High River Recovery Toolkit 2 - Recovery Organization
- 1. Municipal Recovery Plan Toolkit Training Module #2 RECOVERY ORGANIZATION
- 2. • Understand your community’s risk profile in order to design an effective disaster recovery organization • Employ a deliberate, thoughtful approach to organizational design that reflects your community’s strengths and weaknesses with regard to human capital • Establish the recovery team, build relationships, and train in advance of the need INTRODUCTION
- 3. To provide elected officials and key municipal leaders within the Province of Alberta relevant information; enabling them to consider, decide, create, and employ an effective recovery organization that supports a disaster recovery plan for their community. INTENT
- 4. To understand the following: • The differences between a theoretical recovery organization designed to support a PDR ConPlan and that of a recovery organization tailored to a disaster-specific recovery plan (DSRP) • The relative roles and interplay of elected officials, public servants, residents, NGOs, and stakeholders DESIRED OUTCOMES
- 5. • The factors that affect the type of recovery organization suited to a municipality’s circumstances • The broad choices for design of a recovery organization • The tasks, skills, and knowledge relevant to key positions within a recovery organization • The relationships between a municipal recovery organization and the numerous stakeholders DESIRED OUTCOMES
- 7. • Overview — Guide #2: The Recovery Organization • Information Requirements • Participants’ Advice & Opinions • Summary AGENDA
- 9. • Recovery Stakeholders • Networked Power • Pre-Disaster Recovery Organization • Lifecycle of a Recovery Organization • Recovery Organization Models • Design Approach • Supporting Organizational Design Tools OVERVIEW – GUIDE #2
- 10. STAKEHOLDE RS
- 11. RECOVERY STAKEHOLDERS (BROAD-BASED) • Government of Canada • Public Safety Canada and FPT Governance • Task Force Model • First Nations and Métis • Government of Alberta • The Media
- 12. RECOVERY STAKEHOLDERS (COMMUNITY LEVEL) • Elected Officials • Committees of Council • Residents • Business Community • Educational Institutions • Non-Government Organizations • Non-Profit and Voluntary Sectors • Advisory Committees
- 13. NETWORK POWER Emergency Management Stakeholder Relationship Figure 2: Power Relationships Among Emergency Management Stakeholder (modified), Federal Emergency Management Agency, 2017.
- 15. PRE-DISASTER RECOVERY ORGANIZATION • Best fit based on pre-disaster analysis and design • Modified to fit an actual disaster (scale matters)
- 16. LIFECYCLE OF A RECOVERY ORGANIZATION • Plan activation and mobilization • Growth • Steady state • Transitions • End-state
- 17. DESIGN APPROACH
- 18. ORGANIZATIONAL DESIGN CONSIDERATIONS • The need to protect the personnel delivering business continuity plans for the municipal government • The potential impact on critical infrastructure that could affect the organization’s effectiveness • The potential impact on elected officials, public service, and any private sector personnel from the actual disaster For full list of organizational design considerations, go to Appendix 5 (Page 31) of Guide 2: Recovery Organization in the Municipal Recovery Plan Toolkit
- 20. Reprioritization of effort, time, and monies to complete the newly identified recovery projects and tasks with no change in government structure. It implies that: “BUSINESS AS USUAL” MODEL • A relatively limited recovery operation is needed • The existing municipal organization has standing surplus capacity • Some existing programs and/or services are not needed within a business and can be eliminated
- 21. “INICIDENT COMMAND SYSTEM” MODEL Figure 4: ICS Based Recovery Organization (Government of British Columbia, 2016)
- 22. INICIDENT COMMAND SYSTEM • Predicated on relatively short planning cycles • Less inclusive decision-making construct • Limited interaction with elected officials • Lacks a broader long-term governmental policy analysis capacity • Not considered ideally suited for complex, lengthy disaster recovery operations
- 23. “KEY ACTION AREAS” MODEL Figure 5: Recovery Organization – Key Action Areas (NOR-EX Engineering Ltd., 2017)
- 24. KEY ACTION AREAS • Key action areas represent logical groupings of tasks and projects identified during planning • Key action areas are not prescriptive and change based on the impact of a specific disaster • Supports delivery of a complex recovery operation • Requires additional resources beyond what is typically available on a standing basis at the municipal level
- 25. SUPPORTING DESIGN TOOLS • All Hazards Risk Assessment • Tasks and Functions • Human Capital Inventory • Organizational Analysis and Design • Disaster Specific Recovery Organization Refer to the Municipal Recovery Toolkit Guide #2 Appendix 2 to access Process Flow design tools.
- 27. INFORMATION REQUIREMENTS 1) Input to Recovery Stakeholder Mapping: Pre-Disaster 2) Input to Organizational Design Tool 3) Input to NGO Coordination Matrix
- 28. IR #1 – RECOVERY STAKEHOLDER MAPPING • IR #1: Input for recovery stakeholder mapping will be drawn from the assembled personnel to support follow-on drafting of the PDR Contingency Plan • Review: Appendix 7 of Guide #2 • Advice & Opinions: Subgroup dialogue and plenary feedback Method: Plenary Discussion Use Internet; Handouts
- 29. IR #2 – ORG DESIGN TOOL • IR #2: Input will be gathered using the organizational design tool from the assembled personnel to inform follow-on drafting of the PDR Contingency Plan • Review: Appendix 4 of Guide #2 • Advice & Opinions: Subgroup dialogue and plenary feedback Method: Plenary Discussion Use Internet; Handouts
- 30. IR #3 – NGO COORDINATION MATRIX • IR #3: Input will be gathered using the NGO Coordination Matrix tool from the assembled personnel to inform follow-on drafting of the PDR Contingency Plan • Review: Appendix 8 of Guide #2 • Advice & Opinions: Subgroup dialogue and plenary feedback Method: Plenary Discussion Use Internet; Handouts
- 31. SUMMARY • No harm is done to personnel • Response effectively transitions to recovery • Business as usual is not compromised • The government’s social contract remains intact • Community recovers in-line with the selected metrics • Increased resiliency (think all-hazards and opportunities) • Community pride and spirit are intact
- 32. Dana Woodworth, woodworthd@ae.ca Brian MacGillivray, macgillivrayb@ae.ca QUESTIONS & CONTACT INFORMATION
Editor's Notes
- Intent. The intent of this municipal recovery guide is to introduce and define recovery frameworks, recovery planning, and decision-support tools to enable municipal elected officials, public servants, and key stakeholders in the drafting of a community-specific, all hazards pre-disaster recovery contingency plan.
- Intent. The intent of this municipal recovery guide is to provide elected officials and key municipal leaders within the Province of Alberta relevant information; enabling them to consider, decide, create, and employ an effective recovery organization that supports a disaster recovery plan for their community.
- Desired Outcomes. Readers of Guide #2 will understand the following: The differences between a theoretical recovery organization designed to support a PDR ConPlan and that of a recovery organization tailored to support a disaster-specific recovery plan (DSRP) which is flexed or tailored from the PDR ConPlan during the response phase The relative roles and interplay of elected officials, public servants, residents, NGOs, and stakeholders
- The factors that affect the type of recovery organization suited to a municipality’s circumstances The broad choices for design of a recovery organization The tasks, skills, and knowledge relevant to key positions within a recovery organization The relationships between a municipal recovery organization and the numerous stakeholders including: Elected Officials Committees of Council Advisory committees Municipal employees Provincial employees
- Readers will be able to: Consider and design a supporting municipal disaster recovery organization that reflects the context of their community as part of the drafting of a PDR ConPlan Review a draft municipal DSRP during the response phase of a disaster, noting the specific functional needs Design an effective recovery organization that will commence delivery of a DSRP within the context of their jurisdiction
- A BROAD UNDERSTANDING OF THE STAKEHOLDERS INVOLVED IN DISASTER RECOVERY IS USEFUL WHEN CONSIDERING HOW BEST TO INCORPORATE OR INTEGRATE THEIR EFFORTS INTO THE OVERALL RECOVERY EFFORT.
- Recovery is complex. It can entail hundreds of stakeholders pursuing similar, or conversely, different objectives. It lacks a formal hierarchical decision-making model that encompasses all stakeholders. The environment is not typified by a well-defined binary world of yes or no, black or white, on or off. Rather your recovery organization will be assisted, influenced, aided, pushed, pulled, and even stopped from pursuing objectives by power that is often unknown by them.
- The starting point in recovery organizational design is an all-hazards community-level risk assessment. This should be followed by identification of anticipated tasks for the recovery organization from scenario and contingency planning in the event of a PDR ConPlan and from an assessment of actual damage in the event of a DSRP. It should incorporate known strengths and weaknesses at the municipal level derived from a reflective, assessment tool. It should be linked to thoughtful analysis of relevant organizational design factors.
- The front end of disaster recovery typically requires a larger, more diverse recovery organization than that remaining over the span of several years. You should expect and plan to: Decrease the size of the recovery organization over time When appropriate based on: An assessment of the recovery progress to date Recovery progress remaining Ongoing BAU workload Funding levels Risk associated with change Integrate the processes and personnel into the BAU government structure (note: only required if the recovery model is unique from the status quo delivery of programs and services) Eventually dissolve the recovery organization in its entirety
- NEW IMAGE?
- Although, seemingly simple to adopt, this recovery model may downplay or fail to recognize what is different in a community post-disaster. The business as usual government model may default to planning, prioritization, and decision making that is unaligned with the consequences of the disaster.
- The Incident Command System is a codified, established means of assessing risk, identifying objectives, building a team, and managing an emergency primarily within the response phase of emergency management. This recovery organizational model is predicated on relatively short planning cycles, a less inclusive decision-making construct, limited interaction with elected officials, and the lack of a broader long-term governmental policy analysis capacity. It is not considered ideally suited for complex, lengthy disaster recovery operations.
- The Incident Command System is a codified, established means of assessing risk, identifying objectives, building a team, and managing an emergency primarily within the response phase of emergency management. This recovery organizational model is predicated on relatively short planning cycles, a less inclusive decision-making construct, limited interaction with elected officials, and the lack of a broader long-term governmental policy analysis capacity. It is not considered ideally suited for complex, lengthy disaster recovery operations.
- In addition to providing an overview of the learnings from this guide, the intent is to extract the community representative’s advice and opinions that supports the developing of the community specific, pre-disaster recovery plan. This session is designed to draw advice or opinions for the following information requirements: What is the strategic vision from the Municipal leadership? The community’s long-term vision (10 – 20 years)? What does the community want to look like in the future? Are the various extant municipal guidance to pre-disaster recovery plan development valid? Municipal Strategic Plan, HRVA, & MEMP.
- Long-term disaster recovery is demanding work. It entails tight timelines for delivery of policy advice, support to residents, and completion of major projects. It lacks role clarity, is rarely a repeat work experience for those delivering, and requires the ability to decide in the absence of perfect information. Notwithstanding, it can be a gratifying experience. Helping those impacted by a disaster reinforces the humanity and compassion resident in communities. It allows for healing at the personal and community level and, in many instances, generates new, enduring friendships.