Design a Highly Effective Crisis Management Team for Your Organization
A well-trained Crisis Management Team (CMT) is critical to manage the many threats facing our companies today. Clearly identifying how they are organized, what their roles and responsibilities are, how incidents are assessed, and how it all comes together when the team and plan are activated is the hallmark of a fully-functional team and program. An Emergency Operations Center (EOC) is critical for effective management of an event. It allows for command, control, and communication, and also helps to prevent the formation of “silos” that commonly develop in an emergency environment. How do you do all of this virtually and make it work? This workshop covers everything you need to know to design, develop, train, and exercise your CMT, and organize your EOC to manage the most difficult incident.
- The CMT – Who should be involved.
- Team methodologies, including the Incident Command System.
- Incident assessment, team, and processes.
- Incident Action Planning.
- Role of senior management.
- Risk assessment – Where to have one.
- Physical design factors.
- Equipment and tools.
- Communication concerns and solutions.
- Sustained operations.
- Forms and processes.
- Virtual EOCs.
Develop a Successful Crisis Management Program for Your Organization
How does your organization manage an overall incident? Who is in charge? What are the triggers for activating the crisis management team? What is the communication flow? Many companies, both large and small, have not carefully thought through the most basic aspects of crisis management. Crisis management brings together all of the silos within a company (emergency response, disaster recovery, business continuity, and crisis communications) for one comprehensive response to an event. Companies who have not developed and exercised a successful crisis management team are likely to stumble in the first critical moments after an incident, wasting precious time.
This presentation will give you practical information and basic tools to develop and/or refine a crisis management program for your company. Regina Phelps has designed Crisis Management programs for large and midsize corporate entities and not-for-profit organizations, and brings practical experience and first-hand knowledge of what works in the real world.
- Review ways to organize your crisis team; business as usual or something else?
- Get an overview of the Incident Command System (ICS).
- Learn how, when, and where to assess an incident, and who should do it.
- Review the role of Executives at time of crisis.
- Learn the components of an incident action plan and how to create one.
You’re Next! Get Ready by Conducting a Cyber Breach Exercise
The number of major cyber-breaches that have occurred in the past few months is mind-boggling. The Equifax hack alone affected over 143 million Americans; that number represents all of the people working in the labor force! In spite of all of these incidents, few companies have serious plans for how they will respond to the impact of an actual cyber breach – and even fewer stress-test those plans. Such exercises force real-time situation analysis and decision-making in much the same way that a fire drill does, while recognizing that cyber incidents are infinitely more complicated.
This workshop shows Business Continuity Planners, Crisis Managers, and their IT counterparts how to stage a cyber breach exercise that will test preparedness, surface “hidden” circumstances, and sharpen the responsiveness of everyone from top executives to front-line business managers and technologists.
Attend this session and learn how to go about developing a realistic cyber exercise that will challenge the Crisis Management Team, the technology staff, and the business units. Leave this workshop having thought out some key aspects of a cyber tabletop exercise, feeling better prepared to develop the exercise (and perhaps a bit more paranoid).
- What a cyber exercise is – and what it isn’t.
- Eight critical elements that make a cyber exercise work.
- What happens when everything quits working.
- Cyber breach exercise design principles.
How Do You Get Ready for an 8.0+ Earthquake? Learn How the Central Bank of Peru is Doing It!
Peru is one of the most seismically active countries in the world. Peru’s National Civil Defense Institute forecasts up to 50,000 dead, 686,000 injured, and 200,000 homes destroyed if Lima (the nation’s capital) is hit by a magnitude 8.0 earthquake. Lima sits astride the Andes and is at risk of being hammered by a one-two punch, an earthquake followed by a tsunami. There is a lot at risk. Lima is home to a third of Peru’s population, 70% of its industry, 85% of its financial sector, its entire central government, and the majority of Peru’s international commerce.
A Central Bank is essential for a country’s financial system and health. The Bank manages the currency, money supply, payment system of the nation, and interest rates. They do this by controlling the monetary policy of the country and work closely with bank regulators, the Ministry of Finance, and the commercial banks and markets. Because of these critical roles, it is essential that the Central Bank is functional after any major crisis.
Attend this session and learn how the Central Bank of Peru is readying itself and working with the financial system of the country to prepare for a major quake.
- Preparing for a catastrophic earthquake
- How to obtain senior management support
- Building plans and a team for the unthinkable
- Regina Phelps, EMS Solutions Inc.
- Marco Antonio Caceres Granadino, Gerente de Riesgos, Banco CentralDe Reserva Del Perú
The ROI of Business Continuity? Reframing the Conversation to Talk About Value
You often hear the phrase “return on investment” (ROI) when groups or organizations attempt to demonstrate the value of a particular activity. “Is it good for us?” “Is it worth the investment?” and “Should we continue to fund the endeavor?” are all valid and important questions. The challenge for business continuity professionals is to address the question, “What is the ROI of business continuity?” in ways that will be meaningful to someone wielding the budget stick. In the “olden days,” colleagues would point to their business impact analysis (BIA), with pie charts and bar graphs showing the cost of business downtime if an event occurred. They’d sit back and say, “See? We provide ROI because we addressed Bad Thing happening!” But wait – is that really the best that continuity professionals can do? This session peels back the question of ROI and attempts to instead address the value proposition of business continuity. The goal is to broaden the conversation. Instead of talking about how much money business continuity efforts will save the company, we will focus on why the Bad Thing happened. By clearly understanding the whys of business continuity, you can make your organization more resilient and truly demonstrate value.
Determine how you define value.
Identify your top 7 values.
Develop your value “elevator speech.”