Appendix C: Example Of Emergency Response Evaluation Form: Fill & Download for Free

Why create and use a Business Continuity and Disaster Recovery Plan (BCDRP)?For the same reason you have a health plan, a car insurance plan, or a home owner’s policy...to prepare for, respond to, and successfully overcome a disaster. If you experience a major disaster, and man-made and natural disasters happen daily, having a BCDRP may make the difference between your business surviving or going out of business. As importantly, having one may mean the difference between who lives and who dies. Think of it as life insurance YOU write that helps ensure that you, your loved ones, your employees, and your business go on.What follows are some of the major parts of any BCDRP. It is only a guide. Every BCDRP must be custom written and tested to your unique needs and circumstances. Use this for ideas of how to create your plan, but make sure you create a plan that reflects your needs.Disaster Management Plan PurposeThe purpose of the BCDRP is to ensure that a clearly define BCDRP structure and accountable and responsible Disaster Management Team is in place to quickly, efficiently and effectively recognized and respond to any business disruption to:Ensure the safety of our employees and the security of our propertyCoordinate continuity of high quality service to customersCoordinate communication (both external and internal)Prioritize recovery effortsActivate the BCDRPInvoke emergency authorization to procure and allocate resources and supportWhat is a DisasterAnything that causes harm to people or significant damage to propertyAnything that adversely affects the value or financial survival of the companyAnything that disrupts routine business operations or wastes significant management time or financial resourcesBCDRP Guiding PrinciplesAny good BCDRP includes the following tested and proven principles:Describe the business impactIdentify impacted stakeholdersIdentify who does what and whenDo not use overly technical informationProvide an escalation point for issues and concernsTest the plan and incorporate lessons learned for future plansIn addition, here are some fundamentals your basic plan should cover:Develop and practice a contingency plan that includes a succession plan for your leadership.Train backup employees to perform emergency tasks. The employees you count on to lead in an emergency will not always be available.Determine off site disaster meeting places and disaster communication plans for all your employees.Practice disaster communication with employees, customers, suppliers and the outside world.Invest in an alternate means of communication in case the phone networks go down.Make sure that all employees are involved in the exercises so that they get practice in responding to an emergency.Make business continuity exercises realistic enough to tap into employees' emotions so that you can see how they'll react when the situation gets stressful.Form partnerships with local emergency response groups (firefighters, police and EMTs) to establish a good working relationship. Let them become familiar with your company and site.·Evaluate your company's performance during each test, and work toward constant improvement.· Conduct continuity and disaster recovery exercises to reveal any changes and weaknesses. Technology, personnel and facilities are in a constant state of flux at any company.BCDR Plan OutlineThe most important fact about the BCDRP is that those who need the information can get it quickly, efficiently, and easily. One way to accomplish that goal is to separate the plan into two major sections: the plan itself and the material that supports the plan that goes into the appendix. Here is a suggested outline that has worked well for many companies.Disaster recovery planning is the process of creating a document that details how your business will recover from a catastrophic event. These steps include:Create a List of Jobs: Know all the office jobs that would have to be relocated to an alternate location.Create an Inventory Necessary Office Equipment: For each employee, list only the essential office equipment and furniture that they need to perform their jobs. Remember, in the event of a disaster, space, time and money will be at a premium.Create a Catalog of Supporting Software and Computer Equipment: Create a catalog of the essential office computer software and equipment you use.Identify an Alternate Office Space: Now that you have a list of people, furniture and computer software, networks and equipment, you will need a physical place to put them. Find several alternative places to relocate your office.Create an Insurance and Budget Document: After you decide where to put people, you will need to start buying them the stuff they need to do their jobs. Estimate how much each piece will cost to buy or lease. The time spent up front on this task will shave days off of the recovery process because you will be able to provide a list to your insurance agent of what you need.Share It and Store the Plan Off-site: Share your plan with several people and keep it in several places.See the table below for a suggested table of contents that should be included in any BCDRP.Recommended BCDRP Table of ContentsWhatDescriptionBusiness Continuity Contact ListName, phone, email, home address, home numbers. Placing it upfront makes it easier to find in an emergency.Disaster Recovery Contact ListName, phone, email, home address, home numbers. Placing it upfront makes it easier to find in an emergency.Disaster Recovery Escalation ProcessClearly identify who is to be notified and who has the title and responsibility for declaring an event and activating the plan.If Disaster Recovery Plan is ActivatedConcise immediate steps that must be taken once a disaster is declared. Goal is to preserve life, prevent injury, and protect property and to lay the foundation for restoring normal business operations.Disaster Recovery Plan Major StepsClearly identified major steps that must be taken to resume routine business operationsDisaster Recovery Facilities LocationLocation of the alternative recovery location along with instructions for whom to contact and what to do when there. It can be held in readiness for use during the disaster to recover technical assets and for recovery of business processes. For small- and medium-sized businesses, this can mean employees working from home using their laptops.Resuming Daily Business OperationsEstablish the goals, milestones and metrics that will indicate that the disaster recovery has succeeded and routine business operations have resumed.See the table below for what material belongs in the appendix to the BCDRP. By organizing your document in this way it is easier to write, organize, and update.Recommended BCDRP Appendix SectionsWhatDescriptionAppendix A: Disaster Management Team Activation GuideRules for the activation and the Incident Commander, Coordinator and the rest of the Disaster Management Team.Appendix B: Emergency Evacuation Procedure and Safe Assembly AreasInstructions for when and how to evacuate and where to gather once out of the building.Appendix C: Exit, Fire Extinguisher, Fire Alarm and Hose LocationsDescription of how to exit the floor and building, and the location of the emergency equipment.Appendix E: Shelter-in-Place InstructionsInstructions for when and how to shelter in place if necessaryAppendix F: Reporting DisastersInstructions for how and to whom to concisely and accurately report disaster.Appendix G: Floor PlanDrawing of each floor with employee name, phone, and email on the drawing, along with clearly identified exits.Additional AppendixesAdd any sections that are necessary to your plan.Additional TipsMake a list of all your software you may need to replace.Back up all your files.Put your essential files of a thumb drive. You may need them to get restarted.Using Social Media to Respond to a DisasterIncreasing, using social media correctly to respond to a disaster is one of the most critical parts of your BCDRP. To ensure your social media presence is ready for a disaster, make sure that you:Have a media plan with the tools, skills and resources to promptly execute your mediaHave accounts with the right social media outlets (Facebook, Twitter, Instagram, etc.) before the disasterMonitor social media before, during and after the disasterDesignate one employee to speak for the company through social media outlets because social media is driven by trust in people, not an organizationThe audience has the tools to investigate, record, and publish, so content accuracy is criticalA good response should include negative perceptions and address causes and facts· With your posts, tweets, photos etc. a link with more information will always help support your messageDisaster Management Team Roles and ResponsibilitiesWhen the Incident Commander convenes the Disaster Management Team (DMT), he or she also authorizes the BCDRP and declares an emergency. Each member of that team has specific responsibilities that are listed below.Core DMT Roles and ResponsibilitiesRoleResponsibilitiesIncident CommanderLeads the CMT. Provides guidance to the team and is the final decision maker in the case of conflict or lack of consensus.CMT CoordinatorAssembles the team at the request of the Incident Commander. Schedules meetings, assists with meeting facilities and general support, and completes additional tasks requested by the Incident Commander. Informs other levels for the Incident Commander.CMT MemberParticipate in discussion and take ownership of actions to ensure resolution of issues within their area of expertise.Note TakerDocuments all CMT meetings to capture discussion points, actions, owners and deadlines.Social Media LiaisonSocial media expert who has preexisting accounts on social media platforms who professionally and accurately communicate with external and internal customers.Trusted AdvisorProvides detailed specialized knowledge to provide additional capacity.Tabletop ExerciseEvery BCDRP requires a test to prove that it works and to identify areas that need improvement, also known as a tabletop exercise. Each participant undertakes the actions and tasks as they would during a real disaster. After the exercise, the team members identify the plan strategies that worked and did not work. Then they identify and implement actions that improve the plan, including adding them to the plan.For the best tools of the trade, see North American Resucue.North American RescueWhen it comes to bleeding control, North American Rescue has the best products. They are a company founded by special forces guys and are experts at preventing bleeding out.BCDRP TermsLike any field, BCDRP has its own terms used by those who work with it to communicate. To help you better understand some of those terms. The table below lists and describes a number of those terms.BCDRP GlossaryTermDescriptionAwarenessTo create understanding of basic BCDRP issues and limitations. This will enable staff to recognize threats and respond accordingly. Examples of creating such awareness include: distribution of posters and flyers targeted at company-wide audience or conducting specific business continuity briefings for executive management.BackupA process by which data, electronic or paper based is copied in some form so as to be available and used if the data from which it originated is lost, destroyed or corrupted.Backup GeneratorAn independent source of power, usually fueled by diesel or natural gas.Business ContinuityCapability of the organization to continue delivery of products or services at acceptable predefined levels following disruptive eventBusiness Continuity PlanDocumentation that contains all alternative activities to recover and continue disrupted business activities on an acceptable minimum level, including the transition back to normal operations.Business RecoveryRecovery steps taken to resume the business within an acceptable time frame following a disruption.Call TreeA structured cascade process that enables a list of persons, roles or organizations to be contacted as a part of information exchange or plan invocation procedure. Includes a document that graphically depicts the calling responsibilities and the calling order used to contact management, employees, customers, vendors, and other key.Communications RecoveryThe restoration or rerouting of an organization’s telecommunication network so that it continues to work with few or no interruptions.Desktop ExerciseTechnique for training emergency teams in which participants review and discuss the actions they would take according to their plans, but do not perform any of these actions; can be conducted with a single team, or multiple teams, typically under the guidance of exercise facilitators. You can conduct them at your office, off-site, or in th e back of a truck. During a disaster, you don't always get to choose the best setting.Disaster ManagementInvolves the management of an event appropriate to the severity and the impact of the event.It consists of the communication that occurs within the response phase of the continuity event management scenarios.Disaster Recovery PlanThis refers to the management approved document that defines the resources, actions, tasks and data required to manage the technology recovery effort. It is the result of the Disaster Recovery Planning effort. Documentation that defines the resources, actions, tasks and data required to manage the technology recovery effort. Usually refers to the technology recovery effort.Emergency EvacuationThe immediate and rapid movement of people to a place of safety away from an area that is subject to a potential imminent major disruption such as natural disasters or terrorist attack.Emergency ManagementRefers to the actions taken in response to an event that has occurred, or is anticipated, and the planning that precedes those actions. This primarily includes safety of employees and security of facilities. Medical alert teams, Floor Warden programs and regular fire drills would all be considered part of Emergency Management.Emergency ResponseThe response of an organization to a disaster or other significant event that may significantly impact the organization, its people, or its ability to function productively. Emergency response may include evacuation of a facility, sheltering in place, ensuring the health and safety of employees, performing a damage assessment, and any other measures necessary to bring an organization to amore stable status after an event.Go BagA bag, backpack or other easily transportable carrier, pre-filled with items individuals should have with them if directed to evacuate their home or workplace. The Go Bag should only be taken during the evacuation if it is immediately available and will not create a danger to others during the evacuation.LossNegative consequence, which may be financial, e.g. loss of revenue or cash, or non-financial, e.g. loss of information, goodwill, economic value, function, natural resources, ecological systems, environmental impact, health deterioration, mortality, morbidity.Off-Site StorageAny place physically located a significant distance away from the primary site, where duplicated and vital records (hard copy or electronic or equipment) may be stored for use during recovery. Or, the process of storing hard copy or electronic records at a secure location removed from the normal place of use.

Business Continuity Disaster Recovery Plan OutlineWhy create and use a Business Continuity and Disaster Recovery Plan (BCDRP)?For the same reason you have a health plan, a car insurance plan, or a home owner’s policy...to prepare for, respond to, and successfully overcome a disaster. If you experience a major disaster, and man-made and natural disasters happen daily, having a BCDRP may make the difference between your business surviving or going out of business. As importantly, having one may mean the difference between who lives and who dies. Think of it as life insurance YOU write that helps ensure that you, your loved ones, your employees, and your business go on.What follows are some of the major parts of any BCDRP. It is only a guide. Every BCDRP must be custom written and tested to your unique needs and circumstances. Use this for ideas of how to create your plan, but make sure you create a plan that reflects your needs.Disaster Management Plan PurposeThe purpose of the BCDRP is to ensure that a clearly define BCDRP structure and accountable and responsible Disaster Management Team is in place to quickly, efficiently and effectively recognized and respond to any business disruption to:Ensure the safety of our employees and the security of our propertyCoordinate continuity of high quality service to customersCoordinate communication (both external and internal)Prioritize recovery effortsActivate the BCDRPInvoke emergency authorization to procure and allocate resources and supportWhat is a Disaster· Anything that causes harm to people or significant damage to propertyAnything that adversely affects the value or financial survival of the companyAnything that disrupts routine business operations or wastes significant management time or financial resourcesBCDRP Guiding PrinciplesAny good BCDRP includes the following tested and proven principles:Describe the business impactIdentify impacted stakeholdersIdentify who does what and whenDo not use overly technical informationProvide an escalation point for issues and concernsTest the plan and incorporate lessons learned for future plansIn addition, here are some fundamentals your basic plan should cover:Develop and practice a contingency plan that includes a succession plan for your leadership.Train backup employees to perform emergency tasks. The employees you count on to lead in an emergency will not always be available.Determine off site disaster meeting places and disaster communication plans for all your employees.Practice disaster communication with employees, customers, suppliers and the outside world.Invest in an alternate means of communication in case the phone networks go down.Make sure that all employees are involved in the exercises so that they get practice in responding to an emergency.Make business continuity exercises realistic enough to tap into employees' emotions so that you can see how they'll react when the situation gets stressful.Form partnerships with local emergency response groups (firefighters, police and EMTs) to establish a good working relationship. Let them become familiar with your company and site.·Evaluate your company's performance during each test, and work toward constant improvement.Conduct continuity and disaster recovery exercises to reveal any changes and weaknesses. Technology, personnel and facilities are in a constant state of flux at any company.BCDR Plan OutlineThe most important fact about the BCDRP is that those who need the information can get it quickly, efficiently, and easily. One way to accomplish that goal is to separate the plan into two major sections: the plan itself and the material that supports the plan that goes into the appendix. Here is a suggested outline that has worked well for many companies.Disaster recovery planning is the process of creating a document that details how your business will recover from a catastrophic event. These steps include:Create a List of Jobs: Know all the office jobs that would have to be relocated to an alternate location.Create an Inventory Necessary Office Equipment: For each employee, list only the essential office equipment and furniture that they need to perform their jobs. Remember, in the event of a disaster, space, time and money will be at a premium.Create a Catalog of Supporting Software and Computer Equipment: Create a catalog of the essential office computer software and equipment you use.Identify an Alternate Office Space: Now that you have a list of people, furniture and computer software, networks and equipment, you will need a physical place to put them. Find several alternative places to relocate your office.Create an Insurance and Budget Document: After you decide where to put people, you will need to start buying them the stuff they need to do their jobs. Estimate how much each piece will cost to buy or lease. The time spent up front on this task will shave days off of the recovery process because you will be able to provide a list to your insurance agent of what you need.Share It and Store the Plan Off-site: Share your plan with several people and keep it in several places.See the table below for a suggested table of contents that should be included in any BCDRP.Recommended BCDRP Table of ContentsWhatDescriptionBusiness Continuity Contact ListName, phone, email, home address, home numbers. Placing it upfront makes it easier to find in an emergency.Disaster Recovery Contact ListName, phone, email, home address, home numbers. Placing it upfront makes it easier to find in an emergency.Disaster Recovery Escalation ProcessClearly identify who is to be notified and who has the title and responsibility for declaring an event and activating the plan.If Disaster Recovery Plan is ActivatedConcise immediate steps that must be taken once a disaster is declared. Goal is to preserve life, prevent injury, and protect property and to lay the foundation for restoring normal business operations.Disaster Recovery Plan Major StepsClearly identified major steps that must be taken to resume routine business operationsDisaster Recovery Facilities LocationLocation of the alternative recovery location along with instructions for whom to contact and what to do when there. It can be held in readiness for use during the disaster to recover technical assets and for recovery of business processes. For small- and medium-sized businesses, this can mean employees working from home using their laptops.Resuming Daily Business OperationsEstablish the goals, milestones and metrics that will indicate that the disaster recovery has succeeded and routine business operations have resumed.See the table below for what material belongs in the appendix to the BCDRP. By organizing your document in this way it is easier to write, organize, and update.Recommended BCDRP Appendix SectionsWhatDescriptionAppendix A: Disaster Management Team Activation GuideRules for the activation and the Incident Commander, Coordinator and the rest of the Disaster Management Team.Appendix B: Emergency Evacuation Procedure and Safe Assembly AreasInstructions for when and how to evacuate and where to gather once out of the building.Appendix C: Exit, Fire Extinguisher, Fire Alarm and Hose LocationsDescription of how to exit the floor and building, and the location of the emergency equipment.Appendix E: Shelter-in-Place InstructionsInstructions for when and how to shelter in place if necessaryAppendix F: Reporting DisastersInstructions for how and to whom to concisely and accurately report disaster.Appendix G: Floor PlanDrawing of each floor with employee name, phone, and email on the drawing, along with clearly identified exits.Additional AppendixesAdd any sections that are necessary to your plan.Additional TipsMake a list of all your software you may need to replace.Back up all your files.Put your essential files of a thumb drive. You may need them to get restarted.Using Social Media to Respond to a DisasterIncreasing, using social media correctly to respond to a disaster is one of the most critical parts of your BCDRP. To ensure your social media presence is ready for a disaster, make sure that you:Have a media plan with the tools, skills and resources to promptly execute your mediaHave accounts with the right social media outlets (Facebook, Twitter, Instagram, etc.) before the disasterMonitor social media before, during and after the disasterDesignate one employee to speak for the company through social media outlets because social media is driven by trust in people, not an organizationThe audience has the tools to investigate, record, and publish, so content accuracy is criticalA good response should include negative perceptions and address causes and factsWith your posts, tweets, photos etc. a link with more information will always help support your messageDisaster Management Team Roles and ResponsibilitiesWhen the Incident Commander convenes the Disaster Management Team (DMT), he or she also authorizes the BCDRP and declares an emergency. Each member of that team has specific responsibilities that are listed below.Core DMT Roles and ResponsibilitiesRoleResponsibilitiesIncident CommanderLeads the CMT. Provides guidance to the team and is the final decision maker in the case of conflict or lack of consensus.CMT CoordinatorAssembles the team at the request of the Incident Commander. Schedules meetings, assists with meeting facilities and general support, and completes additional tasks requested by the Incident Commander. Informs other levels for the Incident Commander.CMT MemberParticipate in discussion and take ownership of actions to ensure resolution of issues within their area of expertise.Note TakerDocuments all CMT meetings to capture discussion points, actions, owners and deadlines.Social Media LiaisonSocial media expert who has preexisting accounts on social media platforms who professionally and accurately communicate with external and internal customers.Trusted AdvisorProvides detailed specialized knowledge to provide additional capacity.Tabletop ExerciseEvery BCDRP requires a test to prove that it works and to identify areas that need improvement, also known as a tabletop exercise. Each participant undertakes the actions and tasks as they would during a real disaster. After the exercise, the team members identify the plan strategies that worked and did not work. Then they identify and implement actions that improve the plan, including adding them to the plan.For the best tools of the trade, see North American Resucue.North American RescueWhen it comes to bleeding control, North American Rescue has the best products. They are a company founded by special forces guys and are experts at preventing bleeding out.BCDRP TermsLike any field, BCDRP has its own terms used by those who work with it to communicate. To help you better understand some of those terms. The table below lists and describes a number of those terms.BCDRP GlossaryTermDescriptionAwarenessTo create understanding of basic BCDRP issues and limitations. This will enable staff to recognize threats and respond accordingly. Examples of creating such awareness include: distribution of posters and flyers targeted at company-wide audience or conducting specific business continuity briefings for executive management.BackupA process by which data, electronic or paper based is copied in some form so as to be available and used if the data from which it originated is lost, destroyed or corrupted.Backup GeneratorAn independent source of power, usually fueled by diesel or natural gas.Business ContinuityCapability of the organization to continue delivery of products or services at acceptable predefined levels following disruptive eventBusiness Continuity PlanDocumentation that contains all alternative activities to recover and continue disrupted business activities on an acceptable minimum level, including the transition back to normal operations.Business RecoveryRecovery steps taken to resume the business within an acceptable time frame following a disruption.Call TreeA structured cascade process that enables a list of persons, roles or organizations to be contacted as a part of information exchange or plan invocation procedure. Includes a document that graphically depicts the calling responsibilities and the calling order used to contact management, employees, customers, vendors, and other key.Communications RecoveryThe restoration or rerouting of an organization’s telecommunication network so that it continues to work with few or no interruptions.Desktop ExerciseTechnique for training emergency teams in which participants review and discuss the actions they would take according to their plans, but do not perform any of these actions; can be conducted with a single team, or multiple teams, typically under the guidance of exercise facilitators. You can conduct them at your office, off-site, or in th e back of a truck. During a disaster, you don't always get to choose the best setting.Disaster ManagementInvolves the management of an event appropriate to the severity and the impact of the event. It consists of the communication that occurs within the response phase of the continuity event management scenarios.Disaster Recovery PlanThis refers to the management approved document that defines the resources, actions, tasks and data required to manage the technology recovery effort. It is the result of the Disaster Recovery Planning effort. Documentation that defines the resources, actions, tasks and data required to manage the technology recovery effort. Usually refers to the technology recovery effort.Emergency EvacuationThe immediate and rapid movement of people to a place of safety away from an area that is subject to a potential imminent major disruption such as natural disasters or terrorist attack.Emergency ManagementRefers to the actions taken in response to an event that has occurred, or is anticipated, and the planning that precedes those actions. This primarily includes safety of employees and security of facilities. Medical alert teams, Floor Warden programs and regular fire drills would all be considered part of Emergency Management.Emergency ResponseThe response of an organization to a disaster or other significant event that may significantly impact the organization, its people, or its ability to function productively. Emergency response may include evacuation of a facility, sheltering in place, ensuring the health and safety of employees, performing a damage assessment, and any other measures necessary to bring an organization to a more stable status after an event.Go BagA bag, backpack or other easily transportable carrier, pre-filled with items individuals should have with them if directed to evacuate their home or workplace. The Go Bag should only be taken during the evacuation if it is immediately available and will not create a danger to others during the evacuation.LossNegative consequence, which may be financial, e.g. loss of revenue or cash, or non-financial, e.g. loss of information, goodwill, economic value, function, natural resources, ecological systems, environmental impact, health deterioration, mortality, morbidity.Off-Site StorageAny place physically located a significant distance away from the primary site, where duplicated and vital records (hard copy or electronic or equipment) may be stored for use during recovery. Or, the process of storing hard copy or electronic records at a secure location removed from the normal place of use.Posted by Poetslife at Saturday, September 24, 2016Links to this postLabels: Business Continuity Disaster Recovery Plan Outline9/28/2018Church Tabletop Exercise Template - Category 4 HurricaneResilience is the ability to absorb the impact of an interruption, disruption or loss while continuing to provide an acceptable level of uninterrupted service. This exercise helps build resilience.NameTitleEmailPhoneFunctional AreaDateRules for Players· Relax…this is a no-fault, low-stress exercise· Respond based on your current capability· Feel free to improvisePurposeThis scenario will consist of an exercise during which members of the Crisis Management Team (CMT) will be challenged to determine the actions you would take for a specific disaster scenario. Our test disaster in Scenario Two consists of a power outage due to a hurricane. You will walk through the actions you would take per our disaster recovery plan. The objective of this exercise is to assess the viability of the plan, find flaws and missions and improve the plan. It also educates staff and recovery team members about the plan strategies, limitations and assumptions.ScenarioIn this scenario, on a Sunday morning, a hurricane that was predicted to travel east and north suddenly shifts west for a direct hit to the area. With little official warning, it goes from a Category 2 to Category 4 in the hours while people are arriving and leaving for church. Given the ferocity of the storm, you must decide if you will shelter in place or let parishioners go home. Conduct the exercise based on which you choose.Crisis Management TestingThis crisis management testing exercise process works to establish a clear procedure is available if we have to escalate from an incident response to full crisis management. This exercise helps to train crisis team members are trained in their role so they know what to do if the CMT is activated. The CMT must manage the details of the crisis situation so that it has minimum impact of business operations. At the end of the exercise, we will have a better idea of what measures need to be in place for all critical objects and assets. This will guarantee continuity of processes in an acceptable time after a crisis.Scenario Test RecordTestWhatWhoDateY/NCommentsCrisis Management TeamAdvise Coordinator of major eventServe as adviser for coordination of tasksEvaluates eventDeclares event a disasterActivates Disaster Recovery PlanMaintains event logMonitors and provides status of all eventsIdentified problems and issuesEscalates problems and issuesCMT CoordinatorNotify Crisis Management Team CoordinatorDraft and submit Working Objectives ReportActivate CMTChair meetings and ensure appropriate attendance.Contract the CMTDetermine response strategy, priorities and action plansEnsure effective internal and external communications to key stakeholdersOversee prioritizing of resources across the business to support responseMinimizing disruption and return to routine operations as quickly as possibleAll Employee Email distribution?Activate Social Media Control PlanEstablish who's in charge of social media?What is the plan to manage social media before, during and after the disaster?Activate Human Resources AssistanceEmployees concerns/impactsWhat do you tell staff/parish/ArchdioceseSupplies neededEvacuate or shelter in placeConfirm evacuation routesWater may be contaminated…do we have enough bottled water for everyoneActivate Call TreeA test designed to teach who to call first and to validate the currency of contact lists and the processes by which they are maintainedActivate Facilities SupportEvaluate facilities ImpactsMonitor news via TV and radioServer room impactsActivate Finance Department ProcessEnsure funds are available for recoveryEnsure that all recovery expenditures are properly documentedAuthorize placement of orders and invocation of emergency procurement agreements for equipmentCMT CoordinatorPerforms post event review, writes lessons learned and assigns issue resolutionWhat have you learned from this exercise?Name three strengths to handle a disaster recovery.Name three organizational gaps we have for handling an event?What should be the next steps in planning and preparing for an event?List three short- and long-term actions to this exercise for follow up (in order or importance).Posted by Poetslife at Friday, September 28, 2018Links to this postLabels: Church Tabletop Exercise Template - Category 4 Hurricane

INTRODUCTIONBeginning with the Gemini 4 mission in June 1965, NASA astronauts have ventured outside theirspacecraft hundreds of times wearing specialized spacesuits that protect them from the harshenvironments of space and provide the oxygen and temperature control necessary to preserve life.Since that time, suited astronauts have conducted 18 moonwalks, serviced the Hubble Space Telescope23 times in low Earth orbit, and ventured outside the Space Shuttle (Shuttle) and the International SpaceStation (ISS or Station) 82 times and 122 times, respectively. However, the spacesuits NASA astronautscurrently use on spacewalks from the ISS were developed more than 40 years ago and have faroutlasted their original 15-year design life.At the same time it maintains the existing fleet of spacesuits for use on the ISS, NASA is developingnext-generation spacesuits to enable human exploration in deep space, including missions to Mars. A keypart of this effort will be testing these spacesuits on the ISS, which, under the Agency’s current plans, isscheduled to retire in 2024.In this audit, we examined NASA’s efforts to maintain its existing spacesuits and the Agency’s plans forand progress in developing its next-generation spacesuits. Details of the audit’s scope and methodologyare outlined in Appendix A.BackgroundSpacesuits are essentially personal spacecraft that provide all the functions necessary to supporthumans in space. First utilized in 1961 during the Mercury Program, spacesuits have evolved as NASAmissions have progressed from working inside the pressurized environment of a spacecraft, to exploringthe Moon, to working outside the Space Shuttle and ISS.1 As the Agency prepares to send humansdeeper into space, NASA has efforts underway to develop a spacesuit suitable for the gravity, planetarycomposition, radiation, and atmosphere of new environments.Current Spacesuit DesignDeveloped beginning in 1974 and first flown in 1981, Extravehicular Mobility Units (EMU) are the onlyspacesuits NASA currently uses for spacewalks or “extravehicular activities” (EVA). Designed for theSpace Shuttle Program, each EMU has been partially redesigned and completely refurbished multipletimes over the last 40 years. For example, in the 1990s NASA added glove heaters and an emergencyrescue propulsion module and improved the EMUs’ lights and cameras. The ISS Program plans to usethe EMUs through retirement of the Station.21 For more on the history of spacesuits and NASA’s extravehicular activities, see Appendix B.2 NASA is assessing the feasibility of extending ISS operations to 2028. Although NASA is considering using the existingspacesuits for ISS EVAs until then, it has also begun to develop next-generation spacesuit technologies that could be testedon the ISS by 2023 and potentially replace the EMUBeginning with the Gemini 4 mission in June 1965, NASA astronauts have ventured outside theirspacecraft hundreds of times wearing specialized spacesuits that protect them from the harshenvironments of space and provide the oxygen and temperature control necessary to preserve life.Since that time, suited astronauts have conducted 18 moonwalks, serviced the Hubble Space Telescope23 times in low Earth orbit, and ventured outside the Space Shuttle (Shuttle) and the International SpaceStation (ISS or Station) 82 times and 122 times, respectively. However, the spacesuits NASA astronautscurrently use on spacewalks from the ISS were developed more than 40 years ago and have faroutlasted their original 15-year design life.At the same time it maintains the existing fleet of spacesuits for use on the ISS, NASA is developingnext-generation spacesuits to enable human exploration in deep space, including missions to Mars. A keypart of this effort will be testing these spacesuits on the ISS, which, under the Agency’s current plans, isscheduled to retire in 2024.In this audit, we examined NASA’s efforts to maintain its existing spacesuits and the Agency’s plans forand progress in developing its next-generation spacesuits. Details of the audit’s scope and methodologyare outlined in Appendix A.BackgroundSpacesuits are essentially personal spacecraft that provide all the functions necessary to supporthumans in space. First utilized in 1961 during the Mercury Program, spacesuits have evolved as NASAmissions have progressed from working inside the pressurized environment of a spacecraft, to exploringthe Moon, to working outside the Space Shuttle and ISS.1 As the Agency prepares to send humansdeeper into space, NASA has efforts underway to develop a spacesuit suitable for the graviINTRODUCTIONBeginning with the Gemini 4 mission in June 1965, NASA astronauts have ventured outside theirspacecraft hundreds of times wearing specialized spacesuits that protect them from the harshenvironments of space and provide the oxygen and temperature control necessary to preserve life.Since that time, suited astronauts have conducted 18 moonwalks, serviced the Hubble Space Telescope23 times in low Earth orbit, and ventured outside the Space Shuttle (Shuttle) and the International SpaceStation (ISS or Station) 82 times and 122 times, respectively. However, the spacesuits NASA astronautscurrently use on spacewalks from the ISS were developed more than 40 years ago and have faroutlasted their original 15-year design life.At the same time it maintains the existing fleet of spacesuits for use on the ISS, NASA is developingnext-generation spacesuits to enable human exploration in deep space, including missions to Mars. A keypart of this effort will be testing these spacesuits on the ISS, which, under the Agency’s current plans, isscheduled to retire in 2024.In this audit, we examined NASA’s efforts to maintain its existing spacesuits and the Agency’s plans forand progress in developing its next-generation spacesuits. Details of the audit’s scope and methodologyare outlined in Appendix A.BackgroundSpacesuits are essentially personal spacecraft that provide all the functions necessary to supporthumans in space. First utilized in 1961 during the Mercury Program, spacesuits have evolved as NASAmissions have progressed from working inside the pressurized environment of a spacecraft, to exploringthe Moon, to working outside the Space Shuttle and ISS.1 As the Agency prepares to send humansdeeper into space, NASA has efforts underway to develop a spacesuit suitable for the gravity, planetarycomposition, radiation, and atmosphere of new environments.Current Spacesuit DesignDeveloped beginning in 1974 and first flown in 1981, Extravehicular Mobility Units (EMU) are the onlyspacesuits NASA currently uses for spacewalks or “extravehicular activities” (EVA). Designed for theSpace Shuttle Program, each EMU has been partially redesigned and completely refurbished multipletimes over the last 40 years. For example, in the 1990s NASA added glove heaters and an emergencyrescue propulsion module and improved the EMUs’ lights and cameras. The ISS Program plans to usethe EMUs through retirement of the Station.21 For more on the history of spacesuits and NASA’s extravehicular activities, see Appendix B.2 NASA is assessing the feasibility of extending ISS operations to 2028. Although NASA is considering using the existingspacesuits for ISS EVAs until then, it has also begun to develop next-generation spacesuit technologies that could be testedon the ISS by 2023 and potentially replace the EMUNASA Office of Inspector General IG-17-018 2The EMU is designed to sustain life outside the Station or another space vehicle traveling in low Earthorbit by providing air, water, and pressurization. The outer portion of the EMU contains two majorsubsystems: the Pressure Garment System (PGS) and the Primary Life Support System (PLSS).The primary purpose of the PGS is to maintain appropriate pressure around astronauts’ bodies to keepthem alive in the vacuum of space while alsoproviding sufficient mobility for operations.3The PGSis covered by a thermal micrometeoroid material thatinsulates the astronaut, prevents heat loss, andprotects the astronaut from micrometeoroids andother orbital debris that could puncture anddepressurize the suit. The PGS also featurescomponents known as “soft goods” – the arms, legs,gloves, waist, and boots – and “hard goods” – theHard Upper Torso, helmet, and joint bearings.Underneath the PGS, astronauts wear liquid coolingand ventilation garments through which cool waterflows to help regulate body temperature.The PLSS is a backpack-like structure withcomponents that perform a variety of functionsrequired to keep an astronaut alive during an EVA,including maintaining body temperature, providingoxygen for up to 7 hours, and removing carbondioxide and humidity that build up inside the suit.Of the original 18 EMU PLSS units produced, only11 remain available for use.Oxygen from the PLSS enters the suit at the helmet and flows from behind the astronaut’s head downthrough the suit. Oxygen and carbon dioxide are then returned from the PGS to the PLSS via ports nearthe astronaut’s arms and legs. The gas removed from the suit is filtered through a cartridge thatconsists of an activated charcoal bed and either lithium hydroxide or metal oxide to remove carbondioxide, odors, and dust. The oxygen then goes through a fan and is routed through a sublimator, whereit is cooled to 57 degrees Fahrenheit.4 Water that condenses in the sublimator, as well as gas, is sent toa water separator, which has an input from the gas trap in the cooling loop. The water is returned to thecooling loop or “feedwater” tanks and the gas to the ventilation loop. After passing through thesublimator, the gas flow goes through a flow rate sensor and back to the PGS.The EMU is equipped with a water cooling system that takes warm water from the cooling garment anddivides it into two loops. One loop goes to the sublimator, where the water is cooled and sent back tothe cooling control valve. The other loop goes directly back to the control valve where the loops arerecombined to allow full flow of water to be pumped back to the cooling garment. This process allowsthe garment to maintain a constant flow of cooling water, the temperature of which the astronaut can3 To function normally, a healthy human body requires approximately 3 pounds per square inch of oxygen pressure in thelungs, the amount available at sea level on Earth.4 The sublimator works on the principle of sublimation, or the process by which a solid turns directly into a vapor, bypassingthe liquid phase. In this case, ice is formed on the sublimator evaporator sieve and is allowed to vaporize into space, therebyremoving excess heat.NASA Office of Inspector General IG-17-018 3control using the valve. During the process, the water from the cooling garment passes through a gasseparator that ensures the cooling loop is free from gas bubble intrusion, which could render the waterpump inoperable. In the event of PLSS failure, astronauts maintain 30 minutes of oxygen in a secondaryoxygen pack located beneath the PLSS on the astronaut’s back. The PGS and PLSS are connected by theHard Upper Torso – a fiberglass shell with metal attachment bearings at the neck, arms, and lower torsofor attaching the helmet, other PGS components, and a chest-mounted display and control module. Thismodule contains all the switches, gauges, valves, and displays necessary to operate the PLSS.Inside the spacesuit, astronauts wear a disposable drink bag, waste collection garment, communicationscap, helmet absorption pad, liquid cooling and ventilation garment, and snorkel.5These items enableastronauts to perform their tasks while staying hydrated, eliminating waste, remaining cool, andreceiving instruction from ground control or other crewmembers. The helmet absorption pad andsnorkel were added in 2013 and provide for water absorption and alternative air sources in the event ofwater leakage into the EMU helmet. Figure 1 shows how the components of the EMU fit together.Figure 1: Spacesuit ComponentsSource: NASA.5 The helmet absorption pad is a spongy material that can absorb up to 800 milliliters of liquid, while the snorkel allowsastronauts to access air circulating in the lower portion of the EMU.NASA Office of Inspector General IG-17-018 4Spacesuit CertificationTo address the risks associated with the EMU, including age-related failures and technical issues, NASAcreated the Assured EMU Availability Plan (Availability Plan) and the Maximized EMU Ground ActivityCertification Program. In place since 1993, the Availability Plan is a comprehensive program throughwhich NASA evaluates the capability of EMU hardware to operate beyond the suit’s original 15-yeardesign life. The Availability Plan outlines life extension and refurbishment activities through 2028 andspecifies the repair and replacement cycles for the EMU’s PGS and PLSS components.6The Maximized EMU Ground Activity Certification Program was instituted in 2006 and includes EMUrepair and refurbishment activities. NASA performs ground maintenance on each EMU after 6 yearson-orbit or 25 EVAs, whichever comes first. As part of the certification process, technicians periodicallystrip and recoat the aluminum water tank structure, dip the valve module in a solvent for cleaning, andthoroughly clean and refurbish the sublimator. The remaining components are checked for limited lifeand operation, and the reassembled spacesuit undergoes a vacuum certification process that includes24 hours of unmanned operation in a vacuum chamber. Most of these repair and refurbishmentactivities are completed at processing facilities in Houston, Texas, and Windsor Locks, Connecticut.However, certain maintenance procedures, such as replacing the fan pump separators, have been doneon-orbit.Next-Generation Spacesuit Design EffortsAlthough the capabilities of NASA’s current EMU are adequate for ISS use, the spacesuit will not meetthe needs of the Agency’s deep space exploration plans. For example, the current EMU lacks the hipflexibility needed to walk on and explore planetary surfaces. Depending on the mission and the targetedextraterrestrial body, a variety of factors must be taken into account when creating a spacesuit for deepspace environments, including the design of the vehicle in which the astronauts will travel and thepressures, atmospheres, temperatures, and dangers of the places they will visit. For more informationon these considerations, see Appendix C.Over the past 8 years, NASA has managed three separate spacesuit development efforts intended tosupport future missions – Constellation Space Suit System (CSSS), Advanced Space Suit Project, andOrion Crew Survival System (OCSS). As of April 2017, none of these efforts have delivered a flight-readyspacesuit. Figure 2 summarizes key information about each of the efforts. Congress has also expressedan interest in these efforts, as the NASA Transition Authorization Act of 2017 directs the Agency tosubmit to Congress a plan for “achieving an advanced spacesuit capability that aligns with the crewneeds for exploration enabled by the Space Launch System and Orion, including an evaluation of themerit of delivering the planned suit system for use on the ISS.”76 PGS components are typically replaced every 8 to 10 years. In contrast, NASA typically refurbishes rather than replacesPLSS components.7 NASA Transition Authorization Act of 2017, Pub. L. No. 115-10 (2017).NASA Office of Inspector General IG-17-018 5Figure 2: NASA’s Spacesuit Development EffortsSource: NASA Office of Inspector General (OIG) analysis of NASA information.Note: Photos for each effort are of the PGS only and do not represent the entire set of deliverables.a Technology that later became a part of the Advanced Exploration Systems Division’s Advanced Space Suit Project began in2007 under the Exploration Technology Development Division, and transferred to the Project in 2012. In fiscal year 2016,responsibility for further advancement of these technologies was transferred to the EVA Office.Constellation Space Suit SystemNASA established the Constellation Program in response to the NASA Authorization Act of 2005, whichcalled for the development of a crew exploration vehicle, crew launch vehicle, and heavy-lift launchvehicle, and a return to the Moon as a stepping-stone to future exploration of Mars and otherdestinations.8Starting in early 2005, NASA’s Advanced Extravehicular Activity Project Office beganexamining potential spacesuit architectures for the Constellation Program. As a result of this effort, in2009, NASA issued a contract worth up to $148 million to Oceaneering International, Inc. to develop andproduce the CSSS. However, in October 2010, the Constellation Program was canceled. After cancellation,NASA officials opted to continue portions of the contract to develop spacesuit technologies, and thecontract remained active until January 2016. Between 2009 and the end of the contract, NASA paidOceaneering $135.6 million. Oceaneering delivered design data and components of spacesuit hardware– such as the prototype PGS pictured in Figure 2 – to NASA over the life of the contract.8 NASA Authorization Act of 2005, Pub. L. No. 109-155 (December 30, 2005).NASA Office of Inspector General IG-17-018 5Figure 2: NASA’s Spacesuit Development EffortsSource: NASA Office of Inspector General (OIG) analysis of NASA information.Note: Photos for each effort are of the PGS only and do not represent the entire set of deliverables.a Technology that later became a part of the Advanced Exploration Systems Division’s Advanced Space Suit Project began in2007 under the Exploration Technology Development Division, and transferred to the Project in 2012. In fiscal year 2016,responsibility for further advancement of these technologies was transferred to the EVA Office.Constellation Space Suit SystemNASA established the Constellation Program in response to the NASA Authorization Act of 2005, whichcalled for the development of a crew exploration vehicle, crew launch vehicle, and heavy-lift launchvehicle, and a return to the Moon as a stepping-stone to future exploration of Mars and otherdestinations.8Starting in early 2005, NASA’s Advanced Extravehicular Activity Project Office beganexamining potential spacesuit architectures for the Constellation Program. As a result of this effort, in2009, NASA issued a contract worth up to $148 million to Oceaneering International, Inc. to develop andproduce the CSSS. However, in October 2010, the Constellation Program was canceled. After cancellation,NASA officials opted to continue portions of the contract to develop spacesuit technologies, and thecontract remained active until January 2016. Between 2009 and the end of the contract, NASA paidOceaneering $135.6 million. Oceaneering delivered design data and components of spacesuit hardware– such as the prototype PGS pictured in Figure 2 – to NASA over the life of the contract.8 NASA Authorization Act of 2005, Pub. L. No. 109-155 (December 30, 2005).