2014_developing network resilience
TRANSCRIPT
Aaron Gracey MA MSc PGCE FInstLM
DEVELOPING NETWORK RESILIENCE
PRE WORKSHOP CASE STUDY
Case Study:
• Occurred 17th August 2010
• Multiple issues
• Divide into three groups to examine:
Incident (all)
Strategic advice to others
Mapping requirements
Command, control, co-ordination & communications
Resi l ience through leadership 4
Introduction
The Resilience Model
Command and Control Structure
Immediate Response
Identifying Stakeholders
Managing the incident
Decision making
Legislation
Summary
INTRODUCTION
18 years in MoD
Senior Technical Weapons Officer
Last role was an executive Crisis management Command and Control trainer
Resilience Consultant to UK Cabinet Office
Industry Culture and Change Agent
Network Rail Operational Services Learning and Development Specialist
Rail Industry Strategic Incident Command trained
BACKGROUND
THE RESILIENCE MODEL
THE RESILIENCE MODEL
Resi l ience through leadership 8
Click icon to add picture
TASK ONE - CURRENT ISSUES
In your groups, consider the top six issues you think affect a successful incident response by the rail industry.
Resi l ience through leadership 9
Click icon to add picture
CURRENT ISSUES
Resilience in the Railway industry is limited
Poor level of strategic and tactical training
Limited cross industry understanding and collaborative working
A very reactive industry
Limited understanding of proactive planning and working with emergency services
Silo mentality
In your groups place these events in escalating order. Be prepared to explain your reasoning for your decisions:
» Emergency
» Crisis
» Incident
» Disaster
» Catastrophe
TASK TWO – DISRUPTIVE EVENT HIERARCHY
Resi l ience through leadership 11
DISRUPTIVE EVENTS
Developed from academic research
Graduation in impact and scope
Most organisations have practices that can deal with incidents and emergencies
Crisis and beyond become “complex” problems
COMMAND AND CONTROL STRUCTURE
Resi l ience through leadership 13
THE THREE LEVELS OF COMMAND
14
ROLES AND RESPONSIBILITIES
Gold (strategic):
• Sets the strategy
• Provides the resources
• Provides support to Silver
• Sets tactical parameters
• Consider location?
15
ROLES AND RESPONSIBILITIES
Silver (tactical):
• Tactical plan to deliver strategy
• Manage the site / scene
• Liaison
• Appoint ‘Bronze’ roles
• Update ‘Gold’
16
ROLES AND RESPONSIBILITIES
Bronze (operational):
• Implement Tactical Plan
• Understand the strategy
• Manage specific resources
• Carry out functional / geographic role(s)
• Liaise with ‘Silver’
17
ROLES AND RESPONSIBILITIES
In groups, consider and record:
• Tactics to deliver the plan?
• Expected strategy?
• Probably & possible roles?
• Site / Scene management issues
• Partners?
• ‘Bronze’ roles?
18
ROLES AND RESPONSIBILITIES
In groups, consider and record:
• Contents of tactical plan?
• Achievability of the strategy?
• Tactical management of site / scene?
• Liaison with whom?
• ‘Bronze’ roles?
• Frequency & content of updates?
19
ROLES AND RESPONSIBILITIES
In groups, consider and record:
• Strategic considerations?
• What resources?
• What support?
• What tactical parameters?
• Where would you locate?
• Partners / stakeholders?
Click icon to add picture
TASK THREE – DRESS THE DECISION MAKER
In your groups consider the skills, behaviours, knowledge and training for the following roles:
‒ Station Incident Officer
‒ Rail Incident Officer
‒ Incident Controller
‒ Route Control Manager
‒ Rail Incident Commander
DECISION MAKING
Paper trail is important in the decision making process
All decisions and the rationale need to be captured
Decisions and any documents used are evidence – needs to be protected and secured for further investigations
Consider “Scoggins’ Law” when making decisions.
DECISION MAKING
2323
Reasonably Foreseeable?
Did you have a plan?
Was the plan implemented?
Did the plan work?
Were all decisions recorded?
YES
YES
YES
YES
YES
NO
NO
NO
NO
NO
Minimum standard
Minimum standard
Minimum
standard
Minimum standard
Minimum standard
competent?
Fit to operate?
Reasons?
Review?
Where next?
DECISION MAKING & LOGGIST FUNCTIONS
THE IMMEDIATE RESPONSE
IDENTIFYING STAKEHOLDERS
Resi l ience through leadership 26
WHAT IS A STAKEHOLDER
Stakeholder:
‒ A person, group or organization that has direct or indirect stake in an organization because it can affect or be affected by the organisations actions, objectives and policies. Key stakeholders in a business organization include creditors, customers, employees, directors, govt, (and its agencies), owners, shareholders, suppliers, unions and the community from which it draws its business and draws its resources.
Partner
‒ Individual who joins with other individuals (partners) in an arrangement (partnership) where gains, and losses, risks and rewards are shared amongst the partners.
Resi l ience through leadership 27
TASK FOUR - IDENTIFYING STAKEHOLDERS
In your groups consider the incident that you have reviewed prior to this session
Discuss this amongst your group
Collectively identify the relevant stakeholders that are affected by this event
Create a brief description of the incident identifying as many of the different organisations involved as you can
Record these of a flip chart- 10 minutes and present
MANAGING THE INCIDENT
LEGISLATION
EXERCISE TOTALISE
