amalfi core coop-emsac_5-nov10_9a
DESCRIPTION
Continuity of Operations for Emergency Service ProvidersTRANSCRIPT
CONTINUITY Of
OPERATIONS
Are you Ready? EMSAC Conference Session #23
Friday 5-NOV 2010 Andy Amalfitano www.AmalfiCORE.com
3 ©AmalfiCORE, LLC Photos courtesy of Augusta Chronicle. Retrieved 11-1-10: http://chronicle.augusta.com/stories/2009/04/14/met_520351.shtml
4 ©AmalfiCORE, LLC
“Es$mates from damage in area s$ll incomplete” [1]
Tornadoes: Storm destroys fire sta3on and apparatus
Result: No service, mutual aid in affect Chief es$mates dept will s$ll only be at 80% service in 3‐6 months
[1] Staff Writers, (Apr 2009). Augusta Chronicle. Retrieved 11-23-10: http://chronicle.augusta.com/stories/2009/04/14/met_520351.shtml
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• Ambulance ___
• Fire‐Rescue ___
• Govt. Agency___ • Hospital ___
• Supplier ___
• Other ___
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_____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________
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Introduc$on Objec$ves Key Take‐Aways
What is COOP? Why Bother? Value of COOP
Create a COOP Plan Step‐1: Buy In Step‐2: Manage the Project – COOP Process
Step‐3: Iden$fy the People, Essen$al Func$ons, Impacts
Step‐4: Hazard Assessment
Step‐5: Iden$fy the Data
Step‐6: Facili$es & Equipment
Step‐7: Valida$ng the Plan
Follow Up Lessons Learned
Other COOP Topics
Direc$ves
Resources and Training
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OBJECTIVES
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OBJECTIVES
At the end of this session, you will be:
1‐ Familiar with Con$nuity Plans, Tools, and Methods,
2‐ Convinced to consider crea$ng a COOP plan for your agency,
3‐ Able to apply Ac$vity $ps to start your COOP
10 ©AmalfiCORE, LLC
“Plans are useless, Planning is essential”
Dwight D. Eisenhower
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I. READINESS
II. ACTIVATION
III. CONTINUITY
IV. RECONSTITUTION
INCIDENT 12 hrs. 30 days
Prepare & Plan Crisis Occurs, Continues until mitigated
Trigger COOP
12 hrs – 30 days, or until normal resumption
Recovery, Mitigation, Termination
12 ©AmalfiCORE, LLC
I. READINESS
II. ACTIVATION
III. CONTINUITY
IV. RECONSTITUTION
INCIDENT 12 hrs. 30 days
Prepare & Plan Crisis Occurs, Continues until mitigated
Trigger COOP
12 hrs – 30 days, or until normal resumption
Recovery, Mitigation, Termination
13 ©AmalfiCORE, LLC
“City of Atlanta Inves$gates Personal Data Security Breach Affec$ng Some Atlanta Fire
‐Rescue Department Employees” [2] Security breach:
Personal data belonging to current and former Department of Fire and Rescue employees exposed
Result: City incurred costs ‐ inves3ga3on into the breach, human resources 3me to manage employee reac3ons, offering free fraud and iden3ty monitoring to each affected employee
[2] City of Atlanta. (2010). Retrieved 9-23-10: http://www.atlantaga.gov/media/nr_afrdsecurity_040910.aspx
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KEY TAKE‐AWAYS
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1. COOP plan helps us continue our essential functions during a crisis or disaster
2. Build Awareness, Know Your Resources, Learn
3. COOP is a Project, manage it as such
4. Free Templates / Buy S/W / Consultant, mix?
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5. Key Elements of Successful COOP Project Get their Attention and build awareness Be organized, use a process Find your best resources Choose a method and tools Validate: Train, Test, Exercise
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WHAT IS COOP?
WHY BOTHER?
VALUE OF COOP
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?
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Con$nuity
Of
Opera$ons
Plan
Viable plan of procedures and
capabilities to continue and sustain
essential functions during an emergency,
crisis, or disaster for up to 30 days
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____________________________________
____________________________________
____________________________________
____________________________________
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Why most fire/rescue agencies
either will not,
cannot, or don't want to…
Be Prepared!
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“We frankly can't be bothered, the likelihood is just too small”
"If it does happen, it won't happen to us" "If it does happen to us, it won't be too bad" "If it happens to us and it's bad there is nothing we can do to stop it”
23 ©AmalfiCORE, LLC
• 38% ‐ We simply would rather not think about what would happen in a crisis.
• 44% ‐ We don’t believe in worrying about things that may or may not happen in the future.
• "25‐40% of businesses that undergo a major disaster event, do not re‐open, and of those that do re‐open, over 25% do not survive past 2 years” [3]
[3] Source: US Dept of Labor –SBA]
24 ©AmalfiCORE, LLC [4] Source: OHSA, http://www.werp.uwex.edu/eap.cfm
Moral Responsibility:
Compliance:
Financial Recovery:
Reduce Exposure:
Reduce Insurance:
Helps fulfill moral responsibility to protect employees, the community and the environment.
Facilitates compliance with regulatory requirements of Federal, State and local agencies.
Enhances ability to recover from financial losses, regulatory fines, loss of market share, damages to equipment or products or business interrup3on.
Reduce exposure to civil or criminal liability. Enhances image and credibility with employees, customers, suppliers and the community.
May reduce your insurance premiums
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___
___ ___ ___
___ ___ ___
___ ___ ___
Con$nue Opera$ons, Service Moral Responsibility Compliance with Regula$ons Financial Recovery Reduce Exposure Increase Reputa$on Reduce Insurance Manage Risk Save Lives, Property Ensure Value to Ci$zens
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5‐ Plan exists, tested, ready!
4‐ Plan exists, will exercise
3‐ Crea$ng Plan
2‐ Maybe
1‐ COOP?
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“Fire Sta$on Catches Fire”[5]
Small Kitchen Fire:
Fire caused by cooking le` on stove; Fire damage confined to kitchen cabinets and hood above range.
Result: Smoke damage; dormitory and second floor uninhabitable. Fire engine and ladder truck relocated to nearby sta3ons. Claim: no effect on response 3mes.
[5] South Carolina Fire Service, (2010). Retrieved 9‐23‐10: hgp://sconfire.com/2010/09/22/fire‐sta3on‐catches‐fire/
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Crash Course
on how to
CREATE A COOP PLAN
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STEP‐1
GET BUY IN
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Challenges ‐1: Project Ini$a$on
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Apen$on
Buy‐In
Funding
Pitch
What‐Ifs
Percep3ons
Awareness Purpose Goals
Terminology
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How will you get their ATTENTION?
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No scare tac3cs Presiden3al Direc3ves It’s Just ‘Good Business’ Neighboring OEMs
Present a Project Plan Get a Sponsor Shared Funding
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PITCH: Closer to Home: What If ?
Recent Events Confla3on– sequen3al Confluence– simultaneous
Pandemic
Expected Outcomes, Benefits
Timeline and Costs
It’s More than Mutual Aid
33
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AWARENESS: Bring It To Them
Take a Class FEMA, Online Purpose Be prepared for disaster
Scope Con3nue essen3al func3ons
Terminology Keywords and phrases
Process steps Keep It simple
Examples Share, published plans
Realism Likelihood of occurrence
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_____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________ _____________________________________
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“Detroit Firehouse Burned Because of Firefighter's Late Night Bible Study”[6]
Towel on Heater Burns Sta3on:
Firefighter lit incense, draped towel over lamp. Forgot to remove towel – engine company responded to a call, returned to find sta3on burning.
Result: Complete loss of Ladder 14 Company Sta3on
[6] Stager, David. (2010). Retrieved 9‐23‐10: hgp://www.wusa9.com/news/columnist/blogs/2009/03/update‐detroit‐firehouse‐burned‐because.html
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STEP‐2
MANAGE THE PROJECT
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Challenges – 2: Managing the Project
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Organize
People
Process
Resources
External
Internal
Tools
Methods
Data
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ORGANIZE YOUR PEOPLE
• It’s a Team • Awareness/Expecta3ons • Func3onal Representa3on
• Inform Leaders
• Team Learns Tools
• De‐conflict – Consensus • Keep momentum
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Team Leader__________________________ Opera3ons____________________________ Admin_______________________________
IT___________________________________ Finance______________________________ HR__________________________________ Board________________________________ Others_______________________________
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Source: FEMA Training Process
Manage your COOP like a project!
Con$nuity Planning Process Ini3ate Con3nuity Planning Process
Determine Essen3al Func3ons
Conduct a Risk Analysis
Design & Build the Plan
Distribute, Maintain, and Update the Plan
Test, Train, Exercise the Plan
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RESOURCES: Who Can Help?
FEMA Websites
Na3onal Hazards Center Crime Stats, Threat Levels
Risk Mgmt, HR, IT, $, OEM Public Works, Light & Power
Disaster Plans
IT DR Plans Vendors with solu3ons
42 Agency and organization logos used with permission
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Internal _____________________________________ _____________________________________ _____________________________________ External
_____________________________________ ____________________________________ _____________________________________
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TOOLS & METHODS
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Sosware as a Solu$on
Templates
Desktop
• Automated plans • Web Accessible • WebEOC access • Remote Back up • 7x24 support • HR/IT feeds
• Guided, Generic • Consistency • Free downloads • Manage in‐house
• Manual data entry • Standard and familiar • Local IT backup
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Sosware as a Solu$on
Templates
Desktop
_______________________________________________________ _______________________________________________________ _______________________________________________________
46 ©AmalfiCORE, LLC
“Firings, Lawsuit Rock Kemah Volunteer Fire Department”[7]
Fire Inspec3on Dispute: Allega3ons,
mis‐communica3ons, closed door mee3ngs, fire marshal ac3ons, labor dispute,
Result: 2 Firings, the Chief and Captain; costly lawsuit to defend
[7] Hellinghausen, Mary Ann, (2010). The Bay Area Citizen. Retrieved 10-26-10
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Challenges – 3: Valida$ng the Plan
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People Essen3al/Teams
Func3ons
Analysis Impacts/Hazards
Assets/Data
Valida$on Train‐Test‐Exercise
Maintain
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STEP‐3
IDENTIFY THE PEOPLE
ESSENTIAL FUNCTIONS BUSINESS IMPACTS
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Delegation of Authority
Succession Plan
Devolution
Routine, Temporary
Permanent, Long-term
Catastrophic
LEADERSHIP
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Response Teams
Support Response Teams
Go Home
Ac$vity‐9: Cri$cal ‐ Support ‐ Other
Leader____________________________
Alternate__________________________
_______________ _______________ _______________ _______________ _______________
_______________ _______________
Leader____________________________
Alternate__________________________
_______________ _______________ _______________ _______________ _______________
_______________ _______________
_______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________
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If Agency Mission is to:
Protect life and property Prevent and suppress fire Provide Emergency Medical Care and Rescue
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Then Essen$al Func$ons might be:
Support System for Volunteer Team
Payroll for Staff Sta3on ‐ HQ Communica3ons/Dispatch/CAD/ technology
Apparatus /Maintenance/Opera3ons
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Facility Power and Light So`ware (Fire Manager) for Quality Assurance
HIPPA policies, Data Protec3on IT Systems availability
Supplier/Vendor Contracts (“day before pricing”)
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1) _____________________________________ 2) _____________________________________ 3) _____________________________________ 4) _____________________________________ 5) _____________________________________ 6) _____________________________________ 7) _____________________________________ 8) _____________________________________
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Priority: How Vital and Necessary? 5=vital, 4=high, 3=medium, 2=low, 1=non-critical
Risk: How Long can we go without? 5=not at all, 4=1 day, 3=2 days, 2=5 days, 1=1 month
Alternative: Exists and ready to use? 5=none, 4=25%, 3=50%, 2=75%, 1=100%
Score: multiply P x R x A
Criticality: Arbitrary judgment of impact
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Service, Location, Function
Priority Risk Alternative Score Service Criticality
IMTS 5 5 5 125 Vital POWER 5 5 5 125 Vital MUSE EKG 4 4 5 80 High SENSIS CATHLAB 4 4 5 80 High SECTRA PACS 4 4 5 80 High SYNGO CARDIO 3 3 5 45 Low HPF MED RECORD 3 3 5 45 Low HMM PHARMACY 4 4 2 32 Low MYSIS (RAD) 4 4 2 32 Low SCC LAB 4 4 2 32 Low SOFTMED 3 3 3 27 Low HBI Analytics 2 2 5 20 non-essential STAR(HIS) 4 4 1 16 non-essential HCI(CLINICALS) 4 4 1 16 non-essential HSM (SURGERY) 4 4 1 16 non-essential
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Service, Location, Function
Priority Risk Alternative Score Service Criticality
1) _______________________________ 2) _______________________________ 3) _______________________________ 4) _______________________________ 5) _______________________________ 6) _______________________________ 7) _______________________________ 8) _______________________________
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STEP‐4
HAZARD ASSESSMENT
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Hazard Vulnerability – Natural
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Wild Fire Flooding Severe Blizzard Tornado Earthquake Hurricane Drought
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Hazard Vulnerability ‐ Technological
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IT system crash
Oil Spill NBCR Hazards Dam break
Power plan failure
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Hazard Vulnerability – Man Made
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HVAC Cyber Agack Terrorism
Transporta3on Airplane crash Truck accident Train derailment
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Threats
• Always Present • Known and unknown • Natural, Technological, Man‐made
Hazards
• Airport, Trains, Trucks • Major Power Outage • Tornado • Inten$onal Acts
Risks
• Business Impact • Risk Assessment • Determine Essen$al Func$on Exposure
What could impact our essen$al func$ons
and what are we doing about it?
What’s our backup plan if we lose people, buildings, IT,
vehicles or infrastructure?
• Other Ci$es • U$li$es Disaster Plan • County Services Agencies
• Approved List, Pricing • Data at ‘Iron Mountain’ • Remote Payroll • Treasury, Billing, Tax
Suppliers
• Other govt. bldgs. • Hotels, schools • Devolu$on • Recons$tu$on
Facili$es
Risk Analysis
63 ©AmalfiCORE, LLC
“Ex‐bookkeeper charged with stealing from Garner fire department” [8]
Embezzlement: State (Carolina) Bureau of Inves3ga3on probe found bookkeeper wrote hundreds of checks to herself over a seven‐year period
Result:
Nearly $400,000 missing from Fire Department New town oversight commigee to review finances quarterly
Fire Chief asked to resign by town mayor
Town council calls for second probe aCer double billing
[8] WRAL.com (2010). Retrieved 10-28-10: http://www.wral.com/news/local/wral_investigates/story/8521509/
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STEP‐5
IDENTIFY THE DATA
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Internal ‐ Data ‐ External
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Contact Info
Essen$al Func$ons
Facili$es ‐ Building Dept
Delega$on / Succession
Disaster Recovery Plan
Security Access and Control
Train, Test, Exercise
Vital Records
Resources
Approved Vendor List
Natural Hazards ‐ Colorado
MOU‐ Hotels/Schools
Mutual Aid Agreements
Transporta$on Sta$s$cs
Emergency U$lity
Federal Regula$ons
Crime Sta$s$cs
NBCR Exposure Data
COOP
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Ac$vity‐9a: Where is our Internal Data?
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Contact Info
Essen$al Func$ons
Facili$es ‐ Building Dept
Delega$on / Succession
Disaster Recovery Plan
Security Access and Control
Train, Test, Exercise
Vital Records
Resources
Approved Vendor List
__________________________________________
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Ac$vity‐9b: Where is our External Data?
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Natural Hazards ‐ Colorado
MOU‐Vendors
Mutual Aid Agreements
Transporta$on Sta$s$cs
Emergency U$lity
Federal Regula$ons
Crime Sta$s$cs
NBCR Exposure Data
__________________________________________
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“Conn. EMS cites low Medicaid reimbursement for budget woes”[9]
Loss of Funds: Medicaid only pays 41% of billed call expenses
Result: $10M shoryall, Some ambulance services consider closing or reducing staffing and response
[9] Polanco, Monica, (2008). Hartford Currant. Retrieved 10-25-10: http://www.homeland1.com/homeland-security-products/emergency-management-consulting/articles/339520-conn-ems-cites-low-medicaid-reimbursement-for-budget-woes/
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STEP‐6
FACILITIES, ASSETS
EQUIPMENT
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PRIMARY _____________ _____________ _____________ _____________ _____________ _____________ _____________
ALTERNATE _____________ _____________ _____________ _____________ _____________ _____________ _____________
©AmalfiCORE, LLC 71 ©AmalfiCORE, LLC [5] WBAL-TV. (2010). Retrieved 9-23-10: http://www.wbaltv.com/news/22519090/detail.html
“Uh, OK- So, all functions have identified the Library as their alternate facility”
Shall we discuss?
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APPARATUS 1. _____________ 2. _____________ 3. _____________ 4. _____________ 5. _____________ 6. _____________ 7. _____________ 8. _____________
EQUIPMENT 1. _____________ 2. _____________ 3. _____________ 4. _____________ 5. _____________ 6. _____________ 7. _____________ 8. _____________
73 ©AmalfiCORE, LLC
“Dundalk Firehouse Roof Collapses Aser Fire…”[10]
Fire and Roof Collapse: 2‐alarm, s3ll under inves3ga3on
Result: Loss sta3on, $600,000 engine, ambulances, other fire apparatus, Na3onal Guard humvees
[10] WBAL-TV. (2010). Retrieved 9-23-10: http://www.wbaltv.com/news/22519090/detail.html
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STEP‐7
VALIDATING THE PLAN
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Failure in Exercises is success!
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Table‐Top ‘Walk‐thru’
Drill Alert No$fica$on
Live Exercise
Test Response
Drill Evacua$on
Train – Test ‐ Exercise
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Ac$vity 12: We Will Validate Our Plan by:
Table‐Top ‘Walk‐thru’
Drill Alert No3fica3on
Live Exercise
Test Response
Drill Evacua3on
Other?
_____________ _____________ _____________ _____________ _____________ _____________ _____________ _____________
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“Sta$on Fire Destroys Ambulances”[11]
Fire: Burned EMS sta3on
Result: Loss of ambulances, required transfer of ambulance from another district
[11] Retrieved 10-26-10 anonymous
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FOLLOW UP
RESOURCES
DIRECTIVES
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“The issue we are facing now is the department has a COOP, and think they are done.
It’s much more difficult to get follow up work done than the original plan.”
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Benjamin Daniels Emergency Manager Case Study City Aug 2010
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COOP Ac3va3on Trigger Point Devolu3on FEMA Training
Federal Direc3ves Recons3tu3on So`ware Tools
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• Na3onal Security Presiden3al Direc3ve‐51 (NSPD‐51)/Homeland Security Presiden3al Direc3ve‐20 (HSPD‐20) – All Federal executive branch departments and agencies
develop an integrated, overlapping continuity capability
• FPC‐65 requires that all Federal Execu3ve Branch agencies must: – Be capable of implementing their COOP plans with and
without warning – Be operational not later than 12 hours after activation and
maintain sustained operations for up to 30 days – Include regularly scheduled testing, training, and
exercising of personnel, equipment, systems, processes, and procedures used to support agency during COOP event
– Provide for a regular risk analysis of current alternate operating facilities
– Include development, maintenance, and review of COOP capabilities using a Multi-Year Strategy and Program Management Plan (MYSPMP)
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• AmalfiCORE Blog – white papers on business con3nuity and COOP www.amalficoreblog.com
• Colorado Emergency Preparedness Partnership hgp://www.thecepp.org/
• COOP Plan Template and Template Instruc3ons. www.fema.gov/doc/government/coop/coop_plan_template_instruc3ons.doc
• Con3nuity Guidance Circular 1 (CGC 1). Con3nuity Guidance for Non‐Federal En33es January 21, 2009. hgp://sema.dps.mo.gov/COOP%20Con3nuity%20Guidance%20Circular%201%20N on‐Federal%20En33es%20‐%2001%2021%2009%20(2).pdf
• Con3nuity of Opera3ons (COOP) Mul3‐Year Strategy and Program Management Plan Template Guide. www.fema.gov/pdf/government/coop/MYSPMPTemplate.pdf
• Federal Con3nuity Direc3ve 1 (FCD 1) Federal Execu3ve Branch Na3onal Con3nuity Program Requirements. www.fema.gov/pdf/about/offices/fcd1.pdf
• Federal Con3nuity Direc3ve 2 (FCD 2) Federal Execu3ve Branch Mission Essen3al Func3on and Primary Mission Essen3al Func3on Iden3fica3on and Submission. www.fema.gov/pdf/about/offices/fcd2.pdf
• PS‐PREP: Voluntary Private Sector Preparedness Accredita3on and Cer3fica3on Program Resource Center Adop3on of Ini3al Standards for the PS‐Prep Program. hgp://www.fema.gov/privatesector/preparedness/adop3on_standards.shtm
• Producing Emergency Plans: A Guide for All‐Hazard Emergency Opera3ons Planning for State, Territorial, Local, and Tribal Governments. www.fema.gov/pdf/about/divisions/npd/cpg_101_interim.pdf
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• FEMA COOP Training Resources hgp://www.fema.gov/government/coop/index.shtm#0
• FEMA Classes, Region VIII Ken Hudson Regional COOP Program Manager
DHS‐FEMA Region VIII, Room 231
Denver Federal Center, Bldg 710 Denver, CO 80228, [email protected]
303‐235‐4658
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Are You
Ready?
Thank you!
Andy Amalfitano www.amalficore.com 720.220.6466
©AmalfiCORE, LLC 87
Happy Planning!