COGNITION, LLC and URBAN PREPAREDNESS, Inc. No Cost and Low Cost Resilience Strategies

1. COGNITION, LLC and URBAN PREPAREDNESS, Inc. No Cost and Low Cost Resilience Strategies for Institutions of Higher Education FEMA/EMI Annual Higher Education Conference June 2012 Confidential and Proprietary

2. Welcome • Housekeeping & Format • Introductions • Panel • Participants

3. Objectives At the end of this session, participants will: • Have an illustrative historical background of disaster impacts on campuses • Understand some of the challenges and approaches of campuses in moving toward being prepared or disaster resistant • Identify several key issues requiring attention including communication and continuity of operations • Walk away with numerous no cost and low cost strategies that can be implemented on any campus or via an online program that will result in higher levels of preparedness awareness and readiness

4. Campus Preparedness Overview Eugene Glover Enterprise Architect Cognition, LLC

5. Need for Preparedness • Ensure Safety of the Campus Population • Ensure Quality of Education Processes • Interruptions to teaching and research • Significant business losses measured by faculty and student departures • Drops in research funding, and increases in insurance premiums • Recruitment and Sustainment • Emergency Response • Planning

6. Key Challenges to Preparedness • Staffing • Program development • Funding • Hierarchy and organizational placement within the institution • Myriad of other roles and responsibilities

7. 'How Safe Is Your Campus?' Survey Results: Universities More than half of university respondents believe their police and/or security officers receive enough training, are paid a fair wage for their duties, and are satisfied with their jobs…leaving a significant minority who indicate challenges in these areas (Gray, 2010).

8. 'How Safe Is Your Campus?' Survey Results: Universities Nearly half of university respondents (48 percent) say they don't have enough staff (Gray, 2010). Confidential and Proprietary

9. Viewer 'How Safe Is Your Campus?' Cognition, LLC . Urban Preparedness, Inc. Survey Results: Universities Although 40 percent of university respondents expected that they would not have as much money or resources to dedicate to safety and security in 2011, only 15 percent expect to have fewer police or security personnel (Gray, 2010). Confidential and Proprietary

10. Viewer 'How Safe Is Your Campus?' Survey Results: Universities More than four in five (82 percent) of university respondents say their institutions have good relationships with other agencies (Gray, 2010). Confidential and Proprietary

11. Viewer 'How Safe Is Your Campus?' Survey Results: Universities Weapons (or the lack of weapons) is a sore spot for nearly half of university respondents. Forty-nine percent say they don't have enough and the right kind of weapons (Gray, 2010). Confidential and Proprietary

12. Viewer 'How Safe Is Your Campus?' Survey Results: Universities Survey respondents say the recession will continue to impact higher education public safety and security budgets next year. Only 15 percent expected budget increases in 2011 (Gray, 2010). Confidential and Proprietary

13. Viewer 'How Safe Is Your Campus?' Survey Results: Universities More than a third of higher education survey takers don't believe their departments and institutions could properly respond to an active shooter or active bomber incident (Gray, 2010). Confidential and Proprietary

14. Viewer 'How Safe Is Your Campus?' Survey Results: Universities A whopping 80 percent of university respondents believe their institution's top administrators understand that safety and security on campus is serious business, but only 48 percent say they have enough money, resources, or personnel (Gray, 2010). Confidential and Proprietary

15. Viewer 'How Safe Is Your Campus?' Survey Results: Universities When it comes to drug and alcohol abuse, sexual assault, and domestic/relationship violence, nearly three in four survey takers agree strongly or somewhat that their universities have appropriate policies (Gray, 2010). Confidential and Proprietary

16. 'How Safe Is Your Campus?' Survey Results: Universities Nearly three in four respondents give high marks to their institutions’ emergency/crisis plans and weather/natural disaster preparedness (Gray, 2010). Confidential and Proprietary

17. Viewer 'How Safe Is Your Campus?' Survey Results: Universities Hazmat incident preparedness is the one emergency management area where a significant minority (29 percent) express some or a lot of concern (Gray, 2010). Confidential and Proprietary

18. Preparation as Perception Visualization Education Participation Practice Advertising Reference: Gray, Robin Hattersley (2010). How safe is your campus? Survey results: Technology. Campus Safety. Yearbook, 2011, p.15.

19. Campus Experience “Leverage, Collaborate and Win” Clint Wallace, USAF (Ret) CEO Cognition, LLC Confidential and Proprietary

20. DP Considerations (Threats, Vulnerabilities, Gaps, Risks, Social Media, Improvement Metrics) • DP Requirements (Budget, Plans, Staffing, Resources, Practice, Practice, Practice) • DP Support (Buy-in: Students, Admin/Faculty/Staff, Community Partners / Stakeholders) • DP Success = Strong Positive Leadership!!! (Educated, Committed, Engaged, Decisive) • DP Hind Sight is ALWAYS 20/20 - “If it’s Nobody’s Job … It Doesn’t Get Done!!! Nationally Applicable “Needs” Cross-Section Of Visits / Interviews Confidential and Proprietary

21. Campus Experience: Multi-Dimensional Enterprise (Campus Security) Board / Administration Communications Budget Realities Infrastructure Students Faculty / Staff Disaster Preparedness Plans / Exercises Cognition, LLC Proprietary Information

22. Academia Focus(Multi-disciplines Mixed Emphasis) • Curriculum (Relevant, Current, Evolution) • Research Interests (Targeted, Value Added) • Transition Conduit (Workforce, Greater Good) University / College Environment“A Real Balancing Act” • Full Time Equivalent(Enrollment Numbers) • Student Recruitment (Demographics) • Student Retention (2 years / 4 years) • Revenue Generators (FTE Offerings) • Competing Priorities(“As Is vs.. To Be”) • Academics Programs (Degrees, Certifications, Life Long Learning Training, Accreditation) • Housing (Build / Renovate / Physical Plants) • New Starts (Projects, Inter-Departmental Competition, Funding) Confidential and Proprietary

23. Budgetary Constraints (Priorities, Cuts vs.. New Starts, Invest vs.. Spend) • Salaries / Facilities / Infrastructure (Physical Plants, Housing, Stadiums) • Endowments, Donations, Grants, Full Time Equivalents (FTE) • Extra Curricular Activities / Events (Sports, Workshops, Conferences) Fiscal Imperatives • Business Climate /Culture(Business Development Construct) • Profit and Losses (Operating Cost, Maintenance Cost, Alternative Energy, Taxes) • Administration / Faculty / Staff (Salaries, Benefits Packages, Retention, Tenure) • Revenue Generation (FTEs, Extra Curricular Activities, Active Solicitations, Fed Funds) Confidential and Proprietary

24. Visionary vs. Line- of- Sight Approach (Comprehensive: Board / Administration / Faculty) • Board of Directors / Alumni (Policy, Local/ National Clout, Support Systems) • Administration / Faculty (Guarded, Optimistic, Opportunistic) • Strategic Plan (+5 years: “Where are we Going and How will we get There???”) Tug of War • Community Influence (Location, Cultural Nuances, Topographic, Climatic ) • Public Relations (Attractions, Mutual Benefits) • Stakeholder Support (Partnerships/ Sponsors/ Collaborations) • Economic Landscape (Business /Industry, Tax Base, Contributors , Projected Growth) Confidential and Proprietary

25. Campus Security (Awareness, Mitigation, Mutual Support, Enhancements, Budget Increase) • Daily Events (Unauthorized Access, Accidents, Fights, Theft, Fire, Cyber Security) • Disaster Preparedness (Plan, Staffing, Resources, Training, Internal Exercises, Connectivity) • Catastrophes (Education, Partnerships, Major External Exercise/ Experiment Participation) • Feedback / Innovations Portals (Students/ Parents/ Stakeholders/Partners/Community) Area Needing Attention Confidential and Proprietary

26. The C.A.R.E. CoE = The Perfect Joint Live and Virtual Lab SCENARIO SAMPLES: 1. Hostile Parent 2. Hostage (HLD) 3. Terrorist Plot (HLS) 4. Major Hurricane (HLD) 5. Cargo Ship Container (HLD) = HLD HQ 6. High Jack Aircraft = Airport = Chemical Plant 7. Offshore Oil Riggs = Oil Riggs = School = Tourists = Major Storm System = Sea Port = Military Bases (USAF, USN, USCG) Confidential and Proprietary

27. The Community Awareness Resilience Enhancement (C.A.R.E.) CoE = The Perfect Joint Live and Virtual Lab Medical Center 911 Call Ctr. L.E. Helio Ops. Sheriff Police Center of Excellence for Community Awareness Resilience Enhancements (C.A.R.E.) Advisory Council Health Dept. Regional Planner Emergency Operations Center Corrections Sea Port-USCS Confidential and Proprietary Medical Evac. Emerg. Med. Serv. Clergy Fire Dept. Air Port-TSA

28. CoE Nat’l/Regional Partners “Coalition Of the Capable” DOD USNOCOM DHS Emergency Services DOT DOJ USAF LAB USN LAB EOC 911 CALL TSA PORT ATUH ATTY GEN DJJ NG USCG CoE Community Awareness & Resilience Enhancements HD/CS Maritime Maritime FD LE CORR. LOUISIANA STATE UNIV. JACKSON STATE UNIV. DOEd. GCCC Public Safety Div. BATON ROGUE COMMUNITY COLLEGE BAKERSFIELD COLLEGE Confidential and Proprietary

29. NATIONAL CENTER OF EXCELLENCE Community Awareness Resilience Enhancements (C.A.R.E.) (FEMA Regional and Community College Alignment) Projected Partnerships Also Include Ready Campaign, Ad Council, and Citizen Corps (All Connected Via E-Learning) = Centers of Excellence National Center Of Excellence = Current State and Local ITAGC Detail Assignees)

30. National, Regional, State /Local (Policies, Plans, Programs, Mutual Aid Agreements, Funding) • DHS ‘Centers of Excellence / FEMA EMI (Research, Best Practices, Innovations, Partnerships) • Social Media (Creative Uses, Mitigate Negative Impacts, Solicit Student Inputs) • Notification Processes (Current Infrastructure, Proven Enhancements, Decision Support) • Exercises Imperative (Realistic Scenarios/Vignettes, Mutual Efforts, Metrics/Feedback) • EOC/911 Call Centers Capabilities (Campus-wide, Local Community, Live/Virtual/Sim Exercises) • Recent “Real World” Lessons Learned ( Man-made/Natural: Events, Disasters, Catastrophes) • Strong Positive Leadership!!! (Educated, Committed, Engaged, Decisive) • DP Hind Sight is ALWAYS 20/20 - “If it’s Nobody’s Job … It Doesn’t Get Done!!! Campus Experience Summary: “Leverage, Collaborate, Win!” Confidential and Proprietary

31. An Enterprise Modeling Approach to Emergency Management Operations Charles Snead, USAF (Ret) Chief Technology Officer Cognition, LLC

32. EM consists of people, processes and a toolset Employs object-modeling techniques to allow for analysis of complex problems Facilitates both horizontal and vertical communication, internal and external to the programmatics EM toolset includes innovative modeling software Allows visualization and understanding of complex systems Operational systems (911 call centers, 2000) Business systems (organization, workflow and information) Knowledge management systems (documents, events, tasks, issues, contacts) IT systems (hardware, software and interfaces) Biological systems (structure, function and behavior) Employs a schema-less database Supports construction of object models Provides XML interoperability Allows for multiple visualization avenues Lists, tables, trees, images, diagrams, narrative, web pages and forms Extensible capability through web forms and web pages Extensible data model What is Enterprise Modeling (EM)

33. Collect information Comprehensive discovery and objective investigation of all sources Vendors, emergency managers, first responders, emergency support functions , users, trainers Combine the information to construct a model Every datum is an architectural element, exhibiting type characteristics Every datum resides within a context, associated with other elements Analyze the information, synthesize conclusions and summarize findings in operational language Provide recommendations to support developmental, programmatic and emergency management operations / decision making Satisfaction of operational need and relevance Migration paths and associated strategies What is the proposed approach?

34. Determine the true capability of the baselines and variants In objective, macro-level, unambiguous language. Provide a basis for comparative analysis of multiple risk events, organizations, technology and training programs Determine commonality, redundancy, variability and consistency in implementation. Provide a basis for the evaluation of other (not capability-related) attributes and properties of emergency management / disaster preparedness components: Effectiveness (fitness of purpose) Utilization, extent of usage Suitability for re-use Stability (degree of change over time) Performance Provide a mechanism for the evaluation of candidate best practices, standards and interoperability to determine suitability. What needs to be done?

35. Unbiased Proponents of this approach do not produce, advocate or sponsor products, software or tools. Simple This approach employs innovative means to manage complexity, promote shared awareness among the teams and managers, and visibility for users and stakeholders. The methodology facilitates a common understanding of the problem and uses simple, well-understood, validated and authoritative processes to achieve incremental solution results. Adaptable and Extensible Tools and processes are expandable and change-friendly, allowing multiple mechanisms for expansion of tool capability, tool utilization and process improvement to accommodate new requirements as they inevitably emerge. What is different about this approach?

36. EMI Domain Model

37. Disaster Preparedness Planning Cycle

38. Mobilization

39. Response

40. Response Planning Cycle

41. Situation Awareness

42. De-mobilization Planning Confidential and Proprietary

43. No Cost & Low Cost Strategies Blythe Joy Patenaude, MBA President Urban Preparedness, Inc.

44. No-Cost Strategy #1: Student Education • Participate in New Student Orientation programs each semester providing preparedness basics: • What is Emergency Preparedness and three things all students need to know: Pack, Plan, Practice • Pack a 3 day kit – keep a case of water under your bed, PB, Jelly, crackers, etc. in “critter-proof” containers (dorm/apartment, car, backpack). Phone numbers and medication are critical. • Plan alternate housing, evacuation routes, communication. Professors should give instructions for evacuations on the first day of class. • Practice class room evacuations and participate in exercises/drills • Discuss Emergency Preparedness Plan and where to find it on the school’s web site • IMOK protocols for parents, dorm counselors/roommates Confidential and Proprietary

45. No Cost Strategy #2Faculty Education • Participate in Faculty Orientation. Ask the Provost if you can provide some emergency preparedness guidance to professors. • Emergency preparedness basics: • What is Emergency Preparedness and three things all faculty need to know: Pack, Plan, Practice • Pack a 3 day kit – keep a case of water and some basic food items in your office in “critter-proof” containers (office, car, backpack). Phone numbers and medication are critical if you have to shelter-in-place. • Plan alternate housing, evacuation routes, communication. Professors should give instructions for evacuations on the first day of class. Inform students that in the event of a building evacuation, they are required to meet you at an identified location outside of the building and check in with you before taking off. Students who do not check in will be assumed to be in the building and missing and unaccounted for. Professors are to assume that all fire drills are actual events and should evacuation immediately. • Practice class room evacuations and participate in exercises/drills • Discuss Emergency Preparedness Plan and where to find it on the school’s web site • IMOK protocols for spouse, partner, children, provost. • Office essentials – identify “must take” items in event of an evacuation (discs, grades, research). Put in one place to grab, inform assistant, or consider keeping in special safe. Suggestions? Confidential and Proprietary

46. No Cost Strategy #3University Staff Education • Participate in all Orientation Programs for New Employees sponsored by Human Capital Mgt. • Indicate where Emergency Plan is on website. Urge to be clear about what unit protocols are for emergencies. • Provide Preparedness Basics (Pack, Plan, Practice) • Identify “Essential Personnel” and support efforts to help them prepare their families so they can attend to their university responsibilities. A prepared family with a Plan means that your employees are likely to stay on site. Confidential and Proprietary

47. No Cost Strategy #4Increase Support • Develop C-CERT teams by school (students, faculty, staff) • Develop C-CERT teams by dormitory (floor counselors) • Develop C-CERT teams by organization (SGA, Greeks, others) • Involve building engineers in C-CERT protocols • Initiate a Medical Reserve Corps unit (medicine, nursing, allied health, dentistry, pharmacy, social work) • Network with ROTC Confidential and Proprietary

48. No Cost Strategy #5Business Continuity of Operations • Provide an Internship opportunity in the office of Risk Management or develop an Independent Studies task for students to help educate identified and cooperating/ collaborative units on campus. • Explore an opportunity to work with the School of Business in developing a course or workshop exposing students/faculty/staff to COOP principles. Confidential and Proprietary

49. No Cost Strategy #6Stress Resilience • Managing stress is an important skill that most college students need to learn. • Conduct Stress Resilience workshops for students (faculty/staff) on how to identify symptoms of stress, how to manage it, and how to prevent stress from managing them. • Consider using a stress inventory worksheet (see handout) • Involve the Student Health Center or other mental health professionals • Train professors on how to deal with PTSD episodes in the classroom, who to contact if they suspect that a student is in crisis, and other university-identified concerns • Provide confidential reporting mechanism for students Confidential and Proprietary

50. No Cost Strategy #7Divide and Conquer • Students wishing to obtain credit for Independent Studies could select a school or university unit, develop a preparedness plan and work with their supervisor (Dean, Campus Safety Chief, etc.) to implement the plan, or a portion of it. • Final papers should include addressing areas of denial, resistance, support, and a recommendations for Next Steps --- which could be followed-up by the next student. Confidential and Proprietary