Module 4:
Planning
Concepts
Objectives
At the end of this module you will be able to:
 Distinguish among various planning types
 Understand common planning terms
 Implement the main steps of the planning process for recovery
analysis
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Types of Planning
Deliberate
Planning
Contingency
Planning
Capabilitybased
Planning
Crisis Action
Planning
Dynamic
Planning
Functional
Planning
Scenario-based
Planning
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Introduction to Planning
 Planning:
 Is an orderly, analytical, problem-solving process
 Helps deal with complexity
 Doesn’t need to start from scratch
 Anticipates the environment
 Must involve all partners
 Assigns tasks, allocates resources, and establishes
accountability
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Introduction to Planning (cont.)
 Planning:
 Includes senior officials throughout the process
 Ensures both understanding and buy-in
 Is influenced by time, uncertainty, risk, and experience
 Tells all concerned what needs done (the task) and why it
needs done (the purpose)
 Is fundamentally a risk management tool
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Key Concepts
 Strategic Guidance
Statement
 Mission Statement
 Goals
 Objectives
 Courses of Action
 Lines of Operation
 Decision Point
 Stakeholders
 Participants
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Key Concepts
Issued by the FCO, regional or HQ leadership, it outlines
strategic priorities, broad national objectives, and basic
assumptions; describes the envisioned end-state; and
establishes the means necessary to accomplish that end.
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Key Concepts
The mission statement addresses who will conduct the
operation, what will be accomplished, and why the operation
is being conducted.
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Key Concepts
Goal 5: Maintain a collaborative working relationship with the
Rebuild Iowa Office (RIO) in order to enable an effective,
forward-thinking recovery operation
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Key Concepts
Objective 1: Seek out and review reports generated by the
RIO to remain aware of developing issues
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Key Concepts
A COA is any sequence of activities that an organization may
follow that would accomplish a mission.
COA development provides options on how the mission might
be accomplished.
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Key Concepts
FMR increase
per county, as
needed
All rental
properties
utilized
Tele
Registration
Closed
Assisted
eligible
applicants
Disaster Declared
PPI complete
ID Housing
Resources
Jun
July
August
September
October
Group park
locations
found
Need for
Group Parks
Can expand
commercial
park
properties
Private Sites
Aspirational
Endstate
Inspections
complete
Commercial
lots full
November
December
January
February
March-June 2009
LTRO
Group Parks
Constructed
MH in-place
Private Sites:
MH Delivery &
Set-up
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Key Concepts
A decision point is a specific key event, critical factor, or
function that, when acted upon, contributes materially to
achieving success.
In some cases, specific key events—such as attainment of
longer-term housing—may be decision points.
Some decision points can be expected due to analysis of
critical factors, but some may not be determined in advance.
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Key Concepts
A stakeholder is a person, community, agency, organization,
sector, industry, or commodity that is either involved in or
affected by a COA.
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Key Concepts
A participant is anyone involved in deliberate planning.
How is a participant different from a stakeholder?
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Deliberate vs. Crisis Action Planning
Deliberate
Planning
Crisis Action
Planning
• Minimal time
constraints
• Long term issues
• Time sensitive
• Near term results
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Deliberate Planning Tool
Placeholder: Insert Video Quick Tour
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Deliberate Planning Steps
Step 1
Issue Strategic Guidance Statement
Step 2
Identify critical facts and assumptions
Step 3
Develop Courses of Action (COAs)
Step 4
Analyze COAs
Step 5
Approve and implement COAs
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Step 1
Issue Strategic Guidance Statement
The Strategic Guidance Statement (SGS) is issued by
leadership.
It includes:
 Strategic priorities
 Broad objectives
 Basic assumptions
 Vision of end-state
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Step 2
Identify critical facts and assumptions
Facts
•
•
•
•
Incident data
Threat
Resources
Capabilities
Assumptions
• Not a prediction
• Likely to be true
• Essential to
planning
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Step 3
Develop Courses of Action
COAs are any sequence of activities to accomplish a mission or
a task. COA development provides options on how the mission
or task may be accomplished.
Brainstorming provides a good vehicle to develop COAs. Some
brainstorming activities include:
 Freewheeling
 Round-robin
 Think-pair-share
 Slip method
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ACTIVITY
Reverse Brainstorming
20 minutes
Working in your table group, use the reverse (negative)
brainstorming technique to develop COAs.
 Instructor will provide one end-state to each group
 Assign a note taker
 After you develop your list, discuss the process
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Step 4
Analyze Courses of Action
 For each Course of Action, identify the following:
 Lines of Operation (LOOs)
 Decision points
 Tasks
 Issues
 Stakeholders
 Actions, reactions and counteractions
 After all COAs are analyzed, compare the COAs and determine
which one has the highest probability of success.
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Step 4
Analyze Courses of Action (cont.)
 After all COAs are analyzed, compare the COAs among
themselves by noting the advantages and disadvantages to
each.
 The selected COA should:
 Pose minimum risk to personnel, assets and mission
 Best position the organization for future operations
 Provide flexibility to meet unknowns during execution
 Provide the maximum latitude for initiative by participants
 Use the COA decision matrix to compare COAs
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Step 5
Approve and Implement COA
 Based on the findings of the COA Analysis, leadership will
approve one COA for each Line of Operation.
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ACTIVITY
15 minutes
Application of Key Concepts
 Working in your table group, use the 5step planning process to arrange all
items of your assigned Line of Operation
 Assign a spokesperson to present
findings
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Planning Resources
 Integrated Planning System (I could not find this on the FEMA
website; I do have a PDF of the final document)
 Comprehensive Preparedness Guide 101 (CPG-101)
(http://www.fema.gov/about/divisions/cpg.shtm)
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Questions?