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Vanguard Emergency Management Consulting Inc.Vanguard EMC Inc. offers professional services for government and industry in the following disciplines:
Our client list spans the public sector and a variety of industry segments in the private sector. We provide services and training to Federal and Provincial ministries and crown agencies. We have trained more than 4500 people in the related disciplines of emergency management and business continuity. The professionals of Vanguard EMC are fully certified by DRI Canada and DRI International. |
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ResourcesManaging the Crisis from the Emergency Operations Centre (EOC)
Many organizations have more than one crisis management team. Just as governments have federal, state/provincial and municipal response organizations, large corporations also require a tiered response capability. One of the common errors seen when analyzing a crisis response (or conducting practical training for one) is a "muddling" of the roles and responsibilities between these various levels. Typically, the superior level crisis management organization takes charge of the activities that should clearly be a local responsibility, while neglecting the key strategic problems that need to be addressed at the higher level. Secondly, the role at the superior level is inherently more difficult. At the scene of the disaster, the challenges can be dangerous (saving lives, evacuations etc) but they are usually specific and clear; normally executing emergency operating procedures (which should be pre-defined in most cases) and dealing with immediate problems. The strategic challenges at a superior level are more difficult to define. It will most often mean a longer look ahead and a responsibility to predict what the future effects will be and how to handle them. In the immediate term, the superior team has to figure out how to provide appropriate support to the subordinate team but at the same time stay out of the way so the other level organizations can fulfill their responsibilities. In all but well trained and experienced teams, the tendency will be to unnecessarily get into the weeds and consequently cause an adverse effect on the organization's overall response effort. The superior level has to concentrate on seeing "the whole forest" and not let their view be obstructed by "individual trees".
Remember, a crisis management team is simply a group of key decision makers who are brought together to be served the best information available so they can develop good situational awareness and provide effective decision-making. The requirement is for rapid decision making in situations that require immediate action and deployment of resources. But the level of decision-making should be much the same as in normal business operations. If it is not a corporate responsibility to check if a facility shut off its ventilation system in the day to day organization, it should not be a corporate responsibility to order this in the event of a fire or hazmat spill - that would remain a local issue. The corporate issues would be more appropriately focused on public relations, measures to protect employees etc - policy issues that would be a corporate responsibility day-to-day. While not always a perfect fit, it is a good check to ensure the teams focus is at the appropriate level. 10 Ways to Improve Project Initiation
As the foundation of Business Continuity Management at your organization, a solid program initiation can help you to avoid many structural issues later on. While you may be eager to demonstrate progress, investing sufficient time and energy into program planning will help to avoid costly delays and remove obstacles. This article will outline ten tips that can be used to improve your program initiation and management. Tip # 1 Assess current state of the business continuity program You must be able to clearly describe where your business continuity program currently stands. Clarify whether any business continuity plans exist and when they were written. Examine how your organization currently manages corporate risks and how this is evolving. Determine how comfortable upper management is with their risk management maturity level. Outline what has changed in the risk and business environment that warrants a change in the company’s business continuity program. Find out what peer organisations are doing and whether the public, regulators or shareholders would be satisfied with your entity’s current state of business resiliency. The executive sponsor will need this information in order to grant robust support. Tip # 2 Establish an executive mandated business continuity program Successful business continuity planning must have executive level support from the beginning. Without this any program is doomed to failure. The business continuity program must have a designated executive sponsor who will sign-off as each milestone is reached. Ideally the program should be visible to the board of directors or to the deputy minister through annual or quarterly reports. The project sponsors name must carry enough political weight to open up key doors throughout the organization. Tip # 3 Develop a strong policy and governance structure The policy must contain every aspect of the program including a:
The business continuity program scope and objectives must be included in the policy. Policy language should spell-out the classical plan–do–check–act cycle and indicate that business continuity management is a continual process. Do not forget to perform a risk assessment. Before you start looking for risks to the organization’s critical processes, look for risks to the success of your business continuity management program. Tip # 4 Tie program objectives to the organization’s strategic priorities Understand the strategic goals and operational priorities of your establishment. The business continuity program objectives need to fit into these goals and priorities if you hope to obtain wide spread upper management support. Tip # 5 Control scope and clarify objectives Never allow the program to become unmanageable due to a scope that is too broad or objectives that are ambiguous. Tip # 6 Obtain strong commitments and adequate funding Again, successful business continuity planning must have executive level support and commitment from key staff. This is a corporate investment and must have a budget that reflects the scope of the program. Include in your budget money for adequate exercise and maintenance programs. Include in your requirements staff time commitment requirements which should include any additional staffing requirement or workload redistribution where business continuity planning responsibilities are added to existing staff. Tip # 7 Lay out a roadmap for implementation of the program Frame the implementation. It doesn't need to be a detailed program plan (that can come later) but it has to demonstrate that you have thought things through. Outline the program sequence including what needs to happen first and when projects will begin and end. Show how will they rollout across your organisation and who will be responsible for each rollout. List any ‘quick wins’. Tip # 8 Set realistic target dates and clear accountability for meeting them Set realistic target dates based upon consultation with your key partners and obtain their support for meeting them. Performance measurement is often missed by many business continuity programs as they overlook establishing critical success factors. Demonstrate the value of your program. Indicate how you and your stakeholders will measure success. Determine where you need to be in six months, one year, or even five years in order to achieve your overall goals. Verify how often and in what manner you will report results to your program's stakeholders. Tip # 9 Establish clear communication channels among project members Do not allow the program to get off course due to poor communication among members. Try to set up regular team meetings in the same location and at the same time. If possible, book the meeting room for the next year. Establish an escalation process if team members are encountering roadblocks, are not meeting target dates or are missing meetings. Tip # 10 Ensure your planning team has the necessary technical expertise The business continuity program manager should obtain comprehensive business continuity management training. They should have the skills needed to share their expertise with the team members. Project management experience or training can be a very useful but is not absolutely necessary. Designated members of the planning team should have the technical expertise needed to represent their business unit. What differentiates the amateur from the business continuity planning professional? The professional has a clearly formed plan to create and manage the business continuity program. The amateur does not. Effective use of these ten tips will improve your program initiation and management and help you to avoid many structural issues, costly delays and obstacles and further demonstrate your dedication to professionalism. Other Articles for download
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