Open for Business Advanced Track | Incident Management and Crisis Communication

CONTENTS

INTRODUCTION ................................................................................................................................................................... 2 INCIDENT MANAGEMENT .................................................................................................................................................... 2 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) AND INCIDENT COMMAND SYSTEM (ICS) ................................................................. 2 ADAPTATION TO BUSINESS ................................................................................................................................................. 3 EMERGENCY RESPONSE BASICS LIFE SAFETY AND INCIDENT STABILIZATION .................................................................................. 4 . . . MORE ON EMERGENCY RESPONSE................................................................................................................................. 5 INCIDENT MANAGEMENT BASICS MANAGING AND CONTROLLING THE INCIDENT .......................................................................... 6 . . . MORE ON INCIDENT MANAGEMENT .............................................................................................................................. 6 PERSON IN CHARGE ...................................................................................................................................................................... 7 EMERGENCY OR DISASTER DECLARATION DECISION............................................................................................................................. 7 CENTRAL MEETING PLACE .............................................................................................................................................................. 7 INCIDENT MANAGEMENT TEAM (IMT) RESPONSIBILITIES..................................................................................................................... 8 BUSINESS CONTINUITY (RECOVERY) BASICS RESUMPTION OF BUSINESS OPERATIONS................................................................ 11 IN GENERAL, INFORMATION FROM: .................................................................................................................................. 12 CRISIS COMMUNICATION .................................................................................................................................................. 13 COMMUNICATIONS TEAM ............................................................................................................................................................ 13 DURING THE CRISIS ..................................................................................................................................................................... 14 POST-CRISIS .............................................................................................................................................................................. 16

For a list of key resources used in developing the Open for Business Advanced Track, click HERE.

IBHS 2010

1|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

Introduction
Welcome to the Incident Management and Crisis Communication session of the Open for Business Advanced Track. This session discusses best practices for incident management and crisis communication. Emergency management and business continuity planning in the private sector incorporates both the initial activities to respond to an emergency situation (Emergency Response/Operations), maintenance of critical business functions while restoration is underway (Business Continuity), and the restoration of the business and its functions to pre-incident levels (Recovery). One of the most important ways any organization can minimize the negative impacts of a serious business disruption and prevent events from cascading out of control is to implement a strategy for immediate response to and management of an incident. This strategy should be supported by a process for collecting and disseminating information internally and externally to keep stakeholders informed. In this session, the emphasis is on emergency response and incident management in order to expedite business resumption and recovery. You will see how interconnected emergency response and incident management are by the overlap of responsibilities and actions to be taken. Your Open for Business plan and the information included in the other Open for Business Advanced Track documents address the business continuity element.

Incident Management
National Incident Management System (NIMS) and Incident Command System (ICS)
A well-recognized and commonly-utilized model for command and control of an incident is the National Incident Management System (NIMS) a comprehensive, nationwide systematic approach to incident management, structured to ensure cooperative response efforts to minimize incident impacts. 1 Initially designed for public sector agencies such as the fire and police departments, this command and control system promotes smooth communication and allows different agencies to operate in a uniform and cooperative manner. Today, the value of this command and control system is well recognized and has motivated businesses of all sizes to adopt many of the principles as part of their emergency response plan. Just as NIMS helps assure that response agencies and first responders can work together, it can also help speed the flow of timely and accurate information to company personnel charged with initially responding to a crisis.

NIMS is a systematic, proactive model for all levels of governmental, nongovernmental, and private sector agencies to work seamlessly in preventing, protecting, responding, recovering from, and mitigating the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life and property and harm to the environment. Learn more about NIMS by visiting their website: http://www.fema.gov/emergency/nims/.

IBHS 2010

2|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

Central to NIMS is the Incident Command System (ICS), a way to manage internal and external resource coordination in the environment of a disaster. The ICS framework is being used by a growing number of private sector organizations, as it provides a standardized and tested methodology to organize emergency response, business continuity, and crisis management functions, tasks, and staff. Applicable to organizations of all sizes, the principles of ICS emphasize: accountability; a clear chain of command and authority; a system for communication; an orderly, systematic planning process; and inter- and intra-organization coordination (between the private sector organization and public agencies as well as within a private sector organization).

ICS is based on the concept of one person in charge, called an Incident Commander. You may, or may not, choose to use that title. Throughout this document, the term person in charge will be used. Regardless of which title your organization uses, it is critical that everyone knows who is in charge and who has the ultimate authority to make decisions.

Adaptation to Business
Businesses of any size can benefit from being familiar with ICS in several ways. First, ICS provides an effective method of communicating information up and down the decision chain. Second, it allows companies to more easily identify and communicate with the appropriate members of the first responder team, whether that is police, fire, or another agency. As discussed throughout this document, some individuals may assume multiple areas of responsibility. This is to be expected in smaller organizations, and is yet another reason why cross training of response team members is so critical. This Open for Business Advanced Track session assumes that your business interruption is caused by an event that shuts down or severely disrupts delivery of product(s) and service(s) essential to your business and to your clients. In other words, the event is severe enough that it requires a significant response, management, and control of the event, and a smooth transition to the implementation of your business continuity plan. However, realize that most incidents that impact businesses and affect productivity are limited in scope. Being able to quickly and effectively gain control of these incidents is one of the ways to prevent them from becoming large scale events. You could have an incident such as equipment breakdown or a small fire that does not cause much modification of your work flow, and does not cause severe damage to your facility or equipment. These events are usually of short duration and not very disruptive. In these cases, you most likely will not formally declare an emergency or disaster and will only have to mobilize a few resources to quickly resume full business operations. When the interruption is serious enough to cause an internal emergency or disaster declaration, the goal is to move seamlessly through these three interconnected phases in a timely, coordinated and effective manner:
IBHS 2010

3|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

Emergency Response is focused on life safety, property and environmental protection, and stabilization of the incident. Incident Management is a system for managing and directing resources to control an incident. Business Continuity is the identification and prioritization of critical business functions and processes and the development of strategies with sufficient resources to resume those processes before there is an unacceptable impact on the organization. Recovery is the process of returning to your pre-disaster state (a return to normal). Recovery applies to physical assets as well as human capital.

Emergency Response Basics Life Safety and Incident Stabilization

A clear chain of authority and accountability, with one person in charge Evacuation, lockdown2, or shelter-in-place 3 Search and rescue (if required, and if personnel have been sufficiently trained) Emergency care/first aid Situation analysis the initial assessment of the problem, extent of damage, determination of safety of facility for re-entry, and resource requirements for managing the incident Containment or stabilization of the incident through actions to minimize injury, property damage, and overall impact of the event

Lockdown is a protective action employed when there is a suspected or conformed perpetrator, inside or outside, who is perpetrating or who could perpetrate an act of violence. It requires broadcasting a warning message (if possible) and the movement of people to positions where they are silent and as close to invisible as possible. The goal of lockdown is to shield people who are trapped and unable to evacuate from the attacking perpetrator. Shelter-in-place refers to protection from an exterior airborne hazardsuch as a chemical vapor cloud released when a chemical tanker is involved in an accident. Sheltering without the process of closing off a building to prevent the infiltration of the airborne hazard is a similar protective action employed when severe weather is approaching or when it is safer to keep occupants within a building (e.g., cannot go home because a blackout has shut down transportation).

IBHS 2010

4|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

Coordination with public agency responders if the fire or police departments are called in, they would be in charge until they deem it safe/appropriate to return that authority to your organization Communication with organizational leadership and departments, external communication as needed (e.g., employees, media)

. . . More on Emergency Response

The primary purpose of an emergency response plan is to reduce the amount of time it takes your organization to gather together safely, assess the situation, and develop an appropriate action plan to respond to the event. The plan must first and foremost focus on life safety, which includes making decisions about evacuation, lockdown, or sheltering in place, accounting for all people on the premises, as well as emergency care/first aid before professional help arrives (if needed). Do you know which employees and/or visitors are on the premises? Do you have an easily accessible list for floor monitors or others responsible for evacuation, lockdown, or shelter-in-place to use for a head count? Do you have an evacuation plan? Do employees know the sound of the evacuation signal, the locations of primary and secondary exits, and their assigned assembly area? How often do you conduct evacuation drills? Do employees understand what they should do if there is an act of violence or an armed perpetrator? Do you have a shelter-in-place plan? A lockdown plan? Do employees know where to go? How often do you conduct drills?

Hand-in-hand with the focus on people is incident stabilization, which includes actions to reduce the scope or magnitude of an incident and control the spread or extent of associated hazards. This includes supervising process or building systems (e.g., shutting down ventilation, shutting down machinery and equipment, closing fire doors, handling emergency generators, etc.); protecting people and assets to the degree possible until external help arrives (e.g., police or fire departments) and/or the internal Incident Management Team is mobilized; and maintaining security. Who is in charge, i.e., the person assigned to maintain order and inform people what to do next, as well as coordinate with external help, if required (e.g., police or fire department personnel)? Have procedures for the shutdown of all building systems and equipment been documented along with the locations of valves, disconnects, switches, etc.? Who is responsible for an initial damage assessment in order to protect property as much as possible? Who is responsible for security, to protect people and property?

Following incident stabilization, property conservation becomes a priority, i.e., the minimization of further property damage and cleanup. These actions are dependent on a determination that it is safe to re-enter the
IBHS 2010

5|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

building(s), when you can assess the extent of damage to the structure and contents, as well as business operations.

Who is assigned to determine if the building is safe to re-enter? What are the criteria? What are the procedures should public authorities (e.g., police or fire) become involved? Who is assigned to property conservation activities to minimize property damage? To the building? Contents and inventory? Information technology (IT)? This may include external contractors. What are the criteria to activate the property conservation team and authorize the procurement of necessary resources? If you lease space, rather than own, what are you allowed, or not allowed, to do?

Incident Management Basics Managing and Controlling the Incident

Maintenance of a clear chain of authority and accountability, with one person in charge Warning of persons in danger or potentially in danger to take protective action (e.g., evacuation, lockdown, or shelter-in-place) Situation analysis determination of the type and extent of the incident and whether there should be a formal emergency or disaster declaration (activates your organizations procedures for incident management and business continuity) Incident stabilization actions necessary to stabilize the incident Attention to human needs (e.g., feeding and shelter, if required); provision of employee assistance and help (e.g., counseling, use of an Employee Assistance Program) Damage assessment, including buildings and supporting infrastructure, machinery and equipment, materials and supplies, and the interruption of Information Technology (IT) Procurement, allocation and deployment of human, financial and physical resources as needed for immediate needs as well as resumption of business operations Implementation of crisis communications procedures, internally and externally (e.g., employees; vendors/suppliers; customers; media)

. . . More on Incident Management

In smaller organizations, the Incident Management Team (IMT) will likely include individuals responsible for emergency response, business continuity, and IT disaster recovery. In larger organizations, those three functions are handled by separate teams. A small business IMT could range from a couple of people handling

IBHS 2010

6|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

several functional areas to many, depending on the roles and functions that need to be addressed and who can fulfill them. At all times someone needs to be in charge, with authority and accountability to manage and control the incident. In a business setting, depending on the type of incident, the facilities manager, human resources director, IT director, or someone closer to the incident and more directly involved with its repercussions, might be put in charge. At times, top management or the CEO may fill that role, if the incident is determined to have risen to the level of a crisis, i.e., with significant security, financial or reputational impacts.

Person in Charge
The person in charge oversees the emergency response; situation analysis to determine the next steps/incident action plan, including an emergency or disaster declaration; implementation of the incident action plan (including execution of recovery strategies to maintain critical business functions); and internal and external communications.

Emergency or Disaster Declaration Decision

Gathering and documenting sufficient information to determine the type and extent of the incident and whether there should be a formal emergency or disaster declaration is important. Questions include, but are not limited to, the following: What happened? When did it happen? What is the civil authority response? What is the current and potential extent of damage to the building, contents, and Information Technology? What is the time frame for access (re-entry) to the building? What are the security issues? What needs to be done to avoid further damage?

Central Meeting Place

Once the decision is made to declare an emergency or disaster, the members of the IMT need to have somewhere to meet whether on site, off site, or virtual. For larger businesses, or in wide-scale events, the meeting place is called an Emergency Operations Center. For most small businesses, it could be a room in the facility (if re-entry is allowed); a local coffee shop, library, or other public space; a pre-determined off site location, which could be your recovery location; or use of an online meeting tool. The objective is to have a central place where information is gathered, documented, and reported; activities are coordinated; and external relations are handled. The business continuity plan is activated from this central meeting place, including the
IBHS 2010

7|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

procurement, allocation and deployment of human, financial and physical resources to meet immediate needs as well as those for business recovery onsite or from an alternate location. As you plan ahead for a central meeting place, ask yourself the following: Where will you meet if you can meet in your own facility? _____________________________________________________________________________ _____________________________________________________________________________ Where will you meet if you cannot re-enter your facility? Do you have an informal or formal agreement to use that space? _____________________________________________________________________________ _____________________________________________________________________________ Who should report to the meeting place? How will they be notified? _____________________________________________________________________________ _____________________________________________________________________________ What supplies or materials will you need to support your activities? _____________________________________________________________________________ _____________________________________________________________________________ What procedures do you have in place to acquire, store, and secure those items ahead of time, or to obtain them at the time of the incident? _____________________________________________________________________________ _____________________________________________________________________________

Incident Management Team (IMT) Responsibilities

Employee roles and responsibilities have been clearly defined in your Open for Business plan, in conjunction with additional considerations raised in the Advanced Track sessions (i.e., those involved with supply chain partners; logistics and resources human, financial and physical; and financial controls and resiliency). In addition, the assumption in this Incident Management section of the Open for Business Advanced Track is that some employees will become engaged with the incident or disruption starting with the emergency response, on through incident management and implementation of the organizations Open for Business plan. So, it is natural that their responsibilities would remain the same and flow smoothly through these phases. The following list of roles, or functional areas, are essential for incident management as well as business continuity and recovery. They often coincide with job titles and/or areas of daily responsibility. Depending on
IBHS 2010

8|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

your organizational structure, you may combine some of these functions or divide up responsibilities somewhat differently. The person in charge Facilities/Operations Finance Human Resources Communications Information Technology Environmental, Health, Safety (EHS), Security Legal Business Continuity

Person in charge Pre-incident: the person designated to be in charge, who could be called the Incident Commander, is responsible for creating Incident Response Procedures, including plan activation, and making sure employees are trained on applicable procedures. Responsible for overall management of the incident Approves ordering and releasing of resources Approves the incident action plan/timing for implementation of business continuity plan/strategy (Open for Business plan) Post incident: orchestrates all return-to-normal activities including facilitating post-incident meetings to document lessons learned to ensure the organization is returned to a ready state.

Finance Procures human, financial and physical resources Manages payroll Handles accounts payable and receivable Compiles reports of injuries, property damage, and notification to insurance providers in accordance with claims procedures

Human Resources
IBHS 2010

Identifies and addresses human resource issues Receives and responds to requests for personnel Provides human resource support, e.g. Employee Assistance Program, critical incident stress debriefing, trauma counseling Provides input, as required, for insurance claims (e.g., workers compensation) 9|Page

Open for Business Advanced Track | Incident Management and Crisis Communication

Communications Pre-incident: Works with senior leaders to develop communications policies and trains employees as appropriate. Writes standard templates and talking points for the media. Directs all internal and external communications Coordinates, writes, and gains approval for the distribution of all internal and external communications, including status reports on response and recovery progress. These approvals could include consultation with legal counsel. Develops accurate and complete information regarding incident size, current situation, resources committed, and other matters of general interest Serves as point of contact for the media and other organizations requesting information about the incident Designates only one information officer as spokesperson Post-incident: Communicates internally and externally that normal status has been declared

Information Technology Security Provides safeguards to protect personnel and property Provides security for alternate location Pre-incident: establishes data backup schedule and Information Technology disaster recovery systems in line with organizations recovery time objectives and business priorities Provides all information technology for recovery facility/facilities Installs and supports computer hardware/software at recovery location Assures appropriate information security

Environmental, Health, Safety Officer Pre-incident: Oversees creation of all safety procedures and training of employees, including safety and evacuation drills. Training should include, but not be limited to the following areas: Use of various types of fire extinguishers in accordance with applicable regulations First aid, including cardiopulmonary resuscitation (CPR) and use of automated external defibrillators (AEDs) Shutdown procedures (equipment, utilities, electrical, etc.) Evacuation procedures Shelter-in-place procedures Lockdown procedures Search and emergency rescue procedures Community Emergency Response Team (CERT) training
IBHS 2010

10 | P a g e

Open for Business Advanced Track | Incident Management and Crisis Communication

Oversees safe evacuation and accounting of all personnel (employees and visitors), and is responsible for care of injured until medical personnel arrives Works with local responders as a liaison between the Communications Team Leader and the person in charge Performs initial damage assessment and determines when it is safe to re-enter the facility Manages Emergency Operations Center (if established) Manages transportation needs Post-incident: Responsible for ensuring safety of re-entry to facility. Makes sure lessons learned are documented, plans are updated, and personnel are trained.

Legal Advises and provides legal counsel to those involved with response Provides legal guidance for organizations incident investigation Provides documentation guidance for maintaining a legal record of the incident Ensures that all legal, regulatory and contractual obligations are met

Business Continuity Manager Advises person in charge on status of business continuity plan implementation Advises person in charge on the interdependencies of activation (e.g. IT with critical business functions)

Business Continuity (Recovery) Basics Resumption of Business Operations

Activation of the business continuity plan Prioritization of the recovery of business functions based on your business continuity plan (i.e., necessary actions and sequence of actions) Recovery location notification and activation (if needed) Implementation of recovery strategies and manual workarounds to maintain critical business functions including the interruption or disruption of Information Technology (IT) Restoration of operations, ultimately to pre-incident levels, as efficiently as possible Restoration of IT resources including data, systems, and connectivity in coordination with the restoration of critical business functions 11 | P a g e

IBHS 2010

Open for Business Advanced Track | Incident Management and Crisis Communication

Clear assignment of responsibilities for each function Provision of the human, physical and financial resources needed to assure timely restoration of critical business functions Communication internally and externally, all the way through the declared return to normalcy

__________________________

In general, information from:

http://www.fema.gov/emergency/nims Robert C. Huber and Rex L. Pickett, Response! Planning and Training for Emergency Recovery (Expert Publishing, Inc., Andover, MN) 2006. Dennis Morgan PhD, CBCP, CPP, Incident Management in Private Corporations: An Eight-Step Process, Continuity Insights Management Conference, Arizona (2009). Kenneth Otis, CBCP, President, Business Continuity Associates, Inc. Attleboro, MA (2009) Donald L. Schmidt (editor), Implementing NFPA 1600 National Preparedness Standard (National Fire Protection Association, Quincy, MA) 2007.

IBHS 2010

12 | P a g e

Open for Business Advanced Track | Incident Management and Crisis Communication

Crisis Communication
The purpose of developing and implementing a Crisis Communications Plan or strategy is to ensure that critical information flows into and out of your organization during the response and recovery period. The goal is twofold: one, to maintain your organizations brand and reputation by minimizing the repercussions due to untimely or misleading information; two, to ensure timely and accurate communications with all company stakeholders, which include employees, the media, regulatory agencies, customers, suppliers, vendors, business partners, Board of Directors, shareholders, unions, and the public. The plan should include strategies, policies, and detailed procedures for management of the presentation of information presented to internal and external groups.

Communications Team
Depending on the size and complexity of your organization, you need to create a Crisis Communications Plan, designate a Communications Team Leader (often called Public Information Officer in the public sector), and assign team members. You will need to assign enough people to the team to be able to manage the flow of information effectively. If your organization is small, your team may consist of only one or two members. In contrast, if your organization is larger, you may choose to designate one or two per department. The following are some general guidelines for designated team members to use in creation of a Crisis Communications Plan for your organization.

Pre-Crisis
During the plan development phase, your team should start by identifying all internal and external parties who will depend on the team for communication and determine what information will be needed by each party. The team should also consider the preferred or necessary time intervals for communicating with each identified party, as well as the best method(s) or media for communication. The team will then need to gather the following information for each group: Organization/Agency/Business Name Primary and alternate contacts Contact Information Which team member has authorization to communicate with specified party Last date of communication Nature and reason for last communication

Collateral Materials The Communications Team should develop, in advance, standard responses or scripts that can be shared with all groups. Focus on initial comments your organization is comfortable making when asked to provide a statement.
IBHS 2010

13 | P a g e

Open for Business Advanced Track | Incident Management and Crisis Communication

This can include statements from senior management to employees, CEO to media representatives, and so on. Most likely you will tailor these statements based on the nature of the incident, but it will be a much quicker process if you have some templates on hand with which to start. In addition, the team will want to have on hand some materials to answer basic background or common questions which might be asked in any situation. These should be in camera-ready condition and available on a disk in a generally-accepted word processor format (e.g., Microsoft Word) so they can be revised and printed out on any available computer. Include photos where appropriate.

General fact sheets on the organization, each division and physical location, and each product or service offered Profiles and biographies for each key manager and senior leader in your organization Copies of your organization, division and product logos; your press release format; and the scanned signature of your CEO Pre-written scripts answering anticipated key questions that address your response and recovery activities; include several versions, such as We dont have that information available yet . . .

During the Crisis

Verify the Situation During a crisis, the first step is to verify the situation. It will not be possible to verify all sources and facts; however, you should be prepared to collect and confirm the following information: What happened, when and where? Who has been impacted? What business functions are interrupted? What is the current and future severity of the event?

In advance, prepare a form to gather and document how you confirmed the information. Document answers to questions such as: Who did you hear it from? Did they witness it firsthand or hear it from someone else? Is their response fact or opinion?

The goal here is to avoid rumors or opinions. Conduct Notifications As soon as the situation is verified, notify relevant internal and external individuals or groups. Consider how the team will notify people, and the order in which they would be notified. Remember, if your primary facility is
IBHS 2010

14 | P a g e

Open for Business Advanced Track | Incident Management and Crisis Communication

extensively damaged, your normal forms of communication may not be available. Also, in a wide-scale disaster, even cell phones may not be an option for consideration, especially during the first couple of days for most regional events. As a strategy, you could investigate utilizing an outsourced Emergency Notification System, such as those used by schools, to contact all of your employees. These systems are relatively inexpensive and are not connected to your day-to-day communication methods. You will also want to develop ways to let your employees know Who reports to work Where and when to report to work Where employees should direct questions When and where more details on the incident will be available

Be sure to inform or remind all employees not to provide statements or speak off- or on-the-record to anyone without approval from the Communications Team Leader. Create Specific Messages and Obtain Approvals Once the team has verified the situation and notified the internal and external individuals and groups identified in your plan, the next step is to create specific messages relevant to the actual incident. These messages should be built on your previously prepared templates. Always keep in mind the recipient of the information, and tailor the message accordingly. Also, consider the best venue(s) for message delivery, e.g., press release, internal or public website, social media, and/or live interview. Be sure all statements are approved by the appropriate internal authority, which could include your legal department, before they are released. You can always stress positive messages, such as We will be back in business in 24 hours; we are opening at XYZ location; our employees will be back at work providing the goods or services . . . This not only helps to maintain your organizations good reputation, but it is a way to get the message out to your employees about where to report to work and when, as well as to your suppliers, business partners, and customers regarding when and where you will be open for business. Gather Feedback During the incident, the Communications Team Leader should continue to monitor all feedback in order to ensure that the organizations messages convey confidence the organization is managing the situation appropriately. Report any concerns to senior management and make recommendations for modifying information in order to minimize any negative impact. If stakeholders perceive your organization is not handling an incident in a responsible and efficient manner, your reputation could easily be bruised or damaged. Your reputation is the most valuable asset you have: protect it.

IBHS 2010

15 | P a g e

Open for Business Advanced Track | Incident Management and Crisis Communication

Post-Crisis
Returning to Normal When the incident has been effectively managed, its impacts resolved and a normal status restored, the Communications Team should continue to provide statements and messages to ensure confidence in the organizations ability to recover successfully. They should also continue to monitor feedback for any rumors or myths that might be circulating, so that timely responses to reduce the impact can be prepared and distributed. Reporting Performance The Communications Team is also responsible for documenting the experience and archiving messages, statements, photos, or any other material that could be used for insurance coverage documentation, marketing your organizations reliability due to your disaster preparedness, and updating your communications plan (what worked, what didnt work) for the next interruption.

IBHS 2010

16 | P a g e