INTEGRATED RISK MANAGEMENT
Decision Maker Workshop
February 26, 2013
Franklin County Emergency Management and
Homeland Security
Agenda
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6.
7.
Authorities
Integrated Risk Management Overview
Risk/Capability/Gap Formula
Risks
Capabilities
Gaps
Recommended Actions
FCEM&HS Emergency
Management Authority
Franklin County Emergency Management and Homeland Security
(FCEM&HS) is authorized under Chapter 5502 of the Ohio Revised
Code and organized under the 1988 Countywide Agreement to
coordinate countywide all-hazards emergency management and
disaster preparedness functions for the 42 local government
jurisdictions of Franklin County.
• “…are designed or undertaken to minimize the effects upon the civilian
population caused or that could be caused by any hazard and that are
necessary to address mitigation, emergency preparedness, response,
and recovery.”
3
FCEM&HS Core Competencies
Ohio Revised Code:
5502.21 – 5502.51
• Warning Systems:
“The control and use of emergency
communications, lighting, and warning equipment and systems.”
• Emergency Operations Center:
“The development and
construction of emergency operations centers for the conduct and
support of coordination, direction, and control activities.”
• Resources: “The development of resource initiatives.”
• Recovery: “All activities required and necessary to return an
area to its former condition to the extent possible following the
occurrence of any hazard.”
4
FCEM&HS Core Competencies
Ohio Revised Code:
5502.21 – 5502.51
• Planning:
“The development of an all-hazards emergency
operations plan that has been coordinated with all agencies, boards,
and divisions having emergency management functions.”
• Training: “The recruitment, retention, and training of personnel.”
• Exercises: “The preparation and conduct of an annual exercise of
the all-hazards emergency operations plan.”
• Citizen Preparedness:
“Activities that may be necessary for
survival and the overall health, safety, and welfare of the civilian
population.”
• Grants: Administration of SHSP, EMPG, Citizen Corp, HMEP, PUCO.
5
Integrated Risk
Management (IRM)
• In 2009, FCEM&HS changed the Homeland Security
paradigm for Franklin County by implementing a riskbased approach to better prepare for, respond to and
recover from all-hazards.
• This innovative, risk-based approach resulted in a
partnership between FCEM&HS, Ohio EMA and policy
makers from Department of Homeland Security (DHS).
• FCEM&HS was selected by DHS as a pilot program to
develop an Integrated Risk Management philosophy and
program.
6
Integrated Risk
Management (IRM)
• Taking a risk-based approach, assessing our capabilities,
and identifying our gaps, is instrumental in our ability to
shape the emergency management and homeland
security strategic planning and policy-making process.
• Integrated Risk Management is a process to fuse, unify,
and inform the Homeland Security Enterprise.
• You are all a strategic part of the Homeland Security
Enterprise.
7
“Silo-ed” Approach
NonProfits
EMA
NGOs
Fire
LE
Citizens
Federal
State
Private
Sector
CEOs
Decision
Makers
Health
Integrated Approach
EMA
Fire
LE
Emergency
Partners
Citizens
State and
Federal Partners
Federal
Local
Jurisdictions
State
Health
Decision
Makers
NonProfits
Private
Sector
CEOs
NGOs
Homeland Security Enterprise
• Homeland Security Enterprise (HSE) is
a “whole community” approach.
• Utilizes partnerships among
emergency management, law
enforcement, public health,
local/state/federal government,
private sector, nongovernmental
organizations, faith-based &
community-based organizations, and
the public.
• Federal guidance focus is on allhazards preparedness; local HSE
partners must share info regardless of
threat or hazard, man-made or
natural.
• Foundation of IRM is understanding
the Risk  Capabilities  Gaps 
Decision-Making process.
Local Emergency
Partners
FCEM&HS
State and
Federal Partners
• Participation by Decision Makers in the
Homeland Security Enterprise is key to fully
realizing integrated risk management.
Jurisdictional
CEO’s
Communication & Coordination
Risk/Capability/Gap
Formula
Decision Maker Education and Engagement
Risk
Capabilities
Franklin County
Threat Hazard
Identification & Risk
Assessment (THIRA)
Franklin County
Core Capability
Assessment
Gaps
Franklin County
Gap Analysis
Recommended
Results
Actions
Resource Allocation,
Planning, Training,
Exercises, Funding
Priorities
Homeland Security Enterprise
Decision Maker Review & Updates
11
Integrated Risk Management
Components
Capability
Assessment
Risk Assessment
Enhancement
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•
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Develop likely,
worse-case
scenarios
Identify risk factors
Weight risk factors
Score risks
Update Risk
Assessment based
on new
methodology and
scoring risks
•
•
•
Identify priority
Core Capabilities
based on scenarios
Develop Capability
Survey based on
THIRA results
Assess Capability
current levels with
preparedness goals
based on survey
results
Gap
Analysis
•
•
•
•
Recommended
Actions
Use Capability
• Develop Gap
Assessment to
Closures, i.e. actions
identify Gaps
to close identified
Prioritize to
gaps
ensure the higher
• Prioritize Gap
priority Gaps are
Closures based on
accurately
survey results and
identified
stakeholder input
Identify Solution
• Develop
Areas to determine
Recommended
ways to close the
Actions from Gap
Gaps
Closures to present
Finalize with
to Decision Makers
written Gap
Analysis
Risk Process
• Develop likely, worse-case scenarios
• Identify risk factors
• Weight risk factors
• Score risks
• Update Risk Assessment based on new
methodology and scoring risks
13
Risk Results
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2010 Risks
Flooding
Severe Winter Weather
Dam Failure
Terrorism
Infectious Disease
Tornadoes
Severe Summer Weather
Extreme Heat
Hazardous Materials Incidents
Drought
Utility Interruptions or Failures
Invasive Species
Air and Water Pollution/Contamination
Transportation Accident – Aircraft
Civil Disturbance
Earthquake
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2013 Risks
Tornadoes
Dam Failure
Flooding
WMD Terrorist Incident
Cyber-Terrorism
Infectious Disease
Severe Winter Weather
Hazardous Material Incident
Transportation Accident - Aircraft
Severe Summer Weather
Utility Interruptions or Failures
Civil Disturbance
Lone-Wolf Terrorist
Risk scoring process
Air and Water Pollution/
can be found in the
Contamination
Risk Assessment
Extreme Heat
Executive Summary
Drought
& Methodology
Invasive Species
(Tab 4)
Earthquakes
Capability Process
• Identify priority Core Capabilities based on
scenarios
• Develop Capability Assessment Survey
based on the Threat and Hazard
Identification and Risk Assessment (THIRA)
• Assess Capability current levels with
preparedness goals
• Identify “Top 13” Capabilities based
on survey results
THIRA can be
found in Tab 5
& Survey
Results in
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Tab 6
Priority
Core Capabilities
PREVENT
PROTECT
MITIGATE
RESPOND
RECOVER
Planning
Planning
Planning
Planning
Planning
Public Information and
Warning
Operational
Coordination
Public Information and
Warning
Operational
Coordination
Access Control and
Identity Verification
Public Information and
Warning
Operational
Coordination
Public Information and
Warning
Operational
Coordination
Public Information and
Warning
Operational
Coordination
Community Resilience
Critical Transportation
Economic Recovery
Long-Term Vulnerability
Reduction
Risk and Disaster
Resilience Assessment
Threats and Hazard
Identification
Environmental Response
/ Health and Safety
Fatality Management
Services
Health and Social
Services
Infrastructure Systems
Infrastructure Systems
Mass Care Services
Natural and Cultural
Resources
Forensics and Attribution
Intelligence and
Information Sharing
Interdiction and
Disruption
Screening, Search, and
Detection
Cybersecurity
Intelligence and
Information Sharing
Interdiction and
Disruption
Physical Protective
Measures
Risk Management for
Protection Programs
and Activities
Screening, Search, and
Detection
Supply Chain Integrity
and Security
Mass Search and Rescue
Operations
On-Scene Security and
Protection
Operational
Communications
Public and Private
Services and Resources
Public Health and
Medical Services
Situational Assessment
Housing
Capability Assessment
Results
Core Capabilities
Priority Sequence
“Top 13”
1—Public Information & Warning
2—Operational Coordination
3—Planning
4—Mass Care Services
5—Critical Transportation
6—Infrastructure Systems
7—Cybersecurity
8—On-scene Security & Protection
9—Mass Search & Rescue Operations
10—Operational Communications
11—Environmental Response/Health & Safety
12—Public Health & Medical Services
13—Intelligence & Information Sharing
Capability
Prioritization
process can be
found in the Gap
Analysis (Tab 7) 17
Gap Process
• Use Capability Assessment to identify Gaps
• Prioritize to ensure the higher priority Gaps
are accurately identified
• Identify Solution Areas to determine ways to
close the Gaps
• Finalize with written Gap Analysis
18
Gaps Analysis Results
Core Capability
Public Information &
Warning
Operational
Coordination
Planning
Mass Care
Services
Critical
Transportation
Infrastructure Systems
Cybersecurity
Corresponding Gap Closures
Continue outreach with elected officials and various organizations to ensure there are
programs to support and provide prompt and accurate information to the public,
including people with functional needs.
Assign Corrective Actions from the After Action Report/Improvement Plan (AAR/IP) to
the appropriate department or agency and encourage departments to follow through
with Improvement Plans and ensure Corrective Actions are completed.
Continue to encourage, educate and generate more involvement and support from
elected officials.
Provide cross-training of staff for emergency partners to ensure backup positions are
prepared and trained to handle additional responsibilities.
Effectively implement mutual aid assistance agreements and compacts.
Encourage training for chief executives and other key officials in Franklin County and
from local jurisdictions to participate in the Homeland Security Enterprise.
Build organizational structures and relationships, establish
Entire Gap Closure
coordination linkages, and develop and implement
list can be found in
training programs to enhance Cybersecurity among the
the Gap Analysis
whole community in Franklin County.
(Tab 7)
19
Recommended Actions
• Implement an Annual Decision Maker meeting to
review IRM progress and continue to encourage,
educate and generate more involvement and support
from elected officials
• Continuation of training and multi-discipline, regional
exercises
• Maintain organizational structures and current
working groups to ensure emergency management
and homeland security partners continue to
collaborate despite declining grant funding
• Develop a Cybersecurity Workgroup to build
organizational structures and relationships among the
whole community in Franklin County
20
Risk/Capability/Gap
Formula
Decision Maker Education and Engagement
Risk
Capabilities
Franklin County
Threat Hazard
Identification & Risk
Assessment (THIRA)
Franklin County
Core Capability
Assessment
Gaps
Franklin County
Gap Analysis
Recommended
Results
Actions
Resource Allocation,
Planning, Training,
Exercises, Funding
Priorities
Homeland Security Enterprise
Decision Maker Review & Updates
21
QUESTIONS/DISCUSSION
Franklin County Emergency
Management and Homeland Security
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2013 DM Workshop - Franklin County Emergency Management