Emergency and Incident Response Action Plans
It is imperative that Entities be prepared for the unknown, sometimes unseen and usually unpredictable events. Redmond Worldwide, Inc. develops, prepares, and documents an Emergency Management Process for the organization to use to prevent, mitigate, respond, and recover from emergencies. Redmond Worldwide, Inc. will support Entities capacity to direct, control and coordinate response and recovery operations, by developing Incident Management Standard Operating Procedures (IMSOP’s) for all emergency support functions that are consistent.
Redmond Worldwide, Inc. utilizes an Emergency Plan Documentation Process that will maintain, catalogue, organize and document the entire complement of the Entities emergency plans. The Emergency Management Process consists of planning, preparedness, and response and readiness assurance activities.
Redmond Worldwide, Inc. assists Entities in supporting the overall management and coordination of the planning and emergency preparedness, response, and recovery and mitigation program.
Redmond Worldwide, Inc. will support Entities to ensure that the adequate legislative and regulatory procedures for its emergency management program are adhered to and reviews current legislation and regulatory language, prepare and submit reports of the review to supporting emergency management functions.
Redmond Worldwide, Inc. will prepare and maintain emergency plans/annexes that address such topics as continuity of operations, continuity of government, security (physical, personnel and information), general evacuation, terrorism, and radiological responses.
Redmond Worldwide, Inc. will review the Entities Response Plan (DRP). The GAP analysis will outline how effectively the Entities’s will be able to work collaboratively within the Entities and with its regional and federal partners in the event of a disaster.
Redmond Worldwide, Inc. will review Entities’ current Emergency capability to implement the City’s planning and emergency preparedness, response and recovery, and mitigation activities in its role as coordinator of the city’s response to potential and natural, civil, technological disasters, catastrophic events and acts of terrorism.
Redmond Worldwide, Inc. will develop an assessment of the resource capability gaps and the procedures to overcome these gaps. Redmond Worldwide, Inc. will support Entities in establishing procedures to locate, acquire, distribute, and account for services, resources, materials, and facilities procured to support the program.
Redmond Worldwide, Inc. will develop a computer tracking system for material accountability in emergency situations.
Redmond Worldwide, Inc. will assist Entities in maintaining a management resource capability system which will include personnel, equipment training, facilities, funding, expert knowledge, materials and schedules and a process for identifying points at which they will be needed.
Redmond Worldwide, Inc. combines the vulnerability analysis and the risk analysis to determine the potential hazards, and the likelihood and the extent of harm that may result from these hazards.
We determines the potential for detrimental impacts of hazard on the full array of health services, safety, and environmental, economic and business and technology. .
We analyzes past risks associated with the Entities’ hazards, which will include at a minimum natural events, technological events, and man-made events on persons, public and private property and structures.
Redmond Worldwide, Inc. then assesses and maintains a current inventory of internal and external emergency resources including voluntary donations, shelters, and mutual aid agreements.
We conduct a hazard-specific risk assessment/impact analysis based on past occurrences, which is used to determine the potential for future detrimental impacts of the risks and hazards within a community, city, region, or region, through analysis of past disasters and their effects, and an analysis of the community’s location and demographics.
Redmond Worldwide, Inc. reviews designated categories of critical activities, which will provide the framework to prepare for adverse situations and assess risks, which may impact these functions.
We identify natural and human activities whose occurrence pose danger for persons, property, installations, and the environment.
Redmond Worldwide, Inc. identifies the activities that may be mitigated allowing for the alleviation of the effects of a major disaster any emergency. In addition, long-term activities that can me used to minimize the potentially adverse effects of future disasters in the affected area will also be identified.
a. Identify threats from both internal and external sources. These should include, but not be limited to, the following:
1. Natural, man-made, technological, and political emergencies
2. Accidental versus intentional
3. Internal versus external
4. Controllable risks versus those beyond the organization’s control
5. Events with prior warnings versus those with no prior warnings
b. Determine the probability of events
1. Information sources
2. Credibility
c. Create methods of information gathering
d. Develop a suitable method to evaluate probability versus severity
e. Establish ongoing support of evaluation process
f. Identify the relevant key security and legislative issues
g. Establish cost benefit analysis to be associated with the identified loss potential
a. Identify primary threats the organization may face, and secondary/collateral events that could materialize because of such threats (e.g., hurricane threat could result in several events including high winds, flood, fire, building and roof collapse, etc.)
b. Select vulnerabilities most likely to occur and with greatest impact
a. Location(s) and security considerations. The actions taken and facilities installed to reduce the probability of occurrence of incidents that would impair the ability to conduct their mission.
1. Physical protection
§ Understand the need to restrict access to buildings, rooms, and other enclosures.
§ Understand the need for barriers and strengthened structures to deter willful and accidental and/or unauthorized entry
2. Physical presence
§ Determine the need for the use of specialist personnel to conduct checks at key entry points
§ Determine the need for manned and/or recorded surveillance equipment to control access points and areas of exclusion
3. Logical protection
§ Understand the need for system-provided protection of data stored, in process, or in translation
4. Location of assets
§ Understand the inherent protection afforded key assets by virtue of their location relative to sources of risk.
b. Location: physical construction, geographic location, neighbors, facilities infrastructure, community infrastructure
c. Protection: detection, notification, suppression systems
d. Security and access controls, insurance, leasehold agreements
e. Personnel procedures
f. Procedural controls
g. Information backup and protection
h. Information security: hardware, software, data, network
i. Preventive maintenance and equipment preplanning
j. Utilities: duplication of utilities, redundancies in utilities
k. Interface with regional and federal partners
l. Services: electricity, air conditioning, water, communications, maintenance, equipment replacement and spares, documentation
a. Identify alternative risk analysis methodologies and tools
1. Qualitative and quantitative methodologies
2. Advantages and disadvantages
3. Reliability/confidence factor
a. Basis of mathematical formulas used
b. Select appropriate methodology and tool(s) for agency-wide implementation
a. Develop a strategy consistent with issues and organizational policy
b. Determine a viable strategy that can be managed across divisions and organizational locations
c. Identify credible information sources
d. Create organization-wide methods of information collection and distribution
1. Forms and questionnaires
2. Interviews
3. Meetings
4. Documentation review
a. Identify communications flow with appropriate internal departments/divisions
b. Establish service level agreements for both suppliers organizations and groups
c. Develop preventive and pre-planning options
1. Cost/benefit
2. Implementation priorities, procedures, and control
3. Testing
4. Audit functions and responsibilities
d. Understand options for risk management and selection of appropriate or cost-effective response, i.e. risk avoidance, transfer, or acceptance of risk
e. Develop interface with suppliers and utilities
f. Develop security practices
g. Identify methods to minimize the effects of the loss potential
h. Brief responders, ensuring they understand their objectives and reporting structure
a. Establish emergency scenarios based on risks to which the organization is vulnerable. The emergency scenarios should be based on these types of criteria: severe in magnitude, occurring at the worst possible time, resulting in severe impairment to the organization’s ability to respond. .
b. Evaluate risks and classify them according to relevant criteria, including: risks under the organization’s control, risks beyond the organization’s control, threats with prior warnings (such as tornadoes and hurricanes), and threats with no prior warnings (such as acts of terrorism).
c. Evaluate impact of risks and threats on those factors essential for conducting operations: availability of personnel, availability of information technology, availability of communications technology, status of infrastructure (including transportation), etc.
d. Evaluate controls and recommend changes, if necessary, to reduce impact due to risks and threats
1. Controls to inhibit impact threats: preventive controls (such as passwords, smoke detectors, and firewalls)
2. Controls to compensate for impact of threats: reactive controls
a. Identify the organization’s possible physical security exposures, including the following specific categories of security risks
1. Physical /plant security
2. Information security - computer room and media storage area security
3. Communications security - voice and data communications security
4. Network security - intranet security, Internet security
b. Advise on feasible, cost-effective security measures required to prevent/reduce security-related risks and threats
a. Identify vital record needs in the organization, including paper and electronic records
c. Advise on and implement feasible, cost-effective backup and restoration procedures for all forms of the organization’s vital records
Business Impact Analysis (BIA)
Redmond Worldwide, Inc. will conduct a vulnerability analysis to determine the potential for detrimental impacts of hazards on the full array of health services, safety, and environmental, economic and financial assets.
Redmond Worldwide, Inc. will conduct a management level analysis, which will identify the impacts that losing resources will have on the entity. . This analysis will measure the effects of resource loss and escalating losses over time in order to provide reliable data upon which to base decisions on hazard mitigation and continuity planning.
This BIA, as it applies to federal, state and local government will be a means to assess impacts of interruptions on essential business processes. It will not require going beyond requirements as applied by normal government policies and procedures
a. Identify and obtain a project sponsor for the Impact Analysis activity
b. Define objectives and scope
c. Choose an appropriate project planning methodology/tool
d. Identify and inform participants of the project and its purpose
e. Identify training requirements
f. Establish a training schedule and undertake training
g. Ensure the project leader has a sound understanding of the purposes of the organization
h. Obtain agreement on final project time schedule and initiate the project
a. Effects of disruptions
1. Loss of assets: key personnel, physical assets, information assets, intangible assets
2. Disruption to the continuity of service and operations
3. Violation of law/regulation
4. Public perception
b. Impact of disruptions on
1. Financial
2. Customers and suppliers
3. Public relations/credibility
4. Legal
5. Regulatory requirements/considerations
6. Environmental
7. Operational
8. Personnel
9. Other resources
c. Determine Loss Exposure
1. Quantitative
§ Property Loss
§ Revenue loss
§ Fines
§ Cash flow
§ Accounts receivable
§ Legal liability
§ Human resources
§ Additional expenses/increased cost of working
2. Qualitative
§ Human resources
§ Morale
§ Confidence
§ Legal
§ Social and corporate image
§ Financial community credibility
a. Data collection methodologies
1. Finalize an appropriate data collection method (e.g., questionnaires, interviews, workshop, or in agreed combination)
2. Recommend and obtain agreement as to how potential financial and non-financial impact can be quantified and evaluated
3. Identify and obtain agreement on requirements for non-quantifiable impact information and gain agreement
4. Develop questionnaire (if used) and completion instructions
5. Determine data analysis methods (manual or computer)
b. Data collection via questionnaires
1. Understand the need for appropriate design and distribution of questionnaires, including explanation of purpose, to participating departmental managers and staff
2. Understand the role of, and manage, project kick-off meetings to distribute and explain the questionnaire
3. Understand the role of, and support respondents during completion of questionnaires
4. Review completed questionnaires and identify those requiring follow-up interviews
5. Conduct follow-up discussions when clarification and/or additional data is required
c. Data collection via interviews only
1. Understand the need for consistency, with the structure of each interview predefined and following a common format
2. Ensure the base data to be collected at each interview is predefined
3. Understand the need for initial interview to be reviewed and verified by the interviewee
4. Schedule follow-up interviews, if initial analysis shows a need to clarify and/or add to the data already provided
d. Data collection via a workshop
1. Understand the need for, and set a clear agenda and set of objectives
2. Identify the appropriate level of participating management and obtain agreement
3. Choose appropriate venue, evaluating location, facilities, and staff availability
4. Act as facilitator and leader during discussions
5. Ensure workshop objectives are met
6. Ensure all issues outstanding at the end of the workshop are identified and responsibility for their resolution agreed upon
e. Impact Analysis report
1. Prepare draft report containing initial impact findings and issues
2. Issue draft report to participating managers and request feedback
3. Review manager feedback and, where appropriate, revise findings accordingly or add to outstanding issues
4. Schedule a workshop or meeting with participating manager(s) to discuss initial findings, when necessary
5. Ensure original findings are updated to reflect changes arising from these meetings
6. Prepare final report according to organization or house standards
7. Prepare and undertake formal presentation of findings to peers and executive bodies
a. Establish definition of criticality, and negotiate with management single or multiple levels of criticality
b. Identify critical functions
1. Functions
2. Support functions
3. Interdependencies
c. Identify vital records to support emergency operations
d. Prioritize critical functions
a. Determine recovery windows for critical emergency functions based on level of criticality
b. Determine the order of recovery for critical emergency functions, and support functions and systems based on parallel and interdependent activities
c. Determine minimum resource requirements for emergency, recovery and resumption of critical functions and support systems
1. Internal and external resources
2. Owned versus non-owned resources
3. Existing resources and additional resources required
a. Interrelationship between the processes
b. Process dependencies
1. Intra-department
2. Inter-department
3. Technology
4. Processes
a. Equipment
b. Key personnel
c. Raw materials/sub-assemblies
d. Other
The Emergency Strategies will be developed based on the vision, mission, goals and objectives of the DC Emergency Management Program.
The Strategy activities will include identification of alternatives to address the immediate and short-term effects of an emergency or disaster. The strategy will include immediate actions to save lives, protect property, and meet basic human needs. The Strategy will be based on the requirements of the situation, response assistance will be provided to an affected state under the Federal Response Plan (FRP) using a partial activation of selected Emergency Support Functions (ESF’s) or the full activation of all ESF’s to meet the needs of the situation.
Redmond Worldwide, Inc. will develop a hazard mitigation strategy to mitigate effects of hazards that cannot be mitigated or eliminated. These will include mitigation of the risk associated with natural and human activities that pose danger for persons, property, installations and the environment
Redmond Worldwide, Inc. will develop a processes and procedures for using, maintaining, augmenting, and providing backup for all types of communication devices required in day to day emergency response and operations and for emergency notification and alert system.
Redmond Worldwide, Inc. will assist Entities in maintaining a management resource capability system which will include all personnel, major items of equipment, training, facilities, funding, expert knowledge, materials and schedules, identifying when they will be needed.
Redmond Worldwide, Inc. will review the Emergency Operating Center to determine the adequacy of security, communications capabilities, staffing and the procedures required to activate it during an emergency situation.
Redmond Worldwide, Inc. will prepare and maintain a strategic plan that defines the vision, mission, goals, and objectives of the DC Emergency Management Program.
a. Review recovery issues
1. Timeframes
2. Options
3. Location
4. Personnel
5. Communications
b. Review technology recovery issues for each support service
c. Review non-technology recovery issues for each support service, including those support services not dependent upon technology
d. Compare internal/external solutions
e. Identify alternative recovery strategies
1. Do nothing
2. Defer action
3. Manual procedures
4. Reciprocal agreements
5. Alternative site or facility
6. Alternate source of product
7. Service bureau
8. Consortium
9. Distributed processing
10. Alternative communications
11. Mitigation
12. Preplanning
f. Compare internal and external solutions
g. Assess risk associated with each optional recovery strategy
a. Effectively analyze Agency needs criteria
b. Clearly define recovery planning objectives
c. Develop a consistent method for evaluation
d. Set baseline criteria for options
a. Employ a practical, understandable methodology
b. Set realistic time schedules for evaluation and report writing
c. Deliver concise specific recommendations to senior management
a. Criteria
b. Communications
c. Agreement considerations
d. Comparison techniques
e. Acquisition
f. Contractual consideration
a. Understand and prepare requirements statements for use in formal agreements for the provision of emergency services
b. Formulate any necessary technical specifications for use in "invitation-to-tender" format
c. Interpret external agreements proposed by suppliers in relation to the original requirements specified
d. Identify specific requirements excluded from any standard agreements proposed
e. Understand and advise on the inclusion of optional elements and those that are essential
a. Develop, implement, and exercise enterprise-wide plans for emergency management to emphasize coordination of unit continuity, information technology, and communications technology recovery and continuity
b. Develop, implement, and exercise enterprise-level crisis management plans for media handling, crisis communications, etc.
a. Develop, implement, and exercise unit response, recovery, resumption, restoration, and return plans
b. Designate and obtain approval for recommended staff and access to essential equipment resources for work area recovery sites
a. Voice communications
1. Develop strategies to recover/restore voice communications
2. Make arrangements with local loop and long distance phone service providers for voice communications recovery (e.g., alternate exchanges, alternate routing, dial backup, foreign exchanges, etc.)
b. Data communications
1. Develop, implement, and exercise plans to recover/restore data communications
2. Evaluate and select appropriate arrangements with local, long distance, and global telecommunications network service providers for data communications recovery strategies and action plans
Redmond Worldwide, Inc. will develop and maintain plans for mitigation, preparedness and response and recovery activities and prepare written management policies, procedures and coordination of the Entities’s planning and emergency preparedness
Redmond Worldwide, Inc. will develop a processes and procedures for using, maintaining, augmenting, and providing backup for all types of communication devices required in day to day emergency response and operations and for emergency notification and alert systems.
Redmond Worldwide, Inc. will develop a Communications and Electronics Operations (CEOI) Manual as part of the planning phase.
Redmond Worldwide, Inc. will develop, coordinate, implement, and maintain procedures that will enhance the ability of the Entities to direct, control, and coordinate response and recovery operations throughout the Incident Command System for Emergency Operations.
Redmond Worldwide, Inc. will assist Entities in supporting the overall management and coordination of the Entities’s planning and emergency preparedness, response, and recovery and mitigation program.
Redmond Worldwide, Inc. will write procedures for utilizing the computer tracking system, which was developed in the Gap Analysis for material accountability in emergency situations.
Redmond Worldwide, Inc. will prepare written management policies and procedures for the Entities’s departments and agencies to ensure that the emergency program is institutionalized. These policies and procedures will clearly indicate your vision, mission, goals, and objectives of the program and support the program’s continuity and viability.
Redmond Worldwide, Inc. shall design a disaster/emergency communication, education, and information plan and program that includes the capability of communicating with the special needs of the population: a method to coordinate and clear information for media and public release; a procedure to notify the public of a disaster/emergency, its effects, and how to protect themselves; and procedures to respond to requests for information.
At a minimum, but not inclusive, Redmond Worldwide, Inc. will review the following documents:
Agency/Organization |
Plan |
Date |
DCEntities |
Entities Response Plan |
April 02 |
|
Metropolitan Washington Council of Governments (COG) |
Regional Emergency Coordination Plan |
April 10, 2002 |
|
DCEntities |
Entities of Columbia Emergency Operations Center Standard Operating Procedures |
Unknown |
|
DCEntities |
Entities of Columbia Hazard Mitigation Plan |
Jan, 00 |
|
DCEntities |
Entities of Columbia Hazardous Materials Plan |
Jan, 00 |
|
DC DOH |
Entities of Columbia Bio-terrorism Plan |
September, 01 |
|
FEntities |
Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended |
November 23, 1988 |
|
FEntities |
Federal Response Plan |
April, 99 |
|
FEntities |
Federal Radiological Emergency Response Plan |
May, 96 |
|
FEntities |
National Capitol Region Incident Contingency Plan |
Nov. 01 |
|
FEntities |
State and Local Guide for All-Hazards Emergency Planning |
Sept. 96 |
|
EPA |
National Contingency Plan |
June, 82 |
|
|
|
|
Redmond Worldwide, Inc. will support Entities to ensure the adequate adherence to legislative and regulatory procedures for its emergency management program by reviewing current legislation and regulatory language, and prepare and submit reports of the review to supporting emergency management functions throughout the DC government.
a. Reporting procedures
1. Internal (escalation procedures)
§ Local
§ Organization (decision-making process)
2. External (response procedures)
§ Public agencies and media
§ Suppliers of products and services
b. Pre-incident preparation
1. By types of emergency