Concepts on Models to Measure Organizational Readiness for Disaster
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The document discusses concepts in measuring organizational readiness for disasters. It begins by introducing the Center for Disaster Risk Policy at Florida State University and its focus areas. It then reviews past efforts to measure readiness like the Simpson Preparedness Study and limitations of standards like NFPA 1600. A new concept for measuring readiness is proposed that uses Readiness Dimensions specific to hazards, locations, organizational units, and probability to calculate Hazard Readiness, Category Readiness, and Total Readiness scores. The model allows organizations to identify priority areas and formulate preparedness scenarios. Future research plans involve building and testing this model concept.
Concepts on Models to Measure Organizational Readiness for Disaster
- 1. David F. MerrickDeputy DirectorCenter for Disaster Risk Policyat Florida State Universityhttp://www.cdrp.netConcepts in Models to measure organizational readiness for disaster2d Annual International Conference on Emergency Management and Management SciencesBeijing, China
- 2. The Center for Disaster Risk Policy at Florida State UniversityApplied research center with a focus on public policy, emergency management, and information systems.Founded in 1997Current Director is Dr. Audrey HeffronCasserleighAdministers and directs the Emergency Management Academic Program in the Askew School of Public Administration.
- 3. Training and ExercisesBioshieldInfluenza Control Exercise (ICE)CyberSunsetRecovery Virtual OrganizationsDisaster Contractors NetworkDisaster Housing NetworkPreparedness ProjectsSpecial Populations Information Network (SPIN)Organizational Readiness Research
- 4. ObjectivesReview why we need to measure readinessDiscuss existing and past efforts to measure organizational readinessExplore the differences between single and multiple organization differencesDefine the audience for measuring disaster readinessReview the current CDRP readiness measurement model
- 5. “That which is not measured cannot be improved.”In order to improve readiness, we must be able to quantify the concept of readiness.Organizations needs the ability to measure readiness longitudinally.Government needs the ability to compare readiness across organizations.
- 6. Defining “Readiness”Different industries and contexts define ‘readiness’ differently.Readiness resides mainly in Preparedness, but also in Mitigation.
- 8. The Demand for Measuring ReadinessPublic SectorIncrease readiness of communitiesDetermine funding prioritiesUsage as performance measuresDetermine training and exercise prioritiesSet standards / certification levelsRatings and comparisons of response agencies or government entitiesPrivate SectorIncrease readiness of the organizationDetermine funding prioritiesUsage as performance measuresDetermine training and exercise priorities
- 9. Single Versus Multiple OrganizationsSingle OrganizationReadiness model is isolated, can vary.Usable to measure internal improvement onlyCannot compare readiness to other organizations using a different modelNot a standard of performanceMultiple OrganizationsReadiness model must be the same.Usable to measure internal improvement.Compares readiness to other organizations using the same modelCan become a standard of performanceRequires consensus on model design and definitions.
- 10. Standards and AccreditationNational Fire Protection Agency (NFPA) 1600The current U.S. standard for emergency management and continuity of operations.Emergency Management Accreditation Program (EMAP)Voluntary accreditation process that applies NFPA 1600 and requires periodic review, documentation, and assessment.
- 11. Limitations of StandardsStandards are Boolean in natureLimited indicators of the gap between ‘pass’ and ‘fail’When applied to accreditation processes, standards are all or nothing. Neither standards nor accreditation processes provide continual feedback and review.
- 12. Excerpt of NFPA 1600
- 13. Simpson Preparedness StudyConducted in 2001, the study created a sample model to measure disaster preparedness measures of two U.S. cities.Measured factors such as:Fire protection funding, personnel, and vehiclesPlanning and zoningEOC planning and fundingTraining and simulation plansExistence of four specific hazards: Earthquake, rail facilities, chemical facilities, and nuclear power plant
- 16. Simpson Study OutcomesModel formula for Preparedness Measures (PM):PM = 3(A + B + C) + 2(D) + 3(E) + 3(F) + G - H + 3(I) + JFinal ‘Preparedness Measures’ (PM)Sikeston: 145.20Carbondale: 216.99ShortfallsLimited to four hazardsLimited weighting of factors (none within categories)Hazards are applied equally as a negative factor (H)
- 17. A New CONCEPT IN Measuring Readiness
- 18. Readiness DimensionsReadiness Dimensions are the specific factors that impact readiness for an organization.There is no set list at this time of Readiness Dimensions that fits every organization. Each organization must define and weight their Readiness Dimensions.For our purposes… Readiness Dimensions are specific and quantifiable.
- 19. Tangible Readiness DimensionsSupplies or inventoryUp to date plans and proceduresAccreditationsEquipment (Vehicles, etc.)Critical repair parts for equipmentFood and waterMedicinal supplies
- 20. Sample Readiness DimensionsA power utility company may decide that they need 125 spare poles stockpiled to deal with an emergency. This readiness dimension (stockpiled telephone poles) has a baseline value of 125.The same company determines that each physical location requires 12 operational two-way radios to effectively communicate during an emergency.This readiness dimension (functional two-way radios) has a baseline value of 12.
- 21. Hazards Impact ReadinessDifferent threats require different preparedness and mitigation efforts.Example: Hurricanes require storm shutters, but those shutters will be of limited use when preparing for a flood or pandemic.Therefore, any measurement of Readiness is specific by hazard.Value of stockpiled telephone poles in a pandemic?
- 22. Location Impacts ReadinessOrganizations spread over multiple locations may have different Readiness values for each location.Some Readiness Dimensions are defined for the entire organization, but some are specific to a physical location.Stockpiled telephone poles vs. two-way radios
- 23. Organizational Units Impact ReadinessDifferent organizational units have different needs during a disaster, and these organizational units will have different readiness levels.Ties in with business continuity concepts. Mission critical functions should reflect higher readiness.
- 24. Probability Impacts ReadinessHazards may have a high severity, but lower probability of occurrence. This is often referred to as risk (severity + probability = risk)Lower probability hazards may have a lower impact on overall readiness indicators for the organization.
- 25. A sample Model
- 26. Readiness Dimensions - CommsCategory Readiness Score (CR): 78.33
- 27. Four sample categories of Readiness DimensionsCommunications
- 28. Pharmacy
- 29. Command
- 30. Training / ExerciseHazard Readiness (HR) is equal to the sum of category readiness score (CR) divided by the sum of the category weights (CW)
- 31. Total Readiness (TR) is the weighted average of the Hazard Readiness (HR) scores, based on hazard probability
- 33. Readiness Models as Decision SupportModels allow disaster planners and managers to formulate ‘what if’ scenarios to determine acquisitions and spending priorities.Models illustrate which hazards, locations, and organizational units needs priority.
- 36. Future Actions and ResearchCDRP is building a beta test model of this concept for Florida State University.CDRP has executed a Center of Excellence agreement with Avineon, Inc. to develop process models for their Emergency Management Process Suite.Seeking governmental research partners in Florida to test the concept at the county or city level.
- 37. Thank you
Editor's Notes
- #15: David M. SimpsonCenter for Hazards Research and Policy Development, University of Louisville,Louisville, Kentucky, USA