Homeland security
Please look at the attachment
Homework 9
Letter to the Public
In the movie Margin Call, the firm has a “fire sale” when they sell their majority holdings in mortgage-
backed securities in a single trading day. Though they are able to rid the firm of most of their exposure
to these “toxic assets,” they do so at a great cost. As Sam Rogers (played by Kevin Spacey) explains, they
destroy the market “for years” and knowingly “put people out of business, full stop.” As the CEO, John
Tuld (played by Jeremy Irons), must communicate his decision to his employees, the other Wall Street
firms, and the public. Write an open letter (to be published in the Wall Street Journal) both explaining
your actions and justifying them. Your purpose is to persuade your readers that your decision was
correct, inevitable, and unavoidable. Group Project
Emergency Preparedness and Response Planning Exercises Tornado Scenario
No location specifiedyou may use any venue you wish
Part 2
Scenario:
D. Longer-term Recovery
(2 Weeks after the tornado)
It is now 2 weeks after the tornado. The building has been repaired and cleaned up, and the
affected production equipment has been repaired or replaced. Production is pretty well back to
normal, with both shifts working. However, it seems that some customers have reduced their
orders to the company and a few stopped ordering entirely. The marketing staff and sales staff
feel as if they are struggling.
The stock price is still down; some important shareholders have complained that the company
didn’t seem to handle the response and recovery smoothly, and they weren’t able to get good
information in the aftermath of the disaster.
The information technology group is pretty burned out because one problem after another
cropped up and procedures weren’t documented or understood. The database for the
administrative systems finally got restored from a 3-week old backup, and then clerical staff
from the finance and human resources area tried to re-enter the missing data manually. The
telecommunications staff had to troubleshoot and finally replace network gear that was acting
flaky, possibly because of the lightning strike. Morale in IT is not good.
After-Action Review
Within 6 weeks after the incident, an after-action report needs to be submitted to the MAC
Group.
TO DO: Collaborate and Report
The team of emergency response leaders needs to perform an after-action review of all the
areas (including the roles covered by the SimCell). Consider these questions:
1. List things that did not go well in each phase and speculate on the root causes of why
there were problems.
2. What things were done well in each phase? Speculate as to why.
3. What mitigations can be put in place to prevent or minimize problems in the first place?
4. What preparations for response and recovery need to be implemented?
Fill out the template for Part 2 of your report. The end of the template has a place to list your
references used in both Part 1 and Part 2, an appendix for any optional additional information
you would like to include. The end of the template also has the Statement Attesting to Original
Work with a place for signatures for everyone in the group.
2
Also: Stay in your roles as members of the Incident Command System structure; do not do an
after-action review of the classroom group. HSMN 630 Study Group
Tornado Team Alpha
Part 2: After-Action Review
Combine this report with the Part 1 report. This is more of a group effort, but each person must identify his or her contributions.
What Did Not Go Well
List things that did not go well and speculate on the root causes of why there were problems for each phase. Identify both the phase (Initial Response, Short-term Recovery, Business Resumption, Longer-term Recovery) and the area where the problem occurred; e.g., All departments, Human Resources or Sales. Also list who identified the problem; the person who identifies the problem may be from a different department.
Problem Description
Department Affected (or all)?
Identified by:
All Phases
Emergency Action Committee & Employee Emergency Alert System: Alerts and notifications should have gone out prior to the Tornado because after the disaster power and telecommunication services were down.
All
El-Maadawy
Shelter / Employee Accommodations: There is no safe haven on the corporate compound or location constructed to withstand severe wind or tornado.
All
El-Maadawy
No back-up databases were in place to allow teams to retrieve information
All
Rachel Schott
Product discounts should have been created to keep customers with the company
Sales and Marketing
Rachel Schott
Communication and collaboration with all members
ALL
Ida George
Mutual Aid Agreements and Partnership
ALL
Ida George
NO Early Warning System (although we knew)
ALL
Ida George
NO PRE-determined Roles
ALL
Ida George
NO Communication with town, government, business partners or community leaders
ALL
Ida George
No clear direction or plan
ALL
Ida George
Initial Response
Accurate assessment of manufacturing and production machinery and equipment: Obstruction to roadways and bridges prevented production and manufacturing SMEs from responding immediately. Further complicated by failed corporate alert and notification system.
Production / Manufacturing
El-Maadawy
Transportation to and from disaster site: Lack of corporate emergency response planning. Employees had no alternative means, routes of travel to work site or ability to remove obstacles from roadways.
All
El-Maadawy
Lack of communication between shifts, emergency contact lists should have been in place to contact second shift to not come to the facility.
Communications/PR
Rachel Schott
Lack of proper CPR and first aid training of employees, many employees could assist those who were seriously injured until emergency services could arrive.
All
Rachel Schott
Information should have been communicated in multiple different ways; phone, email, website, and social media.
Communications/PR
Rachel Schott
Mutual Aid Agreements & resources werent properly established
All
Ida George
Lack of planning and communication between departments about resources
All
Ida George
No predetermined corroborated efforts with the town or government
All
Ida George
No partnerships or Executive Manager/Legal
All
Ida George
Short-term Recovery
Replacement parts and accessories for damaged manufacturing and production equipment: Production/Manufacturing managers failure to incorporate appropriate resilience planning. I overlooked the need to stockpile critical machinery components other than those requiring routine maintenance and exchange.
Production / Manufacturing
El-Maadawy
Delivering manufactured goods to consumers: Roadway damage and obstruction significantly impacted our ability to deliver our products.
All
El-Maadawy
Statements to customers should have been prepared ahead of time and distributed right after the event occurred.
Communications/PR
Rachel Schott
Employees should have received information on where they should report for work, how their duties will change after the disaster, precautions to take, how they should be communicating with customers/media, and if they will be paid.
Communication/PR
Rachel Schott
Establish shelter in place area procedures especially for disabled employees
ALL
Ida George
Lack of first aid equipment and established locations
ALL
Ida George
No established evacuation procedures
All
Ida George
Business Resumption
No comprehensive plan for severe wind and tornado mitigation: There was no plan to invest in reinforcing key components of the corporate compound or plans for constructing shelter-in-place safe havens.
All
El-Maadawy
Inability for non-essential personnel to work from home or alternative location: We failed to create a telework policy, conditions in which it goes into effect. We have not provided employees the capability to telework.
All
El-Maadawy
Failure to create contingency plan with production, should have had an outsourcing contract in place to take work elsewhere while the facilities are recovering.
All
Rachel Schott
Company should have had a plan in place for workforce that would come back after a disaster, also indicating which departments are essential and which can telework.
All
Rachel Schott
Sales and Marketing departments should have base pay in place, if departments are commission, to assist with payments during lull in production.
Sales and Marketing
Rachel Schott
Establish Redundancy System Maintenance Schedule and equipment
ALL
Ida George
Structural Resiliency Resources
ALL
Ida George
Alternate Locations until structure is deemed safe
For regular operations
ALL
Ida George
Generators only provide service to some systems
All
Ida George
Longer-term Recovery
Failure to implement a phased plan for improving or reconstructing structural severe wind and tornado mitigation measures: Due to corporate stakeholders and executives not agreeing on the benefits compared to costs.
All
El-Maadawy
Failure to purchase and install alternative power sources (fuel generators, solar power or wind-turbine): Due to corporate stakeholders and executives not agreeing on the benefits compared to costs.
All
El-Maadawy
Customers and stakeholders should have received proper communication throughout the disaster and recovery phases.
Communications/PR
Rachel Schott
Establish mutual aid agreements and partnerships
ALL
Ida George
Establish representatives to attend town meetings
ALL
Ida George
Hazardous material emergency training
ALL
Ida George
What Was Done Well?
List things that the contingency team did well for each phase and speculate as to why. Identify both the phase (Initial Response, Short-term Recovery, Business Resumption, Longer-term Recovery) and the area where the success occurred; e.g., Human Resources or Sales. Also list who identified the success; the person who identifies the success may be from a different department.
Success Description
In Which Department (or all)?
Identified by:
All Phases
Employees attitudes, selflessness and teamwork: Department managers and corporate executives were extremely supportive, patient and understanding to employees and the community, which created a better environment during the crisis, and it motivated all to continue doing their best.
All
El-Maadawy
Problem solving and initiative: Department managers are experienced supervisors with military and civilian leadership and crisis management training.
All
El-Maadawy
Quick activation of the department teams.
All
Rachel Schott
Sanitation and immediate health needs quickly addressed
ALL
Ida George
Immediate Security of the building and Occupants
ALL
Ida George
Initial Response
Removal of bulk items and clearing of work site: Team members were self-motivated, and all tools, equipment and vehicles required were in good working order.
All
El-Maadawy
Getting medical aid to employees: Associated working during the disaster immediately responded to aid injured and initiated appropriate crisis response procedures.
All
El-Maadawy
Had backup power supplies in place
All
Rachel Schott
Moving furniture to make room for injured people
ALL
Ida George
Emergency Provisions provided
ALL
Ida George
Short-term Recovery
Accurate projections of current production and manufacturing capability: By a thorough round table discussion with the production/manufacturing team (supervisors and team leaders) about the supply inventory and based on the limited number of operational machinery and equipment.
Production / Manufacturing
El-Maadawy
Ensuring the production and manufacturing were safe to operate: As soon as travel was prudent SMEs conducted a full safety and operational inspections of production and manufacturing machinery and equipment.
Production / Manufacturing
El-Maadawy
Proper reporting of employee status.
All
Rachel Schott
Generators were properly functioning
All
Ida George
Bossiness Grounds used as triage camp for FEMA (after the fact)
All
Ida George
Business Resumption
Maintaining of production and manufacturing: Delivery of supplies and shipping of finished products back to normal.
Production / Manufacturing
El-Maadawy
Ensured day-to-day operations and client support (product help-desk available and warranty honored): We maintained business continuity by continuing to provide customer services to our clients and consumers throughout crisis.
Production / Manufacturing
El-Maadawy
Pre determine emergency schedule for employees
ALL
Ida George
Account of all resources and manpower received and to be repaid
ALL
Ida George
Assessment of on-going repairs
ALL
Ida George
Photos of all Damages for Insurance
ALL
Ida George
Longer-term Recovery
EACs assessment of companys capabilities and limitations during current crisis: Previous implementation of EM/Response training (all employees) and a phased emergency disaster preparedness plan.
All
El-Maadawy
Production/Manufacturing teams assessment of our sections capabilities during current crisis: Previous implementation of a cross training plan of all production/manufacturing team (operating machinery, equipment, repair and maintenance).
Production / Manufacturing
El-Maadawy
Corroborated efforts on everyones part to clear the road for emergency personnel to respond
ALL
Ida George
Post-tornado clean-up and repairs as a whole
ALL
Ida George
Mitigation and Preparation Recommendations
What mitigation measures can be put in place to prevent or minimize problems in the future? What preparations for response and recovery need to be implemented? List the recommendations in the categories Critical, Important, or Enhancement (i.e., nice to have). Also recommend a timeframe to implement each recommendation; e.g., in the next 2 weeks, in the next 90 days.
Recommendation
Timeframe
Identified by:
Critical Activities
Create proper storm shelters in the facility.
2 weeks
Rachel Schott
Implement outsourcing contracts for production.
2 weeks
Rachel Schott
Reinforce structure where essential tools, equipment, machinery and data is located, stored and operated to withstand and severe winds and tornados.
2-3 weeks
El-Maadawy
Installation of an alternative power source (fuel, solar or wind-turbine) capable of powering the entire facility or essential sections of factory and compound.
2-3 weeks
El-Maadawy
EMERGENCY Evacuation and First Aid training for everyone
30 days
Ida George
Establish Automatic Procedures, Emergency Broadcast system and Predetermine Role Designations
30 days
Ida George
Handling of Hazardous material training
30-60 days
Ida George
Important Activities
Identify essential employees for after disasters.
2 weeks
Rachel Schott
Stockpile six months of raw materials and supplies to continue production and manufacturing and a plan to rotate stockpiled supplies.
3-6 weeks
El-Maadawy
Stockpile six months of critical components and replacement parts of production and manufacturing machinery and equipment; a plan to rotate stockpiled supplies.
3-6 weeks
El-Maadawy
Establish Emergency Co-op plans with town, business leaders and government
6 week
Ida George
After Action Report with recommendations and future proposed emergency exercises involving All stakeholders. Shares report findings
3-6 Weeks
Ida George
Establish emergency evacuation area and Communication with Command Post
2 weeks
Ida George
Help restore community and establish reimbursement plan for mutual agreement, partnership and resources
ASAP
Ida George
Enhancements
Generate discount codes for disasters.
5 weeks
Rachel Schott
Issue all employees smart phones or devices preprogrammed with apps capable of transmitting and receiving without cellular service or internet (FireChat, The Serval Project or GoTenna)
6-8 weeks
El-Maadawy
Establish alternative location to store finished products prior to the occurrence of a natural disaster; and or to continue production/manufacturing during the disaster.
8-12 weeks
El-Maadawy
Evaluation of structural material that can withstand winds up to140 miles per hour
30-60 days
Ida George
Establish Emergency Communication System
30 days
Ida George
Evaluation of automatic transfer switches for generators, multi generator solutions or micro-grid options
30-60
Ida George
Reinforcement of Safe Rooms
30 days
Ida George
References
Federal Emergency Management Agency. (2014, January 6). Business continuity plan. FEMA Media Library. Retrieved from https://www.fema.gov/media-library-data/138901998 0859-b64364cba1442b96dc4f4ad675f552e4/Business_ContinuityPlan_ 2014.pdf Located by El-Maadawy
Federal Emergency Management Agency. (2014, September 5). Prepare your organization for a tornado playbook. FEMA Media Library. Retrieved from https://www.fema.gov/media-library-data/1409936139924-14f8f593c82cf0ee0384701252b30995/prepareathon _play book_tornado_final_090418.pdf Located by El-Maadawy
Federal Emergency Management Agency. (2017, November 27). Severe wind tornado ready business toolkit. FEMA Media Library. Retrieved from https://www.fema.gov/media-library/assets/documents/152389 Located by El-Maadawy
Federal Emergency Management Agency. (2019, May 31). Wind retrofit guide for residential buildings. FEMA Media Library. Retrieved from https://www.fema.gov/media-library-data/1559310374106-f72fbdaf2b2c8b9a265287994ff333f2/FEMA804Flyer _508_052219.pdf Located by El-Maadawy
Torossian, R. (2018). What is the role of PR in crisis management? Retrieved on 23 July 2020 from https://medium.com/@RonnTorossian/what-is-the-role-of-pr-in-crisis-management-2b01b1104ae8 Located by Schott
Wolters Kluwer. (n.d.). Communicating a crisis: Creating a disaster response marketing communications plan. Retrieved on 19 July 2020 from https://www.bizfilings.com/toolkit/research-topics/marketing/communicating-a-crisis-creating-a-disaster-response-marketing-communications-plan Located by Schott
Statement Attesting to Original Work
“This paper, examination, report, or the section thereof for which I have indicated responsibility, is my own work. Any assistance I received in its preparation is acknowledged within the report or examination, in accordance with academic practice. For any data, ideas, words, diagrams, pictures, or other information from any source, quoted or not, I have cited the sources fully and completely in the text, in endnotes, or in footnotes and bibliographical entries, as required. Furthermore, I certify that the material was prepared by me specifically for this class and has not been submitted, in whole or significant part, to any other class in this university or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit this material to a professional publication, peer reviewed journal, or professional conference. In adding my name following the word ‘Signature’, I intend that this certification will have the same authority and authenticity as a document executed with my hand-written signature.”
Team Member 1: __Rachel Schott_________________________Date: ___25 July 2020__
Team Member 2: __Waiel El-Maadawy_____________________Date: ___26 July 2020__
Team Member 3: __Ida George ___________________________Date: ___31 July 2020___
Team Member 4: __________________________ ____________Date ______________
Team Member 5: ______________________________________ Date ______________
Notes:
* The entire group may present a multi-signature attestation.
* Submit this only with your individual copy of the assignment. Do not include this statement on the report posted to the public discussion forum.
PAGE
11 HSMN 630 Study Group ALPHA TORANDO TEAM
Part 1: Disaster Response
Introduction
Team Members:
Department Name
Manager Name
Production / Manufacturing
Waiel El-Maadawy
Ida George
Information Technology / Telecommunications
Taondria Foster
Administration (Human Resources, Finance)
Lina Hassan
Communications / PR; Sales and Marketing
Rachel Scott
TIP: Color-coding each persons contribution can help identify contributions as the group works on the project.
Assumptions: Itemize key or major assumptions about the organization, its business, and its pre-disaster preparations. Do not simply repeat facts given in the Part 1 descriptions. Rather, assumptions should reflect conditions such as preparation and mitigations or conditions that affect response or recovery.
Assumption
Identified by
Building Structure
George
Hazardous Chemicals-How will it affect surrounding areas?
PPEs/AEDs/Medical supplies and kits
Other variables ex. Trees/Cars/Awning/Shrubbery/Patio Furniture
Safety Rooms/ Disabled
Additional Resources/Supplies
What type of Incident? Type 3?
Unable to Initiate Essential Personnel Callout
El-Maadawy
Unable to Obtain Employee Complete Accountability
Unable to Immediately Response to Site to Identify and Support to Injured Employees
Unable to Initiate Support and Notification of Employee Deaths
Unable to Initiate Damage Assessment of Production/Manufacturing Equipment
Unable to Assess EPA Hazards from Damaged Production/Manufacturing Equipment
Unable to Initiate Inventory of Completed Products and Estimate 50% Loss
Unable Assess Status of Power Supply/Back-up Generators and Estimate None Exist Currently
Unable to Initiate Inventory of Spare Parts and Estimate 50% Loss
Unable to Initiate Inventory of Raw Materials for Production Manufacturing and Estimate 50% Loss
Unable to Initiate Assessment of Minimum Number of Employees to Safely Operate Production/Manufacturing Equipment and Estimate 20% Staffing
No Supply Chains are Available to Continue/Maintain Production/Manufacturing and Estimate Sustainment of 50% Production without Resupply
Initial Response
(5 p.m. Tuesday until 6 a.m. Wednesday)
The list of decisions to be escalated is presented first, to ensure visibility; it does not need to be completed first. Each manager also has a table to fill out describing critical activities and resources.
Decisions that the Chief Executive Needs to Make (Initial Response)
As a group, propose some decisions that the companys chief executive needs to make (decisions that are above your pay grade or to resolve conflicting ideas). List major, executive-level decisions only and prioritize them. Briefly explain the basis or rationale for the decision you seek and the objectives or, if it is denied, the consequences.
Someconsiderations used indetermining priorities include:
Decisions Needed
Identified by:
Decision needed: Evacuation/Shelter in place
Essential Personnel Notifications and Employee Callout
What objective the decision would achieve: Life-threatening situations
Employee Accountability
Consequence of failure to decide or act: Death/Injuries
Lessen Liability, Initiate Medical/Emergency Response and Identify Employee or Unknown Persons Loss of Life or Injuries
George
El-Maadawy
Decision needed: Hazard Mitigation Strategy/Resources Needed for containment
Whether or Not to Conduct Business
What objective the decision would achieve: High damage potential
Assess Companys Capability to Continue Operations
Consequence of failure to decide or act: Environmental impact
Economic Sustainment of Company and Community
Decision needed: Incident Command Center location/Personnel Accountability/ Camps/Situational Awareness
Ability to Control Power
What objective the decision would achieve: Multiagency Coordination Group/ what does the public need to know
Shut Down Potentially Dangerous/Hazardous Equipment/Machinery
Consequence of failure to decide or act: Threat to property
Avoid Further Damage to Production/Manufacturing Equipment, Employees, First-Responders and Community
Decision needed: Primary Functions/Communications/Resources
Allocate/Reallocate Resources to Community Response
What objective the decision would achieve: Security
Improve Community Resilience
Consequence of failure to decide or act: Economic impact/Security
Loss of Public Support due to Lack of Corporate Responsibility
Production / Manufacturing El-Maadawy
Additional Contributions:
A. Explain your critical activities, including any internal collaboration and external contacts you need to make:
Coordinate with other Department Managers and Establish Chain of Command
Engage with Local and Tribal Community Emergency Response Team (CERT)
Initiate New Disaster Incident Work Schedule
Coordinate with Community Response Units to Support in Recovery Efforts
Identify and Allocate Resources the Community Needs
Identify, Acquire or Replace New or Additional Safety Equipment
Identify, Acquire or Replace Mission Critical Tools, Gear and Equipment
Coordinate with Department Managers that Physical and Cyber Security Measures are in place to ensure the protection of tangible and intangible assets
B. List the resources you need (people, equipment, materials/supplies, information):
People / Organizations Needed
City Mayor/Elected Officials
State/Local Emergency Management Office
First-Responder Entities
Local/Regional FEMA Representative
National Guard/Reserve Units
Community Activists/Religious Leaders
Local Hospital Healthcare Provider
Red Cross
Salvation Army
Citizen Corps Councils
Local and tribal Community Emergency Response Team (CERT)
Other Business Owners and Community Stake Holders
Equipment and/or Materials and Supplies Needed
Logistical/Life Support for Extended Operations on Disaster Site
Additional/Temporary Manpower
Power Generators
Transportation
Portable Bathrooms
Catering Services
Security
Spare Parts, Tools and Supplies to Operate Production/Manufacturing Machinery
Raw Materials to Continue Production/Manufacturing
Tables, Chairs, Cots and Bedding for Rest Area
Chemical Waste Storage/Disposal Containers
Information Needed
Additional or Secondary Hazards
Weather Forecasts (Current and Surrounding Disaster Location)
Damage Assessments by Department
Production/Manufacturing Employee Accountability
Status of Businesses of Interest
Status of Suppliers
Road Conditions
Electric/Power Company Availability
Telecommunication Services
Public Works and other Critical Infrastructure
Facilities / Physical Plant George
Additional Contributions:
A. Explain your critical activities, including any internal collaboration and external contacts you need to make:
Utilities failure (Human Services #of people to evacuate)
Structure damage – Will the building withstand a tornado
Safest place in the building
Hazardous Materials/Chemical spills – State Hazard Mitigation Officer or a FEMA Hazard Mitigation, at the Joint Field Office (JFO)
B. List the resources you need (people, equipment, materials/supplies, information):
People / Organizations Needed
Incident personnel should work with IT and security experts to incorporate data, network, and systems protection best practices into incident communications and data sharing
Police/Fire, local building officials, Engineers, EPA
licensed professionals qualified to perform structural repair or structural mitigation work
Equipment and/or Materials and Supplies Needed
Flashlights/Emergency Kits/Generator/AEDs
PPEs/fresh water
Information Needed
IT and Telecom Foster
Additional Contributions:
A. Explain your critical activities, including any internal collaboration and external contacts you need to make:
B. List the resources you need (people, equipment, materials/supplies, information):
People / Organizations Needed
Equipment and/or Materials and Supplies Needed
Information Needed
Administration (Human Resources and Finance) Lina Hassan
Additional Contributions:
A. Explain your critical activities, including any internal collaboration and external contacts you need to make. Be sure to account for both Human Resources and Finance.
B. List the resources you need (people, equipment, materials/supplies, information):
People / Organizations Needed
Equipment and/or Materials and Supplies Needed
Information Needed
Communications / PR and Sales and Marketing Scott
Additional Contributions:
A. Explain your critical activities, including any internal collaboration and external contacts you need to make. Be sure to account for both Public Relations and for Sales and Marketing.
B. List the resources you need (people, equipment, materials/supplies, information):
People / Organizations Needed
Equipment and/or Materials and Supplies Needed
Information Needed
Delegations of Authority: CEO, Communications / PR; Sales and Marketing, Information Technology / Telecommunications, Administration (Human Resources, Finance), Facilities / Physical Plant, and Production / Manufacturing
Short-Term Recovery
(6 a.m. Wednesday through noon on Sunday)
The list of decisions to be escalated is presented first, to ensure visibility; it does not need to be completed first. Each manager also has a table to fill out describing critical activities and resources.
Decisions that the Chief Executive Needs to Make (Short-Term Recovery)
As a group, propose some decisions that the companys chief executive needs to make (decisions that are above your pay grade or to resolve conflicting ideas). List major, executive-level decisions only and prioritize them. Briefly explain the basis or rationale for the decision you seek and the objectives or, if it is denied, the consequences.
Decisions Needed
Identified by:
Decision needed: Resources Needed to Continue Operations
What objective the decision would achieve: Resilience/Getting Our Business and Community Back to Normal
Consequence of failure to decide or act: Economic Hardship on Business and Community
El-Maadawy
Decision needed: Disaster Work Schedule
What objective the decision would achieve: Minimum Staffing of Critical Positions
Consequence of failure to decide or act: Increase in Casualties/Further Decrease in Productivity
Decision needed: Communications/Telecommunications Networks
What objective the decision would achieve: Operational Ability Identify What is Needed to Make/Ensure Comms Networks are Operational and Sustainable
Consequence of failure to decide or act: Hinders Recovery Efforts/Inability to Conduct Business and Prot
