speculate as to why.
3. What mitigation measures can be put in place to prevent or minimize problems in the first place?
4. What preparations for response and recovery need to be implemented?
Resources: FEMA’s Emergency Management Institute has high-level task lists for many of these roles. You can refer to these as a starting point but for this project you will need to be more specific, to reflect the demands of the incident you are responding to. Review position skillsets at: NIMS Emergency Operations Center Skillsets User Guide from
FEMA at https://www.fema.gov/media-library/assets/documents/170606.
Deliverables: Your team must submit a single document in the public discussion forum provided including both of the following elements combined into a single file by the assignment due date:
1. A Collaborative Report/Template for Part 1
2. An After-Action Report/Template for Part 2 Each team member must also submit a copy of this document with Parts 1 & 2 combined into
their personal Assignment folder by the Saturday of Week 11, August 1st.
Each team member must also complete and submit a Peer Review form using a template to be
provided by the instructor into their personal Assignment folder.
Rubric: See separate Group Project Grading Rubric document.
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Scenario: A. Initial Response
(The First 12 Hours)
Simulated Time: 4:55 p.m. Tuesday
At 3:45 p.m., the latest in a series of summer thunderstorms produced hail, high winds, and a tornado rated at F2 that ripped through town. Power has not yet been restored anywhere in the area. Wireline and cell phone services work, but there are lots of busy signals and dropped calls. First shift employees and clerical staff who tried to leave were blocked by downed lines, trees, and other debris. Only a few people who work second shift managed to arrive at work. Police are restricting movement to allow fire trucks and ambulances to address public safety needs, town maintenance staff to clear debris, and the power company to begin repairs. A preliminary damage assessment has been done. A few employees were seriously injured, but not critically; they have been evacuated. Quite a few others suffered more minor cuts and bruises. The roof of your building was severely damaged, with secondary wind and water damage to your production area. Both production supplies and completed products, as well as your production equipment, are in sorry shape, although not completely destroyed. Much is salvageable, but it will take a lot of work. When the power went out, your backup power supplies came online, giving the IT staff time to shut things down gracefully. But, just before the tornado struck, there was a nasty lightning strike close by, and the power fluctuated. You are not sure if there was any damage to either production equipment or IT equipment from that. The company’s chief executive has decided to activate the company’s contingency plans. The following teams are activated:
• Production/manufacturing
• Facilities/physical plant
• Information technology/telecommunications
• Communications (public relations) and Sales and Marketing
• Administration (Human Resources and Finance)
B. Short-Term Recovery (Days 2 through 4) Simulated Time: 6:00 a.m. Wednesday The initial response activities should wrap up around 9:00 a.m. this morning. It is time to start planning what to do for the next 72 hours, to get the company to the weekend. This Friday is payday.
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Power has been restored in most places and phone service is completely reliable. Primary roadways have been cleared, but many side streets are still blocked. There have been some reports of looting. The Human Resources manager reports on the status of the company’s employees. Most, but not all, employees have been accounted for. One second-shift employee was killed when a falling tree crushed his car during the tornado. A couple dozen employees have been injured, either because they were coming to work when the storm struck, or when they were moving debris to get home or once they got home. The nine employees who were moderately injured at work and evacuated are all in stable condition at the hospital. Six employees’ homes were damaged to the point of being un-inhabitable. Quite a few other employees’ homes were damaged by flying debris or trees falling on the roof; some of these employees will not be coming to work. Some employees seem to be emotionally traumatized by the tornado or feel that they should stay home with their children. Another manager reports on the current facilities damage assessment. Some of the production equipment needs to be replaced and others need to be repaired. The vendors have been contacted and the equipment and parts are on the way. About 75% of the completed products are ruined. The production supplies are in better shape — about two-thirds of these supplies are usable. Some customers and suppliers are asking for information, as are some shareholders. The IT systems are in somewhat better shape. The Enterprise Resource Planning (ERP) system for the production line seems to be fine, but the server supporting administrative systems for human resources and finance failed. The software applications were restored to a backup server, but the Database Administrator (DBA) hasn’t been able bring up the database – – the backup data tapes were bad. The DBA worked most of the night and was just sent home. Although the building can be occupied without danger to people, the roof still needs to be repaired. And more summer afternoon thunderstorms are forecast for the next few days… C. Business Resumption (The Next 7-10 Days) Simulated Time: noon on Sunday The company has made it to the weekend, but there have been complications along the way. The disaster is formally declared over, though some response activities still need to take place. It is time to start planning what to do for the coming week and resume limited operations. The roof has been patched but it is only temporary. The building has been cleaned up. The production line is ready to resume on Monday morning, but you are still awaiting some replacement supplies to resume production. Output for the first week may be 50% or less of orders, and there are backorders from last week, too. Some customers have indicated that they are finding substitute products elsewhere. Decisions need to be made about how many employees to call back to work this week (and possibly next week). Understandably, the financial situation is “code yellow” and it is affecting the company’s stock price. There have been significant expenditures for cleanup, repairs, and replacements. The discussions with the insurance company were not pleasant. Accounts receivable is a particular concern. Payments from some customers were not received last week because of mail delivery
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disruptions. The system for financial and human resources systems is still not fully restored because the DBA suffered a stroke — he had pulled an all-nighter on Tuesday night, and then on Wednesday, started making emergency repairs to his house when the stroke happened. He’s still in the hospital. The system administrator serves as his backup, but he is more junior and not really an experienced DBA. The system administrator has been working long hours. Emergency payments were made to staff on Saturday morning, but they were only estimated
payments because the payroll system wasn’t fully functional. The funeral for the employee who
was killed was also on Saturday. Most of the other injured employees have been released from
the hospital. One who was injured at work has engaged a lawyer who intends to file a lawsuit.
Quite a few employees have tried to juggle the company response activities with cleaning up
and repairing their own homes.
Group Project
Emergency Preparedness and Response Planning Exercises Tornado Scenario
No location specified—you may use any venue you wish
Part 2 Scenario: D. Longer-term Recovery (2 Weeks after the tornado) It is now 2 weeks after the tornado. The building has been repaired and cleaned up, and the affected production equipment has been repaired or replaced. Production is pretty well back to normal, with both shifts working. However, it seems that some customers have reduced their orders to the company and a few stopped ordering entirely. The marketing staff and sales staff feel as if they are struggling. The stock price is still down; some important shareholders have complained that the company didn’t seem to handle the response and recovery smoothly, and they weren’t able to get good information in the aftermath of the disaster. The information technology group is pretty burned out because one problem after another cropped up and procedures weren’t documented or understood. The database for the administrative systems finally got restored from a 3-week old backup, and then clerical staff from the finance and human resources area tried to re-enter the missing data manually. The telecommunications staff had to troubleshoot and finally replace network gear that was acting flaky, possibly because of the lightning strike. Morale in IT is not good. After-Action Review Within 6 weeks after the incident, an after-action report needs to be submitted to the MAC Group. TO DO: Collaborate and Report The team of emergency response leaders needs to perform an after-action review of all the areas (including the roles covered by the SimCell). Consider these questions:
1. List things that did not go well in each phase and speculate on the root causes of why there were problems.
2. What things were done well in each phase? Speculate as to why.
3. What mitigations can be put in place to prevent or minimize problems in the first place?
4. What preparations for response and recovery need to be implemented? Fill out the template for Part 2 of your report. The end of the template has a place to list your
references used in both Part 1 and Part 2, an appendix for any optional additional information
you would like to include. The end of the template also has the Statement Attesting to Original
Work with a place for signatures for everyone in the group.
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Also: Stay in your roles as members of the Incident Command System structure; do not do an
after-action review of the classroom “group.”
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.
PAGE
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HSMN 630 Study Group ALPHA TORANDO TEAM
Part 1: Disaster Response
Introduction
Team Members:
| Department Name | Manager Name |
| Production / Manufacturing | Waiel El-Maadawy |
| Facilities / Physical Plant | Ida George |
| Information Technology / Telecommunications | Taondria Foster |
| Administration (Human Resources, Finance) | Lina Hassan |
| 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.
| Assumption | Identified by |
| Building Structure | George |
| Hazardous Chemicals-How will it affect surrounding areas? | |
| PPE’s/AED’s/Medical supplies and kits | |
| Other variables ex. Trees/Cars/Awning/Shrubbery/Patio Furniture | |
| Safety Rooms/ Disabled | |
| Additional Resources/Supplies | |
| What type of Incident? Type 3? | |
| Unable to Initiate Essential Personnel Callout | El-Maadawy |
| Unable to Obtain Employee Complete Accountability | |
| Unable to Immediately Response to Site to Identify and Support to Injured Employees | |
| Unable to Initiate Support and Notification of Employee Deaths | |
| Unable to Initiate Damage Assessment of Production/Manufacturing Equipment | |
| Unable to Assess EPA Hazards from Damaged Production/Manufacturing Equipment | |
| Unable to Initiate Inventory of Completed Products and Estimate 50% Loss | |
| Unable Assess Status of Power Supply/Back-up Generators and Estimate None Exist Currently | |
| Unable to Initiate Inventory of Spare Parts and Estimate 50% Loss | |
| Unable to Initiate Inventory of Raw Materials for Production Manufacturing and Estimate 50% Loss | |
| Unable to Initiate Assessment of Minimum Number of Employees to Safely Operate Production/Manufacturing Equipment and Estimate 20% Staffing | |
| No Supply Chains are Available to Continue/Maintain Production/Manufacturing and Estimate Sustainment of 50% Production without Resupply | |
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:
| Decisions Needed | Identified by: |
| 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 |
| 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 | |
| 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 | |
| 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 |
| Production / Manufacturing El-Maadawy Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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 |
| 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 |
| Facilities / Physical Plant George Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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) |
| 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 · |
| IT and Telecom Foster Additional Contributions: <Insert Name(s) After Contributed Item> |
| A. Explain your critical activities, including any internal collaboration and external contacts you need to make: |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
| Administration (Human Resources and Finance) Lina Hassan Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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. |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
| Communications / PR and Sales and Marketing Scott Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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. |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
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.
| Decisions Needed | Identified by: |
| 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 |
| 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 | |
| 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 | |
| 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 |
| Production / Manufacturing El-Maadawy Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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 |
| 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 |
| Facilities / Physical Plant George Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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 |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
| IT and Telecom Foster Additional Contributions: <Insert Name(s) After Contributed Item> |
| A. Explain your critical activities, including any internal collaboration and external contacts you need to make: |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
| Administration (Human Resources and Finance) Lina Hassan Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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. |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
| Communications / PR and Sales and Scott Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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. |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
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.
| Decisions Needed | Identified by: |
| 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 |
| 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 | |
| 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 | |
| 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, |
| Production / Manufacturing El-Maadawy Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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 |
| 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 |
| Facilities / Physical Plant George Additional Contributions: <Insert Name(s) After Contributed Item> |
| A. Explain your critical activities, including any internal collaboration and external contacts you need to make: |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
| IT and Telecom Foster Additional Contributions: <Insert Name(s) After Contributed Item> |
| A. Explain your critical activities, including any internal collaboration and external contacts you need to make: |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
| Administration (Human Resources and Finance) Lina Hassan Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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. |
| B. List the resources you need (people, equipment, materials/supplies, information): People / Organizations Needed Equipment and/or Materials and Supplies Needed Information Needed |
| Communications / PR and Sales and Marketing Scott Additional Contributions: <Insert Name(s) After Contributed Item> |
| 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. |
| 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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