So, we have a new government in Haiti. One that was duly elected by the popular vote. Let's hope that Mssr. Martelly will step up the pace of recovery. I don't mean the grandiose areas of “recovery” – shopping malls, the Presidential Palace, business centers. I mean the most basic of things, like REAL shelter for the Haitian people, still living in tarp cities.
Just last week, coincidentally the first week of the Atlantic Hurricane Season, Haiti was drenched by a slow-moving system known as “94L” – the second “invest” of the first week of the season. In that event, 23 Haitians died. They died because their makeshift “homes” were washed away. The following was posted in a report from the International Association of Emergency managers (of which, I serve as Sergeant at Arms):
HAITI: At least 23 people have been killed in flooding in Haiti. Most of the deaths occurred in the capital Port-au-Prince after torrential rain swept away houses, and flooded roads. Two children were buried alive when their home collapsed; two other people died in a tent city erected after last year's devastating earthquake. Haitian officials fear other such camps could be swept away during the hurricane season. Days of heavy rain swelled rivers and flooded camps built to house thousands of evacuees after the 2010 earthquake. Thirteen people were killed when landslides swept through the upscale suburb of Petionville. The United States National Hurricane Center warned the rains could also cause flash floods and mudslides in the Dominican Republic and Cuba.
Bottom line? It’s been almost 18 months since the earthquake. THINGS NEED TO CHANGE in Haiti.
Sunday, June 12, 2011
Saturday, June 4, 2011
ICS - an interesting dialogue between professionals
I had an interesting dialogue on Link In today - I thought it was good enough to share here:
The post began with a question about how ICS should be considered and used in business. A good question. Here's the "jist" of the ensuing dialogue:
Roger Huder • ICS is nothing more or less than management by objective. You are simply dividing up a very large problem into manageable parts. You do not have to use Incident Commander, Logistics, Operations etc nomenclature, you can name them anything you want, the objective is to have clear lines of authority to manage a problem. If you are going to interface with the public sector they will have to use to the same naming scheme so outsiders will know who is who during a response. But ICS is nothing more than organizing to meet a specific problem rapidly and efficiently. The difficult part for many in the private sector to understand is the re-organiztion of their normal lines of authority but it works and works well to manage major crisis in or out of government.
Edward Minyard, CRISC, CISM, CBCI, CCM, ITIL • Agreed, Roger - management is management. BUT, as you also point out, if you are a custodian of critical infrastructure, ICS should be MANDATORY as an operating model. As an individual who recently spent 6 months in Louisian, supporting the MC252 Oil Spill Response, I can attest to the confusion created when private and public sector organizations "integrate" (violently collide?) in the course of a disaster response. ICS, like every other "standard approach" (nice that we have so many to choose from!), has it's warts - but it's still what we have all agreed to use. (at least in the public sector).
Roger Huder • I think the collisions comes not from the ICS structure as much as it comes from the two cultures. Businesses are used to making decisions in a specific and careful way with lots of checking the numbers. You and I both know when you have a fast moving disaster that will not hold still long enough to get a complete grip on all the facts that type of decision making must change. It is much more like the emergency decision making in the public safety community or the military in combat. The clash of these two types of decision making can lead to huge misunderstanding and how should I say it politely a less than optimum response.
Edward Minyard, CRISC, CISM, CBCI, CCM, ITIL • You're right on, Roger. This challenge is no different than that of "buy in" to the concept of Business Continuity. Most plans are done as acts of compliance, because most people tend to believe "it won't happen to me." Therefore, training and exercises are not taken with the degree of seriousness that should be had. I've been deep into every major disaster since 9-11, working with both public and private sector clients. That initial "WTF just happened?" is there - every time. One of the reasons FEMA has instituted the IMAT concept is just that - when you're in the stuff, as a victim AND a manager - the decision making process is impacted by the fact that your ability to reason is reduced to that of a sixth grader.
All that said, there is an old adage in the world of warriors: "The more you sweat in training, the less you bleed in battle."
I try to encourage my private sector and public sector clients to be prepared. That means drilling the processes and concepts until you not just know them - you live them. You are so very right about the pace of things when in the midst of the fray. Laborious decision making processes are fuel to flames. Further, as you stated in your first post, "the objective is to have clear lines of authority to manage a problem. If you are going to interface with the public sector they will have to use to the same naming scheme so outsiders will know who is who during a response." ICS is well-defined in that regard. And, if you are a custodian of critical infrastructure (I use the word "custodian" because, if you operate a business that's critical to the wellfare of the nation or it's people, and you aren't doing the right things to operate in a disaster situation, you WILL be superceded by Uncle Sam (ask BP)), you MUST be able to work within the ICS structure. whew, that was a long winded tirade, no?
Roger Huder • No it was not too long, it could not have been said better. Our biggest hurdle is to get people to understand that "stuff"(put a less polite word in there) does happen. I've watched as people's thirty year careers go down the drain because they thought it would not happen on their watch. Just as you said the more you sweat before the event the better you will handle it. We need to put less emphasis on planning and more emphasis on training for response. I know some won't like that statement but the military has an old saying "no plan survives first contact with the enemy." I have found that to be true in emergency response and management. ICS is only the structure used to carry out decisions it will not make decisions for you. Bad decisions using ICS will only produce well executed bad decisions.
Edward Minyard, CRISC, CISM, CBCI, CCM, ITIL • Thanks, Roger. Your last sentence sums things up quite nicely. ICS is what it is. But, as long as we're quoting:
"He whose only tool is hammer, soon sees the world as a nail."
Nuff said, time for a beer.
*************************************************************
So, what do YOU think?
The post began with a question about how ICS should be considered and used in business. A good question. Here's the "jist" of the ensuing dialogue:
Roger Huder • ICS is nothing more or less than management by objective. You are simply dividing up a very large problem into manageable parts. You do not have to use Incident Commander, Logistics, Operations etc nomenclature, you can name them anything you want, the objective is to have clear lines of authority to manage a problem. If you are going to interface with the public sector they will have to use to the same naming scheme so outsiders will know who is who during a response. But ICS is nothing more than organizing to meet a specific problem rapidly and efficiently. The difficult part for many in the private sector to understand is the re-organiztion of their normal lines of authority but it works and works well to manage major crisis in or out of government.
Edward Minyard, CRISC, CISM, CBCI, CCM, ITIL • Agreed, Roger - management is management. BUT, as you also point out, if you are a custodian of critical infrastructure, ICS should be MANDATORY as an operating model. As an individual who recently spent 6 months in Louisian, supporting the MC252 Oil Spill Response, I can attest to the confusion created when private and public sector organizations "integrate" (violently collide?) in the course of a disaster response. ICS, like every other "standard approach" (nice that we have so many to choose from!), has it's warts - but it's still what we have all agreed to use. (at least in the public sector).
Roger Huder • I think the collisions comes not from the ICS structure as much as it comes from the two cultures. Businesses are used to making decisions in a specific and careful way with lots of checking the numbers. You and I both know when you have a fast moving disaster that will not hold still long enough to get a complete grip on all the facts that type of decision making must change. It is much more like the emergency decision making in the public safety community or the military in combat. The clash of these two types of decision making can lead to huge misunderstanding and how should I say it politely a less than optimum response.
Edward Minyard, CRISC, CISM, CBCI, CCM, ITIL • You're right on, Roger. This challenge is no different than that of "buy in" to the concept of Business Continuity. Most plans are done as acts of compliance, because most people tend to believe "it won't happen to me." Therefore, training and exercises are not taken with the degree of seriousness that should be had. I've been deep into every major disaster since 9-11, working with both public and private sector clients. That initial "WTF just happened?" is there - every time. One of the reasons FEMA has instituted the IMAT concept is just that - when you're in the stuff, as a victim AND a manager - the decision making process is impacted by the fact that your ability to reason is reduced to that of a sixth grader.
All that said, there is an old adage in the world of warriors: "The more you sweat in training, the less you bleed in battle."
I try to encourage my private sector and public sector clients to be prepared. That means drilling the processes and concepts until you not just know them - you live them. You are so very right about the pace of things when in the midst of the fray. Laborious decision making processes are fuel to flames. Further, as you stated in your first post, "the objective is to have clear lines of authority to manage a problem. If you are going to interface with the public sector they will have to use to the same naming scheme so outsiders will know who is who during a response." ICS is well-defined in that regard. And, if you are a custodian of critical infrastructure (I use the word "custodian" because, if you operate a business that's critical to the wellfare of the nation or it's people, and you aren't doing the right things to operate in a disaster situation, you WILL be superceded by Uncle Sam (ask BP)), you MUST be able to work within the ICS structure. whew, that was a long winded tirade, no?
Roger Huder • No it was not too long, it could not have been said better. Our biggest hurdle is to get people to understand that "stuff"(put a less polite word in there) does happen. I've watched as people's thirty year careers go down the drain because they thought it would not happen on their watch. Just as you said the more you sweat before the event the better you will handle it. We need to put less emphasis on planning and more emphasis on training for response. I know some won't like that statement but the military has an old saying "no plan survives first contact with the enemy." I have found that to be true in emergency response and management. ICS is only the structure used to carry out decisions it will not make decisions for you. Bad decisions using ICS will only produce well executed bad decisions.
Edward Minyard, CRISC, CISM, CBCI, CCM, ITIL • Thanks, Roger. Your last sentence sums things up quite nicely. ICS is what it is. But, as long as we're quoting:
"He whose only tool is hammer, soon sees the world as a nail."
Nuff said, time for a beer.
*************************************************************
So, what do YOU think?
Saturday, May 28, 2011
FEMA out of money?
According to a report in USA Today (May 27th):
The Federal Emergency Management Agency (FEMA) has $2.4 billion in its Disaster Relief Fund to last through Sept. 30 and is seeking $1.8 billion for the fiscal year that begins Oct. 1. Lawmakers from both parties say those sums are not enough to pay for the billions in damage caused by the extraordinary string of weather-related disasters this spring.
"FEMA will have to stop recovery efforts in 50 states in the spring of 2012" without additional money for disaster relief, Sen. Mary Landrieu, D-La., wrote in a letter to her colleagues. She heads the Senate panel that oversees FEMA finances.
So, how do you feel about that? Some folks have expressed the opinion that FEMA shouldn't do as much as they already do. My question to them is: "Who ya gonna call?"
The Federal Emergency Management Agency (FEMA) has $2.4 billion in its Disaster Relief Fund to last through Sept. 30 and is seeking $1.8 billion for the fiscal year that begins Oct. 1. Lawmakers from both parties say those sums are not enough to pay for the billions in damage caused by the extraordinary string of weather-related disasters this spring.
"FEMA will have to stop recovery efforts in 50 states in the spring of 2012" without additional money for disaster relief, Sen. Mary Landrieu, D-La., wrote in a letter to her colleagues. She heads the Senate panel that oversees FEMA finances.
So, how do you feel about that? Some folks have expressed the opinion that FEMA shouldn't do as much as they already do. My question to them is: "Who ya gonna call?"
Friday, May 27, 2011
Govenor's Hurricane Conference - New Orleans
Early next week begins the Louisiana Governor's Office of Homeland Security and Emergency Management (GOHSEP)Hurricane Conference. It's timed perfectly to happen right along withthe beginning of H-Season 2011 - I like that. With luck, all synapses willl be firing properly, allowing everyone to be as mentally engaged as they should be right now. Time to check the BS at the door and get serious about planning and preparedness.
Interestingly, in the 2011 DHS budget, though there are 12 DHS grant programs totaling $2.1 billion to assist states, urban areas, tribal and territorial governments, non-profit agencies, and the private sector, the TOTAL budget was actually REDUCED by $780 million from the FY 2010 enacted level, nearly a quarter of FY 2010 DHS grant funding.
Hmmm...let's review:
Heightened level of concern of OBL retributions? Check
Economic impact of the pay of police, firefighters and EMS? Check
Worst outbreak of tornadoes in history? Check
Significantly increased threat of 2011 hurricanes? Check
Border infiltration on the rise? Check
Elevated concerns about "lone wolf" terrorists? Check
So, sure, why not cut the funding needed to prepare and respond to these challenges? Thanks, Washington, DC, your timing is perfect!
So, how do we do more with less? My suggestion is to develop stronger public / private partnerships. Outsource what you can, without impacting your day-to-day operations, or - most importantly - public safety.
Why?
Top 10 Reasons Organizations Outsource
1. Reduce and control operating costs
2. Improve organizational focus
3. Gain access to world-class capabilities
4. Free internal resources for other purposes
5. Resources are not available internally
6. Accelerate reengineering benefits
7. Function difficult to manage/out of control
8. Make capital funds available
9. Share risks
10. Cash infusion
Source: Survey of Current and Potential Outsourcing End-Users
The Outsourcing Institute Membership, 1998
So, why not consider carefully those elements of preparedness, response and mitigation that you can safely and effectively hand off to a trusted partner? It just makes sense. By establishing pre-event contracts, incorporating your partner into your daily operations and having regular exercises, you KNOW WHAT TO EXPECT when the stuff hits the rotary oscillator.
Interestingly, in the 2011 DHS budget, though there are 12 DHS grant programs totaling $2.1 billion to assist states, urban areas, tribal and territorial governments, non-profit agencies, and the private sector, the TOTAL budget was actually REDUCED by $780 million from the FY 2010 enacted level, nearly a quarter of FY 2010 DHS grant funding.
Hmmm...let's review:
Heightened level of concern of OBL retributions? Check
Economic impact of the pay of police, firefighters and EMS? Check
Worst outbreak of tornadoes in history? Check
Significantly increased threat of 2011 hurricanes? Check
Border infiltration on the rise? Check
Elevated concerns about "lone wolf" terrorists? Check
So, sure, why not cut the funding needed to prepare and respond to these challenges? Thanks, Washington, DC, your timing is perfect!
So, how do we do more with less? My suggestion is to develop stronger public / private partnerships. Outsource what you can, without impacting your day-to-day operations, or - most importantly - public safety.
Why?
Top 10 Reasons Organizations Outsource
1. Reduce and control operating costs
2. Improve organizational focus
3. Gain access to world-class capabilities
4. Free internal resources for other purposes
5. Resources are not available internally
6. Accelerate reengineering benefits
7. Function difficult to manage/out of control
8. Make capital funds available
9. Share risks
10. Cash infusion
Source: Survey of Current and Potential Outsourcing End-Users
The Outsourcing Institute Membership, 1998
So, why not consider carefully those elements of preparedness, response and mitigation that you can safely and effectively hand off to a trusted partner? It just makes sense. By establishing pre-event contracts, incorporating your partner into your daily operations and having regular exercises, you KNOW WHAT TO EXPECT when the stuff hits the rotary oscillator.
Thursday, May 26, 2011
"It is Wisdom We Need"
In the essay "Open Sesame" by Henry Miller (included in his book "Stand Still Like the Hummingbird"), Mr. Miller makes the statement,"Every great sage has maintained that it is impossible to impart wisdom. And it is wisdom we need, not more knowledge, or even 'better' knowledge. We need wisdom of life, which is a kind of knowledge that only initiates thus far have been known to possess."
Wow, how true is this, particularly in the field of preparedness and continuity planning?
While there are several definitions of the word "initiate", Mr. Miller clearly uses the one which implies, as defined by Merriam-Webster: (noun)a person who is instructed or adept in some special field. I'd even go a step further: A person who is experienced in a special field, gained through living that experience.
Wisdom. Yes, that's exactly what is needed.
And, as long as I'm quoting from great thinkers, try this one on for size:
I have never let my schooling interfere with my education. - Mark Twain
Wow, how true is this, particularly in the field of preparedness and continuity planning?
While there are several definitions of the word "initiate", Mr. Miller clearly uses the one which implies, as defined by Merriam-Webster: (noun)a person who is instructed or adept in some special field. I'd even go a step further: A person who is experienced in a special field, gained through living that experience.
Wisdom. Yes, that's exactly what is needed.
And, as long as I'm quoting from great thinkers, try this one on for size:
I have never let my schooling interfere with my education. - Mark Twain
Wednesday, May 25, 2011
Business Continuity: Are you REALLY Ready?
The events of this spring have been absolutely mindbending, even for the professionals in this business. Massive tornadoes, distroying entire cities - wow. But, if any good thing can come from all this, it's that dose of reality that we should all be taking right now, regarding the importance of plans and exercises. Are you listening?
I am constantly amazed by the number of organizations that still view business continuity planning as an exercise in compliance. Even those that take the steps to create a plan often don't take the next step, exercising those plans on a regular basis. That, my friends, is a recipe for failure. Moreover, most plans are developed without the input of an expert who has actually "been there, done that." Don't take me wrong, following the guidelines of the standards, such as BS25999, NFPA1600 or ISO31000, using a Certified Professional (CBCP / CBCI / CCM) is the right first step. But, tempering the planning process in the fires of "real world experience" can't be overstated.
I have conducted numerous plan reviews, only to find that, based on my observations in the field, during and immediately following a genuine disaster, many elements would be doomed to fail.
So, get REAL - and GET MOVING!
I am constantly amazed by the number of organizations that still view business continuity planning as an exercise in compliance. Even those that take the steps to create a plan often don't take the next step, exercising those plans on a regular basis. That, my friends, is a recipe for failure. Moreover, most plans are developed without the input of an expert who has actually "been there, done that." Don't take me wrong, following the guidelines of the standards, such as BS25999, NFPA1600 or ISO31000, using a Certified Professional (CBCP / CBCI / CCM) is the right first step. But, tempering the planning process in the fires of "real world experience" can't be overstated.
I have conducted numerous plan reviews, only to find that, based on my observations in the field, during and immediately following a genuine disaster, many elements would be doomed to fail.
So, get REAL - and GET MOVING!
Monday, May 23, 2011
Self Depolyment or Volunteering?
So, I had an interesting "dialogue" today, via Facebook pposts, on the topic on "self deploying" to Joplin (or any other disaster). It's always true that people want to help in the aftermath of a crisis, for a variety of reason: pure, unselfish compulsion to help; guilt for not doing enough; and, yes, self-glorification. But, the question is, should you just rush in?
Let's begin by acknowledging that every disaster is, at first, a local event. And, we should recognize that, in almost every case, the true "first responder" is Joe (or Joan) Citizen. He or she is right there, as, or shortly after, the "thing" happens. God bless those people! Many a person has been saved because somebody ACTED instead of WAITED. I'm all about that. But, as good as you may be at CPR, when the Thoracic Surgeon arrives, you need to step politely aside. That's where we draw the line.
In every disaster that I've been involved in, there have been hordes of folks streaming in to help. Tons of ice, thousands of bandaids, gazillions of stuffed animals - all delivered from the heart. In the course of delivering them, however, the cars and trucks have clogged the limited thoroughfares needed for ambulances, police cars, firetrucks and utility vehicles (themselves staffed with volunteers, in many cases).
Don't take me wrong - I was born with the heart of a volunteer. I honor that spirit more than I can express. What I'm saying is, take that wondrous spirit and TRAIN IT, by becoming a member of your local CERT (Community Emergency Response Team), or volunteer EMT, or volunteer firefighter. Then, affiliate yourself with a mission-oriented team. That way, when the "bad thing" happens, you can become a part of an organized response fabric.
In every emergency, everyone involved, victim or responder, have needs that must be filled - food, shelter, medical care, emotional care. Unless you are part of the organized effort, working toward the goals of the greater mission, then you are a part of the problem. The responders will likely wind up having to worry about you, along with the primary victims of the event.
Please don't let that happen. Get involved - but first, get organized! Until then, let the professionals do their work.
Let's begin by acknowledging that every disaster is, at first, a local event. And, we should recognize that, in almost every case, the true "first responder" is Joe (or Joan) Citizen. He or she is right there, as, or shortly after, the "thing" happens. God bless those people! Many a person has been saved because somebody ACTED instead of WAITED. I'm all about that. But, as good as you may be at CPR, when the Thoracic Surgeon arrives, you need to step politely aside. That's where we draw the line.
In every disaster that I've been involved in, there have been hordes of folks streaming in to help. Tons of ice, thousands of bandaids, gazillions of stuffed animals - all delivered from the heart. In the course of delivering them, however, the cars and trucks have clogged the limited thoroughfares needed for ambulances, police cars, firetrucks and utility vehicles (themselves staffed with volunteers, in many cases).
Don't take me wrong - I was born with the heart of a volunteer. I honor that spirit more than I can express. What I'm saying is, take that wondrous spirit and TRAIN IT, by becoming a member of your local CERT (Community Emergency Response Team), or volunteer EMT, or volunteer firefighter. Then, affiliate yourself with a mission-oriented team. That way, when the "bad thing" happens, you can become a part of an organized response fabric.
In every emergency, everyone involved, victim or responder, have needs that must be filled - food, shelter, medical care, emotional care. Unless you are part of the organized effort, working toward the goals of the greater mission, then you are a part of the problem. The responders will likely wind up having to worry about you, along with the primary victims of the event.
Please don't let that happen. Get involved - but first, get organized! Until then, let the professionals do their work.
Subscribe to:
Posts (Atom)
