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TRANSCRIPT
6/20/2012
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Crisis Management:One Size Does Not Fit All
Todd JenkinsSr. Loss Prevention Security SpecialistCracker Barrel Old Country Store, Inc.
Introduction
Cracker Barrel
Company Overview
• 70k + employees
• 600 + stores – 42 States
• 1 Corporate Office – Lebanon, TN
• 1 Distribution Center – Lebanon, TN
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Obvious Vulnerabilities
Shortly after 9-11, Cracker Barrel realized our vulnerabilities:
1. Distribution Center
2. Information Technology
3. Aviation
4. Corporate Office
Recommendation: Start small and build
Challenges
Loss Prevention was tasked with completing the Crisis Management plan
Early Challenges
• No Budget – ZERO $
• Lack of knowledge
• Lack of united leadership or “buy in” =
• Lack of departmental participation
• Scope of the plan – Keep it Broad
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Core Team StructureIt is critical to establish a Core Team to lead the organization’s Crisis
Management plan. You must clearly define the roles and responsibilities of each team member.
Cracker Barrel’s Core Team
1. Chief Legal Officer2. Human Resources3. Risk Management4. Loss Prevention5. Media Relations6. Operations7. Facility Services8. Information Technology
Recommendation: Develop an Organizational Chart detailing the reporting structure.
Department Critical Functions
The Crisis Manager is not responsible for
determining the critical functions for each department.
Department Critical Functions
Spreadsheet.xls
CRITICAL FUNCTIONS
Documents, records, forms, If the system(s) is not
List functions that must supplies, etc. needed to System(s) and equipment, available, how can the task
be restored within 7 days. complete the task. needed to complete task. be completed?
NECESSARY FUNCTIONS
Documents, records, forms, If the system(s) is not
List functions that must supplies, etc. needed to System(s) and equipment, available, how can the task
be restored within 7 days. complete the task. needed to complete task. be completed?
STANDARD FUNCTIONS
List functions that must Documents, records, forms, If the system(s) is not
be restored however supplies, etc. needed to System(s) and equipment, available, how can the task
can wait at least 30 days complete the task. needed to complete task. be completed?
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Crisis Management Flow Charts
Disaster Impact Notification Flow Chart.doc
Disaster Response Phase Flow Chart.doc
Crisis Management - Scenario Gantt Charts.doc
Departmental Roles
• We developed an overview of each department’s role during the crisis.
• Develop roles for each department. A checklist format is typically preferred.
Departmental Roles.doc
Recommendation: Keep the overview brief
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Test the Plan
Test the Plan.wmv
Test the PlanMock Table Top Exercise
Things to consider when planning the exercise:
1. How long do you want the exercise to last?2. How much/what portion of the plan do you
want to test?3. Who needs to be involved?4. Choose a “realistic” crisis?5. You will need evaluators
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Test the Plan Distribution Center
Test the Plan Distribution Center
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Mock Table Top Exercise
Post Exercise Evaluation
1. Open and honest critique
2. Define weaknesses in the plan
3. Recommendations to improve the plan
4. Make necessary changes
5. Re-test the plan
Test the Plan - Aviation
Table Top Exercise
Evaluator Checklist
Mock Aviation Emergency Response Table Top Exercise.doc
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Crisis HotlineWe wanted a system for our stores to
communicate critical incidents to our crisis team quickly and efficiently.
Benefits• Immediate notification of crisis• Crisis Team can control the response from a
central locationChallenges• Budget restraints• Limited time to implement
Crisis Hotline Flow Chart
Crisis Hotline Communication Flowchart.doc
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Crisis Management:One Size Does Not Fit All
THANK YOU!!
Todd Jenkins
Sr. Loss Prevention Security Specialist
Cracker Barrel Old Country Store, Inc.
FEMA’s Private Sector Coordination During Crisis
Lori RiveraFEMA Private Sector Division
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Whole Community Approach“There's no way government can solve the
challenges of a disaster with a government-centric approach. It takes the whole team. And the private sector provides the bulk of the services every
day in the community.”
– Craig Fugate, FEMA Administrator
Private Sector Coordination
• National Response Coordination Center
• 10 Regional Liaisons• Field Operations
• Situational Awareness• Troubleshooting • Synchronized efforts
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Joplin, Missouri• Deadliest and most
destructive single tornado in the U.S. in more than 60 years
• Two retail areas impacted and 400 businesses
Retail Issues Resolved
• Access
• Debris
• Curfew
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Hurricane Irene
• Maine
• New Hampshire
• Vermont
• Massachusetts
• Connecticut
• Rhode Island
• Pennsylvania
• New Jersey
• New York
• Virginia
ME
NH
VT
MAC
T
NY
NJ
PA
MD
DE
VA
WV
GA
SC
NC
FL
PR/USVI
Impacted States and Territories
• West Virginia
• Maryland
• Washington D.C.
• North Carolina
• South Carolina
• Georgia
• Florida
• Virgin Islands
• Puerto Rico
Working as a TeamFEMA shared data feeds, situation reports, advisories and other info with private sector
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Working as a TeamPrivate sector helped inform government planning and decision-making with information on plans, actions and store status before and after the storm.
Resources• Disaster Advisories
• Steady state updates
• FEMA daily operational reports
Subscribe by e-mailing [email protected]
• One-Shopping Website –
www.fema.gov/privatesector
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Downloadable Tabletop Exercises
www.fema.gov/
privatesector
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NM
TXLA
OK AR
KY
FL
GAALMS
TNNC
SC
WV
PA
VAMD
DE
DC
CT
ME
MA
NHVT
RINY
NJ Puerto RicoVirgin Islands
GuamAmerican SamoaU.S. Trust Territory of the Pacific Islands
CA
NV
AZHI
NE
KS
IA
MO
SD
NDMT
UT
WY
CO
IL
MI
INOH
MNWI
WA
IDOR
AK
X VIII
IXVII
VI
V
IV
III
II
I
Bruce Brodoff(617) [email protected]
Terry Winters(212) [email protected]
Maria Davila(305) [email protected]
Phil Strouse (770) 220-5249 [email protected]
Kimberly Phillips(312) [email protected]
Stephanie Pyle(215) [email protected]
Winston Barton(940) [email protected]
Scott Weinberg(816) [email protected]
Michael Cummings(510) [email protected]
Lucianne Phillips(425) [email protected]
Megan Floyd(303)[email protected]
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Regional Liaisons
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Call to Action
Be a Private Sector RepresentativeMentor a small business Inform SurvivorsShare Operational DataPledge to Prepare
Join the growing number of retailers partnering with us to make a difference!
DISCUSSION