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The Crisis Decision-Making Process

Welcome to the 21st Century

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The Crisis Decision-Making Process

The current FEMA Decision-Making process (or Problem Solving) lacks many shortcomings. There process is an approach most found within the academia world, which is not in any sort a crisis problem solving process.

The Crisis Decision-Making Process (CDMP) we will be discussing is a true and tested process, modified from the Military Decision-Making process which has been successful for over 200 years.

NOTES: Some mentioned terms may not be as labeled within FEMA or by some EM Commissioners / Directors.

“It’s Time for Change, It’s Time for Real Progress”

Special Staff

Multiple sections, Plans, one member of Operations and other single members selected by the Crisis team required for a successful response, i..e.., Public Affairs, Logistics, Transportation, etc… - Plans is the lead for this team.

Planners are always planning 12/24 hrs out, Ops execute and monitors those plans.

Coordinating Staff

Members designated by of the Crisis Team to coordinate dedicated resources. This is usually members of the Operations section assisted by others members bringing in resources. - Operations is the lead for this team.

Crisis Team (Principle Staff)

Commissioners, special advisors and any other individual the Mayor, or Crisis team feels is necessary. - The EM Commissioner is usually the lead for this team, the Mayor may decide to designate another dependent on the ground situation.

The Political Decision Maker … The Mayor

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The Crisis Decision-Making Process

The Crisis Decision-Making Process (CDMP) is a very effective, speedy, disciplined and clear process. The complete process should not take more than 20 minutes.

The Mayor has three staff’s; Crisis Team (Principle Staff), Special Staff (Ops/Plans) & Coordinating Staff (Resource). The Special Staff (Ops/Plans) prepares & validates a minimum of two Course of Actions (2 different ways to respond), then brief’s the Mayor & Principle Staff members for approval.

The Mayor and Principle staff may make changes as needed or even discard these recommendations. Once the Mayor makes his / her final decision, the Order/Task is given to the Coordinating Staff to be verbally executed.

If pressed for time, the Mayor with the Principle Staff can initiate direct orders/tasks to the Special Staff for execution, or the Coordinating Staff have advice them just to plan for one COA.

NOTE: Good decisions = Situation Awareness = Being informed every 30 minutes

Achieving Situational Awareness

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Alert(OPNS / PLANS) Gather

New Information(15-30 Minutes)

(OPNS) Automatically InitiateResponse Plan

# 1234

(PLANS) Course of Action(s) Development, Comparison

and Validation

ISSUE VFRO ORDERS

CONTINUE PLANNING

ISSUE VFRO ORDERS

CONTINUE PLANNING

(PLANS) Issue Verbal Fragmentary Response Order (VFRO)

(PLANS) CONTINUE PLANNINGSend VFRO Orders As Needed

(PLANS) COA Briefing / Change / Approval

Planning Teams Relationship with the Mayor and Crisis Team

Special Staff / Planning Team is comprised of members from each department supporting response efforts. The team is lead by the lead Planning Officer.

Planning team restrictions: Resources

The Planning team has a close and direct relationship with the Mayor and the Crisis team. Planning is a continues 24 hours process.