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ASIS CPP - Crisis Management Flashcards

1
Q

History of Emergency Management in the US

When was FEMA established with the consolidation of most federal emergency agencies and programs?

A

1979

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2
Q

History of Emergency Management in the US

With the created of what agency, FEMA initially became the Emergency Preparedness and Response Directorate

A

Department of Homeland Security (DHS)

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3
Q

History of Emergency Management in the US

Three primary objectives of FEMA

A
  1. Minimize the probability of a threat or emergency
  2. Mitigate the impact if the event occurs
  3. Recover and resume normal operations
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4
Q

History of Emergency Management in the US

Two key elements necessary to achieve objectives

A
  1. What is to be done?
  2. Who is to do it?
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5
Q

History of Emergency Management in the US

Effective emergency management programs

A
  • Prepare an enterprise for business interruptions
  • Ensure proper flow of critical information in an emergency
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6
Q

History of Emergency Management in the US

Planning is essential to…?

A
  • Ensure recovery from business interruptions
  • Protect the profitability of the enterprise
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7
Q

Crisis Management - In General

The elements of a 4-pronged approach to emergency management?

A
  1. Mitigation
  2. Preparedness
  3. Response
  4. Recovery
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8
Q

Crisis Management - In General

Lasting, often the permanent reduction of exposure to, the probability of, or potential loss from hazards

A

Mitigation

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9
Q

Crisis Management - In General

Actions taken before an event to plan, organize, equip, train, and exercise in order to deal with emergencies that cannot be avoided or entirely mitigated

A

Preparedness

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10
Q

Crisis Management - In General

Activities that address the short-term, direct effects of an incident

A

Response

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11
Q

Crisis Management - In General

Near-term and long-term actions taken to return the organization to a pre-emergency level of operation or, in some cases, to a new level of operation

A

Recovery

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12
Q

Crisis Management - In General

Three major categories of emergencies…

A

Natural

Human (internal or external)

Accidental

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13
Q

Crisis Management - In General

An effective tool for determining the probability of a threat or a disaster, and its impact on an organization, is to conduct a risk analysis in the development stage of the emergency plan

A

Risk Analysis

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14
Q

Crisis Management - Terminology

A private-sector version of emergency management with actions, such as a BIA, not applicable to communities

Encompasses actions were taken before, during, or after an emergency to minimize the impact on operations and effect a timely response, resumption of business, and recovery

A

Business Continuity (BC)

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15
Q

Crisis Management - Terminology

Continuity of Operations (COOP)

A
  • A term normally applied specifically to the US government
  • Different from BC; entails move of critical functions and personnel to an alternate site
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16
Q

Crisis Management - Terminology

Organizational Resilience (OR)

A

The adaptive capacity of an organization in a complex and changing environment

The ability to resist being affected by an event or to return to an acceptable level of performance in an acceptable period of time after an event

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17
Q

Crisis Management - Terminology

Business Impact Analysis (BIA)

A
  • An integral part of the business BC process
  • Identifies critical functions, assesses the impact of an emergency on those functions over time, determines other elements dependent on critical functions, helps develop and prioritize recovery strategies
  • Maybe “hazard neutral” or may incorporate specific hazards
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18
Q

Crisis Management - Standards

All Hazards

The all-hazards approach has been adopted by FEMA and can be used in business and organizational plans as well as community plans; this approach provides for a basic emergency plan, or emergency operations plan (EOP), with…

A
  • Functional annexes (such as emergency call lists) that apply to multiple emergency situations
  • Threat-specific annexes (such as procedures for bomb incidents
  • Alternative planning approaches two things…

(developing stand-alone plans for each relevant emergency or contingency

(Some combination of the preceding two approaches)

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19
Q

Crisis Management - Standards

Was developed by DHS in March 2004

A

National Incident Management System (NIMS)

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20
Q

Crisis Management - Standards

NIMS

Provides a systematic, proactive approach guiding government departments and agencies, the private sector, and nongovernmental organizations to work seamlessly to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life, property and harm to the environment

A
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21
Q

Crisis Management - Standards

Command and control mechanism used by many public safety agencies and jurisdictions in the US

A

Incident Command System (ICS)

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22
Q

Crisis Management - Standards

ICS provides an expandable structure that can be used as needed to manage emergency agencies

A
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23
Q

Crisis Management - Standards

ICS normally consists of five primary elements

A
  1. Command
  2. Operations
  3. Planning
  4. Logistics
  5. finance and administration
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24
Q

Crisis Management - Standards

IC - Incident Commander

The IC is normally the…?

A

A senior member of the responding agency.

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25
Q

Crisis Management - Standards

For a one-agency response…

A

ICS is a single-incident command

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26
Q

Crisis Management - Standards

For a multiple-agency response,

A

ICS is a unified command

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27
Q

Emergency Planning

The logical beginning of emergency management is the development of a plan that…

A
  • Defines “emergency” in terms relevant to the organization
  • Establishes an organization to perform specific tasks before, during, and after an emergency
  • Establishes a method for using available resources, and for obtaining additional resources at the time of an emergency
  • Provides a means for moving normal operations into and back out of the emergency mode of operations
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28
Q

Emergency Planning

The purpose of an emergency plan is to…?

A

Highlight the types of problems that will be encountered and to require decision-makers to consider in advance how to react when an emergency develops

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29
Q

Emergency Planning

Who must be directly involved in the identification and evaluation of assets as part of the plan development?

A

Management

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30
Q

Emergency Planning: Principles

Evacuation & Shelter

A

Move all persons not needed in disaster operations to places of safety

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31
Q

Emergency Planning: Principles

Personal Protection

A

Ensure persons who must remain in a threatened area are well-protected

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32
Q

Emergency Planning: Principles

Rescue and Relief

A

Provide a ready means of support and assistance for injured persons

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33
Q

Emergency Planning: Principles

Guiding principles for preventing or minimizing injury

A
  • Design safety: Eliminate conditions that increase the likelihood of injury given the nature of the emergency and the character of the organization or facility
  • Training: Prepare responders to avoid increased exposure through ignorance or ineptitude
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34
Q

Emergency Planning: Contingency Planning

Tactical planning should also be part of contingency planning, in general

A
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35
Q

Emergency Planning: Contingency Planning

Logistical decisions made in advance will impact the success or failure of a good preparedness & response plan

A
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36
Q

Emergency Planning: Plan Management

The most important thing about planning:

A

It is a continuing process never finished as long as the plan exists

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37
Q

Emergency Planning: Plan Management

Even with planning, it is necessary to improvise and remain flexible when a disaster or other emergency strikes

A
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38
Q

Emergency Planning: Plan Management

Mitigation strategies related to constructing or retrofitting facilities or otherwise reducing the impact of potential emergency events should be addressed in a separate mitigation plan

A
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39
Q

Emergency Planning: Plan Management

What should be separate from the organization’s security operations plan

A

Recovery and continuity of operations plan (Business Continuity)

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40
Q

Emergency Planning: Plan Management

How often should the plan be audited?

A

Annually

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41
Q

Emergency Planning: Plan Management

The plan should be evaluated and modified after

A
  • Each training drill
  • Each emergency
  • Changes in personnel or their responsibilities
  • Changes in the facility’s physical design
  • Changes in policies or procedures
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42
Q

Emergency Planning: Plan Format

Two significant considerations arise in choosing a planning format

A
  1. Dissemination of the plan - All individuals and organizational elements with designed responsibilities under the plan
  2. Maintenance of the plan - Reviewed and updated regularly
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43
Q

Emergency Planning: Legal Review

Incident response policies should be reviewed periodically by legal counsel to ensure they…

A
  • Are legally defensible and enforceable
  • Comply with overall company policies and procedures
  • Reflect known industry best practices demonstrating the exercise of due care
  • Conform to national, state, and local laws and regulations
  • Protect staff from lawsuits
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44
Q

Emergency Planning: Plan Format

In addition, legal counsel should consider the following factors

A
  • When to prosecute and what should be done to prosecute a person caught violating facility access rules
  • What procedures will ensure the admissibility of evidence
  • When to report an incident to local, state, or national law enforcement agencies
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45
Q

Emergency Management: Structure

One operating official should be designated as the emergency coordinator to assume responsibility for the plan and to…

A

ensure physical department boundaries do not impede a smooth emergency response

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46
Q

Emergency Management: Structure

A totally new organization should not be developed to handle emergencies

A

Such problems should be handled by the existing organization, temporarily reconfigured, and executives responsible for the day-to-day operation of the enterprise

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47
Q

Emergency Management

The organization should have a Crisis Management Team to lead incident/event response

A
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48
Q

Emergency Management

Some boards can function even if a disaster incapacitates so many members that a quorum is not possible

A
  • The bylaws of such companies provide a means of returning the board to full strength
  • One method is for board vacancies to be filled by the remaining board members
  • Some states have passed special statutes to facilitate emergency planning by corporations
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49
Q

Emergency Coordination

A facility may create written support agreements with local or state LE agencies or MAAs with other local sites

A
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50
Q

Emergency Coordination

Organizations agree to assist each other with materials, equipment, personnel for emergency response

A
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51
Q

Emergency Coordination: Mutual Aid Association

Purpose:

A

Establish an emergency management org to minimize damage, ensure continued ops, restore ops.

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52
Q

Emergency Coordination

Government agencies often use interagency support agreements or memoranda of understand (MOUs)

A
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53
Q

Emergency Response: Categories

Immediate, on-site response (timely response)

A

Requires better detection and delay

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54
Q

Emergency Response: Categories

After-the-fact recovery

A

Requires use of investigative tools, including video surveillance footage

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55
Q

Emergency Response: Response Strategies

Containment

Denial

Assault

A
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56
Q

Emergency Response: Shut Down

The actual shutdown should be assigned to people familiar with the process

A
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57
Q

Emergency Response: Training

All businesses need to plan initial and refresher emergency training

A
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58
Q

Emergency Response: Training

Training and orientation must be reinforced and tested with periodic drills and exercises, which may include

A
  • Tabletop exercises conducted in a conference room for members of the organization’s crisis management team (CMT) or other management personnel
  • Evacuation and shelter-in-place drills for all employees
  • Walkthrough of an emergency plan or particular emergency response functions by selected organizational personnel
  • A full exercise involving outside response agencies
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59
Q

Emergency Response: Training

Emergency tests and exercises are conducted for many reasons

A
  1. Checking the workability of a plan or a part thereof
  2. Determining the level of staff awareness and training
  3. Evaluating the adequacy of emergency communications
  4. Identifying shortcomings in evacuation procedures
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60
Q

Emergency Response: Training

To validate an organization’s emergency plan, an unannounced test should be conducted with appropriate controls and safeguards in place

A
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61
Q

Emergency Response: Training

Focus

A
  • Most likely situations of each site
  • Location, construction, and size of each site
  • Function of each site
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62
Q

Emergency Response: Release of Information

The emergency plan should provide for the orderly release of information, preferably through a single source in the organization

A
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63
Q

Emergency Response: Release of Information

It is best to avoid answering questions with the phrase “no comment”

A
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64
Q

Incident Response: Biological & Chemical Threats

Goal #1

A

Limit the distribution of the material

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65
Q

Incident Response: Biological & Chemical Threats

Goal #2

A

Look after any staff who have been exposed

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66
Q

Incident Response: Fire

Primary influences on smoke movement in low buildings:

A

Heat, convective movement, and fire pressures

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67
Q

Incident Response: Fire

Primary influences on smoke movement in high rises:

A

“Stack effect”

Influence of external wind forces

Forced air movement within the building

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68
Q

Incident Response: Fire

The vertical, natural air movement through the building caused by the differences in temperature and densities between the inside and outside air

A

Stack Effect

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69
Q

Incident Response: Fire

Two basic approaches to smoke control

A
  1. The HVAC system can be shut down and the fire area isolated or compartmented
  2. Fans can continue running, using the air duct system for emergency smoke control
    - Automatic pressurization of stairwells is often utilized to keep smoke out of these spaces
70
Q

Bomb Incident Response

Bombings continue to be the preferred weapon of terrorists and a common tool for criminals

71
Q

Bomb Incident Response

Bomb Advantages

A
  • A large amount of damage; more than from an armed assault
  • Anonymity from a remote location at the time of the explosion
  • Ability to cause damage with a device placed outside the site
  • Ability to cause considerable disruption with little expense
  • High media value for publicizing a cause
72
Q

Bomb Incident Response

Bombing Disadvantages

A
  • Bomb maker may be accidentally killed by the bomb
  • The bomb may not function as intended
  • Risk of detection when placing the bomb
  • Risk of device being detected before it detonates, resulting in evacuation and possible disarming
  • Forensic evidence from the bomb components
73
Q

Bomb Incident Response

Explosions may be..

A

Mechanical

Chemical

Nuclear

74
Q

Bomb Incident Response

Low explosives, which are suitable for propelling and pushing

A
  • Propellants (gun powders)
  • Pyrotechnic compositions
  • Expelling charges for line throwers
  • Special effects system
75
Q

Bomb Incident Response

High explosives detonate; low explosives ignite

76
Q

Bomb Incident Response

Three primary products of an explosion

A

Blast

Fragmentation

Heat

77
Q

Bomb Incident Response

Protection from a bomb is achieved through distance and cover

78
Q

Bomb Incident Response

The use of films and anti-shatter technology should be assessed against

A
  • Possible and probable location of bombs
  • The expected size of a bomb on the site
  • The assets near the glass
79
Q

Bomb Incident Response

Elements required for a bombing

A
  • Motive (criminal, political, or personal)
  • Material (main charge, initiator/detonator, trigger, safety switch)
  • Knowledge
  • Opportunity
80
Q

Bomb Incident Response

Bomb response is a management-level responsibility, requiring quick decisions with limited information

81
Q

Bomb Incident Response

Management must respond to bomb threats based on…

A
  • Limited information
  • Limited time
82
Q

Bomb Incident Response

An effective bomb incident management capability requires procedures relevant to the organization and based on sound security analysis

83
Q

Bomb Incident Response: Risk Assessment

In assessing whether a particular facility is at risk to a bombing, the following questions should be considered

A
  • Is the building a likely target?
  • Are any tenants in the building a likely target?
  • Is the building an obvious easy or soft target?
  • Are any nearby buildings a likely target?
84
Q

Bomb Incident Response: Risk Assessment

Bomb Incident Plans

A
  • Should provide information, policies, procedures, and training to limit bomb potential
  • Should help the organization respond appropriately bomb threats and incidents
  • Should provide specific guidance, policies, and procedures for fire wardens, security supervisors, and relevant managers
  • Must be site-specific but also part of an integrated security management process
85
Q

Bomb Incident Response: Risk Assessment

Bomb Incident Plans (ctd…)

A
  • Should address unattended items, bomb threats, bombs, hazardous mail, and post-blast conditions
  • Should describe how training will be developed and delivered, in particular, training on the evaluation of bomb threats and unattended items and on search techniques
86
Q

Bomb Incident Plans

Should be based on…

A
  • An understanding of the elements of a bombing: motive, material knowledge and opportunity
  • Exposure of the organization to bomb incidents due to its business environment, location, relationships, and staff
  • The effectiveness of emergency, health and safety, human resources, and other guns
  • Current security measures
  • Senior management recognition of the risk of a bomb incident and the need for a plan
87
Q

Bomb Incident Response

All staff who deal with the public should be taught how to receive and record threats, and to whom they should report the information

88
Q

Bomb Incident Response

threat evaluation consists of five R’s

A
  • Receive
  • Record
  • Report
  • Review
  • Respond
89
Q

Bomb Incident Response

The bomb threat review phase

A
  1. Most important and difficult phase
  2. threat evaluation is a managerial decision-making process
  3. Unlike a fire, a bomb threat is not a self-evident risk; it requires a review of facts to determine credibility
90
Q

Bomb Incident Response

Primary evidence is the actual threat

A

Accuracy in capturing the wording of the threat is essential; the actual words used must be recorded, including omissions, changes in thought, slang, technical terms, inaccuracies in terminology, or knowledge of the site

91
Q

Bomb Incident Response

The amount of time available for evaluating the threat can be calculated by subtracting the time required to evacuate the site plus a safety margin form the bomb deadline, if one is given

92
Q

Bomb Incident Response

If there is not enough time to evacuate the site and conduct a threat evaluation, the threat coordinator should make an immediate decision on evacuation

93
Q

Bomb Incident Response

If the perpetrator does not provide a deadline, the threat coordinator should evaluate the threat as quickly as possible

94
Q

Bomb Incident Response

One might think it is preferable to evacuate for all bomb threats, but organizations must be able to continue operating until it is determined a hazard probably exists and there is a legitimate need for full or part evacuation

95
Q

Bomb Incident Response

Evacuation plans should include the closure of processes as well as the emergency transfer of data

96
Q

Bomb Incident Response: Evaluation

Evacuation is not always best; constant evacuation undermines confidence in management’s ability to provide a safe, secure, and productive work environment

97
Q

Bomb Incident Response

Constant evacuation may also lead to copycat incidents as staff seek time off from work or outsiders enjoy the prospect of disrupting activities

98
Q

Bomb Incident Response

To respond effectively to a threat, the organization must…

A
  • Recognize it has been threatened
  • Capture information about the threat and report it to the relevant authority within the organization
  • Evaluate the threat
  • Respond appropriately
99
Q

Bomb Incident Response

The evaluation is a complex management decision that requires procedures, planning, training, and rehearsal

100
Q

Bomb Incident Response

It is important all employees know how to record the wording of any threatening call, and how to forward a threatening email or other messages

101
Q

Bomb Incident Response

A threat can be evaluated for specificity, which suggests the offender’s level of knowledge and commitment

102
Q

Bomb Incident Response

A detailed threat demonstrating knowledge of the site is more credible than a vague threat

103
Q

Bomb Incident Response

Where possible, the evacuation assembly areas should be

A
  • At least 300 meters from the building
  • Not in a direct line of sight of the bomb
  • Not facing or under windows
  • Behind solid cover, such as another building
104
Q

Bomb Incident Response: Searches

Unless the site has a particular political value or is hosting VIPs, it is unlikely the police will search

105
Q

Bomb Incident Response: Searches

Those who work in an area can best identify what is out of place there

106
Q

Bomb Incident Response: Searches

Search teams of two people work well, as each team member can search an area while assisting the other and ensuring all items in the allocated space have been searched

107
Q

Bomb Incident Response: Searches

Search teams should leave at least one vacant room or area between them as they search, to provide a degree of safety for teams

108
Q

Bomb Incident Response: Searches

Types of bomb searches

A
  • Occupant search
  • Warden search
  • Team search
  • High-risk search (trained government personnel w/ specialized equipment)
109
Q

Bomb Incident Response: Searches

If an item is found, decisions must be made on whether to

A
  • Continue the search
  • Further, investigate the item
  • Evacuate the searchers and others
110
Q

Bomb Incident Response: Searches

Decisions about found devices depend on

A
  • Where the item is found
  • Why it is considered suspicious
  • Whether it matches the item described in the threat
111
Q

Bomb Incident Response: Searches

If a suspected body bomb is identified, usually the best way to minimize consequences is to immediately begin to move people away and limit the bomber’s ability to get closer to the organization’s assets

112
Q

Bomb Incident Response: Searches

Suicide bombers are a very small percentage of bombing offenders

113
Q

Bomb Incident Response: Searches

The Five R’s of dealing with unattended items

A

Receive

Record

Report

Review

Respond

114
Q

Bomb Incident Response: Searches

A bomb can only be classified as a hoax by emergency services personnel or subsequent forensic examination

115
Q

Bomb Incident Response: Searches

Egress routes and assembly areas should be searched for unidentified items before or during the evacuation

116
Q

Bomb Incident Response: Mail

Hazardous mail includes not only bombs but also

A
  • Noxious and poisonous materials
  • Acids
  • Chemical or biological agents
  • Needles and blades (sharps)
117
Q

Bomb Incident Response: Mail

The aim of the security manager should be to provide a safer and more secure work environment by increasing the ability to detect and respond to hazardous mail

118
Q

Bomb Incident Response: Mail

The primary protection from hazardous mail items is…

119
Q

Bomb Incident Response: Mail

“EXPLOSIVE PARCEL” method for identifying mail bombs

A

Excessive securing material

Xcessive weight

Protruding wires or time foil

Lopsided or unevenly weighted

Oily stains and discoloration

Stiff or rigid envelope

Is the package expected?

Visual distractions

Excessive postage

120
Q

Bomb Incident Response

Explosive Parcel (ctd..)

A

P roper names and titles incorrect

A ddress handwritten or poorly typed

Restrictive markings

Common words misspelled

Either unusual or foreign origin

L acks address of sender

121
Q

Bomb Incident Response: Mail

Bombs have a number of basic components

A
  • A power source, often a battery, which can give the item an uneven balance
  • A firing switch, which may contain wires or foil
  • An explosive or incendiary filling, which adds to the weight and may exude oil
122
Q

Terrorism: Genesis

Precipitants: Those who start an outbreak of violence

123
Q

Terrorism: Genesis

Preconditions

A

The environment that allows precipitants to instigate an action

124
Q

Terrorism: Genesis

Permissive factors of preconditions

A

Engender a terrorist strategy and make it attractive to political dissidents

125
Q

Terrorism: Genesis

Factors of Preconditions

A

Urbanization

Transportation System

Communications Media

Weapons availability

Absence of security measure

126
Q

Terrorism: Genesis

Direct situational factors of preconditions

A

Factors that motivate terrorists

127
Q

Business Continuity Management System (BCMS)

The need to resume normal operations rapidly is as great as the need to control potential damage

128
Q

Business Continuity Management System (BCMS)

The BCMS enables an organization to identify, develop, and implement policies, objectives, capabilities, processes, and programs to address disruptive events that might impact the organization and its stakeholders

129
Q

Business Continuity Management System (BCMS)

Components

A

Definition of roles, responsibilities, resources

130
Q

Business Continuity Management System (BCMS)

Policy

Top management defines the BCM policy in terms of the characteristics of the organization, locations and operating environment, stakeholders, obligations, and assets

131
Q

Business Continuity Management System (BCMS)

The Policy Is…

A
  • Approved by top management
  • Communicated to all persons working for or on behalf of the organization deemed within the scope of the BCMS
  • Available to stakeholders as approved by management
  • Reviewed at defined intervals and when significant changes occur
132
Q

Business Continuity (BC)

BC is a comprehensive managed effort to prioritize key business processes, identify significant threats to the normal operation and plan mitigation strategies to ensure effective and efficient organizational response to the challenges that surface during and after a crisis

133
Q

Business Continuity (BC): Essential resources

Resources essential for the implementation and maintenance of the BCMS and the BC strategies

A
  • Facilities and equipment
  • Human resources
  • infrastructure
  • Other services, technology, information, intelligence, and funds
134
Q

Business Continuity (BCP)

An ongoing process supported by senior management and funded to ensure necessary steps are taken to identify the impact of potential losses, maintain viable recovery strategies and plans, and ensure continuity of operations through personnel training, plan testing, and maintenance

135
Q

Business Continuity Plan (BCP)

People are the most important aspect of any BCP

136
Q

Business Continuity Plan

Business continuity planning is…

137
Q

Business Continuity Planning

BCPs should be scaled around a worst case scenario

138
Q

Business Continuity Planning

The following factors can trigger a review of the BCP

A
  • Risk assessment
  • Sector/industry trends
  • Regulatory requirement
  • Event experience
  • Text/exercise results
139
Q

Business Continuity Planning

Vital records may include

A
  • General ledgers, and accounts payable and receivable
  • Constitutions and bylaws
  • Contracts and customer data
  • Engineering and manufacturing process data
  • Incorporation certificates, minutes of BoD meetings
  • Insurance policies
  • Legal documents, leases, licenses
140
Q

Business Continuity Planning

Crisis Management and Response Teams should be trained at least…

141
Q

Business Continuity Planning: Stages

Readiness is the first step of a business continuity plan, and addresses…

A
  • Assigning accountability for the plan
  • Conducting a risk assessment and a business impact analysis
  • Agreeing on strategies to meet the needs identified in the risk assessment and business impact analysis
  • Forming Crisis Management and other appropriate response teams
142
Q

Business Continuity Planning: Stages

Identification of danger signals, coupled with the likelihood of an event, is often indicative of an imminent crisis, and warning signs may include, but are not limited to

A
  • Unusual or unexplained changes in sales volume
  • Legislative changes
  • Corporate policy changes
  • Changes to the competitive environment
  • Changes to supply based environment
  • Warnings of natural disasters
  • Imminent or actual changes in HSAS threat level
  • Cash flow changes
  • The potential for civil or political instability
  • impending strike or likely protests
  • Hostile labor negotiations
143
Q

Business Continuity Planning: Stages

The responsibility to report a potential crisis (including the notification mechanism) should be communicated to

A

All Employees

144
Q

Business Continuity Planning: Stages

What is one of the most important ingredients in crisis management, and preplanning for communications is critical?

A

Effective Communications

145
Q

Business Continuity Planning: Stages

Personnel used for crisis management should be assigned to perform these roles as part of their normal duties, not voluntary

146
Q

Business Continuity Planning: Prevention

Prevention is the second step of a BCP that addresses…

A
  • Compliance with corporate policy
  • Mitigation strategies
  • Avoidance, deterrence and detection
147
Q

Business Continuity Planning: Stages

Response is the third step of a BCP that addresses…

A
  • Potential crisis recognition
  • Notification of the team
  • Assessment of the situation
  • Declaration of a crisis
  • Execution of the plan
  • Communications
  • Resource management
148
Q

Business Continuity Planning: Stages

The first element in a response program is…

A

to determine if a potential crisis exists

149
Q

Business Continuity Planning: Stages

Determining the initial level of the crisis, and the progression from one level to the next, will normally be the responsibility of the Crisis Management Team

150
Q

Business Continuity Planning: Stages

Individuals should be recruited for membership on Response Teams based on their skills, level of commitment, and vested interest

151
Q

Business Continuity Planning: Stages

When initiating a response, it is important to ensure the goals protect the following interests, in order of their priority

A
  1. Save lives and reduce chances of further injuries/deaths
  2. Protect assets
  3. Restore critical business processes and systems
  4. Reduce the length of the interruption of business
  5. Protect reputation damage
  6. Control media coverage (e.g. local, regional, national or global)
  7. Maintain customer relations
152
Q

Business Continuity Planning: Stages

Problem assessment and severity assessment should be made at the outset of a crisis. Factors to be considered are

A
  • Size of the problem
  • Potential for escalation
  • Possible impact of the situation
153
Q

Business Continuity Planning: Stages

Immediate intervention is taken to minimize further losses and to begin recovery, including activities and programs to restore critical business functions and return to an acceptable condition

154
Q

Business Continuity Planning: Stages

What may be performed by the CMT itself or a designated Damage Assessment Team

A

Damage Assessment

155
Q

Business Continuity Planning: Stages

Maximum acceptable outage time and recovery time objectives should be based on…

A
  • How long processes can be nonfunctional before impacts become unacceptable
  • How soon processes should be restored (shortest allowable outage restored first)
  • Different recovery time objectives according to time of year
  • Identifying and documenting alternate procedures for strategic alliance, mutual aid, manual workaround
  • Evaluation of costs of alternate procedures vs. waiting for system to be restored
156
Q

Business Continuity Planning

A management level financial analysis that identifies the impacts of losing an organization’s resources. The analysis measures the effect of resource loss and escalating losses over time in order to provide reliable data upon which to base decisions on mitigation, recovery, and business continuity strategies

157
Q

Business Continuity Planning

ASIS BC Guideline

Largely intended for the private sector organizations that own and operate the national critical infrastructure

158
Q

Business Continuity Planning

ASIS BC Guideline

Has applicability in both the private and public sector environments

159
Q

Business Continuity Planning

ASIS BC Guideline

Appropriate for mid- to large-sized organizations, but can be adapted to smaller ones

160
Q

Organizational Resilience (OR)

The adaptive capacity of an organization in a complex and changing environment

A

Organizational Resilience

161
Q

Organizational Resilience (OR)

Strategic programs supportive of an OR Management System

A
  • Prevention and deterrence (of disruptive incidents)
  • Mitigation
  • Emergency response
  • Continuity
  • Recovery
162
Q

Organizational Resilience (OR)

Three generic and interrelated management response steps that require preemptive planning and implementation in case of a disruptive incident

A
  • Emergency response
  • Continuity
  • Recovery
163
Q

Organizational Resilience (OR)

An OR management policy should reflect the commitment of top management to…

A
  • Comply with applicable legal requirements and other requirements
  • Prevention, preparedness, and mitigation of disruptive incidents
  • Continual improvement
164
Q

Organizational Resilience (OR)

The OR management policy should be communicated to all persons who work for (or on behalf of) the organization, including contractors working at an organization’s facility

165
Q

Organizational Resilience (OR)

When assessing impacts, consider…

A
  • Human cost
  • Financial cost
  • Corporate image cost
  • Economic losses to community
  • Environmental impacts
166
Q

Event Security

The event security environment is particularly sensitive to the need to meet an acceptable standard of care

167
Q

Event Security

Primary Duties include…

A
  • Provide safety and security for everyone present
  • Safeguarding of property is secondary
  • Overall, the security team’s responsibility is to reduce risk
168
Q

Event Security

Four options for securing an event with little experience in event protection

A
  • Do the best one can with current security capabilities
  • Provide personnel with detailed training in special event security issues
  • Hire a special event security provider
  • Accept the risk and provide no security for the event
169
Q

Event Security

Special events require security professionals to develop security plans featuring

A
  • Preventive and reactive measures
  • Good implementation of the plans
  • Effective management of security staff
170
Q

Event Security

Factors directly affecting the design and implementation of the security plan

A
  • Time sensitivity
  • Organizational structure
  • Volunteers
  • Location
  • Crowds, participants and attendees
  • Type of event
  • Communication
  • Weather
  • Budget

Prueba 1 (19 decks)

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