Pre-Pandemic Planning:

An overview of current projects and service offerings

Geary W. Sikich
Principal, Logical Management Systems, Corp.
www.logicalmanagement.com
gsikich@logicalmanagement.com
or
g.sikich@att.net

Telephone: (219) 922-7718

Copyright 2008, 2009, Logical Management Systems, Corp., all right

Overview of Current Projects/Engagements
 Risk – Threat Assessment for a major healthcare insurance firm

 Pandemic Issues and Planning Recommendations for a Midwest based

insurance and annuity provider

 Tabletop exercises for Office of Emergency Management, St. Clair, Michigan

 Tabletop exercises for a New York City based global financial services firm

 Advisory services to Great Lakes Partnership, a not for profit association of

manufacturing firms throughout the Great Lakes states

 Luncheon series sponsored by the Union League Club of Chicago on

pandemic planning and economic consequences of a pandemic

 Moderator for pandemic planning panel at SecureWorld Expo – Chicago May

2006

 Development programs with Toronto based human resource law firm

 Development programs with Hong Kong based integrated law firm

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Recent Articles/Presentations
The Economic Consequences of a Pandemic; Discover Financial Services BCP Summit,
September 2005.
The Economic Consequences of a Pandemic; Continuity Central, October 2005.
Sikich Geary W., Stagl, John M., "The Economic Consequences of a Pandemic", Discover
Financial Services, 2005.
Sikich Geary W., “A new planning paradigm: Economic Consequences of a Pandemic,”
Disaster Resource Guide, October 2005.
Sikich Geary W., “A new planning paradigm: Economic Consequences of a Pandemic,”
Continuity Forum, October 2005.
Sikich, Geary W., Stagl, John M., “Are we missing the point of pandemic planning?”;
Continuity Central, December 2005.
Sikich, Geary W. “Economic Consequences of a Pandemic”; Emergency Corps Conference,
February 2006.
Sikich, Geary W., Stagl, John M., “Are we missing the point of pandemic planning?” Big-Med,
February 2006.
Sikich, Geary W., “Before the Pandemic: Planning for Business Continuity”; Contingencies,
March/April 2007, American Academy of Actuaries, Vol. 19, Issue 2, 2007
Sikich, Geary W., “At the Eleventh Hour – coordination of government and industrial
activities, 10th international conference, Present and Future of Crisis Management 2007 26
– 27, Nov 2007, Prague, The Czech Republic
Sikich, Geary W., “Protecting Your Business in a Pandemic: Plans, Tools and Advice for
Maintaining Business Continuity;” Praeger (Greenwood) Publishing
Sikich, Geary W., Stagl, John, M., “Pandemic: The Second Wave;” World Conference on
Disaster Management (WCDM), Toronto, Canada, June 2008
Sikich, Geary W., “Pandemic: The Second Wave;” The International Emergency
Management Society conference, Prague, The Czech Republic, June 2008
Sikich, Geary W., “Pandemic: How Unprepared are We?;” John Liner Review, Vol. 22, No. 2,
Summer 2008
Sikich, Geary W., NewFields 7th Annual Bird Flu Summit - “Perspectives and Updates on
Pandemic Influenza from Across the Globe”
Sikich, Geary W., ASSE Kuwait Chapter - "Pandemic the Second Wave - How Unprepared are
We?"
Sikich, Geary W., World Conference on Disaster Management - "Enterprise Risk
Management" Toronto, Canada 21 June 2009 Copyright 2008, 2009, Logical Management Systems, Corp., all right
Strategic Readiness Assessment
Today you cannot merely think about the plannable or plan for the unthinkable,
you must learn to think about the unplannable. It’s all about getting enough bits
and pieces in place so as to transform chaos into recognizable patterns - because
decision-makers need to know what questions to ask.
LMS’ Strategic Readiness Assessment examines your organization’s state of
readiness. Nine Essential Elements of Analysis for integrated continuity need to
be assessed in a thorough audit.
Vulnerability Identification and Control

Continuity Strategy and Approach

Organization: Roles, Responsibility, Structure

Documentation: Policy, Plans, Procedures

Resource Development

Continuity Maintenance

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Risk – Threat Assessment
The implications associated with a disruptive event are extensive, far-
reaching, unpredictable and consequently can be easily overlooked
when developing strategic plans and continuity plans. Because of the
speed that events, such as, a pandemic could spread globally, reaction
time (i.e., reactive planning) will be almost non-existent.

Risk – threat assessment focusing on eight essential areas of analysis:

Management – Leadership

Human Resources – Staffing

Operations – Services, Products, Demand for Products/Services

Planning – Strategic, Grand Tactical and Tactical

Logistics – Fixed Assets, Maintaining Operational Levels

Finance – Fixed Costs, Cash Reserves

Administration – Internal Support Services, External Outsourced Services

Infrastructure – Internal, External

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Continuity of Operations Planning
Continuity of operations is a measure of an organization's ability to
maintain their continuum of services/product capacity in the face of
uncertainty.

Key Components:

Risk – Threat Assessment

Strategic Readiness Assessment

Business Continuity

Pandemic Preparedness Documentation:

 Strategy – Corporate Level (meeting goals

& objectives)
 Guidelines – Aligned to Federal, WHO and
CDC guidance
 Business Unit/Divisional Plans
 Departmental Continuity of Operations
Procedures
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Surge Capacity Planning
Surge capacity is a measure of an organization's ability to rapidly expand
beyond normal services to meet the increased demand for qualified
personnel, products, services, information and resources.

Key Components:

Risk – Threat Assessment

Supply Chain Continuity

Strategic Readiness Assessment

Surge Capacity Plan

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Surge Capacity Planning

Surge capacity analysis:

Determination of stress points and report on options

Surge capacity plan development consisting of:

Inbound and/or outbound surge capacity.

Staff support requirements.

Logistical/resource requirements.

Operational resilience parameters.

Integration of strategy and continuity concepts across entire plan.

Facilitation of workgroups assigned to refining surge capacity plan.

Development of training and exercise program based on surge capacity plan.

Training staff based on revised plan.

Custom services as outlined by the organization.

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Supply Chain Continuity
Assuring your supply chain is resilient is a critical success factor today. Your
organization must understand the threats, risks, hazards and vulnerabilities that
can affect your supply chain.
Mapping – utilizing LMSCARVERtm a touchpoint analysis is also
performed to identify critical nodes within the supply chain.
Evaluation – touchpoints are assessed providing metrics to prioritize
supply chain continuity initiatives.
Management – controls are assessed and gaps identified;
recommendations for improvements are provided.
Continuity Plans – to assure continuity of operations and resilience of
your supply chain plans are developed to supplement existing continuity
plans.
Monitoring and reporting – an effective system is established to ensure
that continuity plans can be activated with sufficient time. Pre-agreed
trigger points need to be identified objectively.
Supplier audit – implementing a vendor capabilities questionnaire and
audit process facilitates an in depth assessment of key and critical
vendors and exposures.

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Proof of Concept – Effective Drills & Exercises

Are you prepared to manage your crisis?

Business Disruption Simulations

Interactive simulations for business and industry can be custom-fitted

to your organization. Our highly successful formats for Executive
Decision-Makers, Business Unit Leaders, Facility Management and
Response Personnel guide clients desiring to validate and enhance
plans and capabilities.

Are you creating false positives?

“Because we are asking the wrong questions
precisely, we are getting the wrong answers precisely;
and as a result we are creating false positives.”
Geary W. Sikich, 2003

Management Solutions - because decision-makers need to know what questions to ask

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Simulations Designed to Evaluate Capabilities
We work closely with you to develop a structured program designed to fit your
needs and complement your plan and capabilities. Our documentation package
helps you track performance, chronicle capabilities and regulatory requirements.
Design/Develop – Our process includes, but is not limited to:
Select a Design Team
Establish basic drill/exercise parameters
Determine Objectives and Scope
Determine Activity Focus and Format
Determine Simulation and Activity Levels
Determine Means of Assessment
Establish a Work plan and Schedule
Determine Resource Requirements
Secure Approval of Management
Participant and Exercise Organization Training
Scenario Development
General Management and Administration
Secure Approval by Management

Conduct/Evaluate – Conduct and evaluation of simulation activity consists of:

Initiating Activity
Simulation
Controlling the Activity
Data Collection
Terminating Activity
Data Collection and Analysis
Documentation and Presentation of Findings
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Simulations Designed to Evaluate Capabilities
We classify our offerings into four major categories:

Orientation/Walkthrough
Tabletop/Mini-Drills
Functional Exercises
Full-Scale Exercise

Each proficiency category requires different resources and skills. Some require
minimal preparation and are simple to execute, others are more complex,
involving greater efforts and resources. Each provides its own benefits.
ADVANTAGES YOU WILL REALIZE:
Team Building
Evaluation of Performance
Identification of Weaknesses
Identification and Tracking of Resources
Effective Crisis Management Programs
Documentation of Compliance Initiatives
Savings in Time, Money and Energy

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Description

A pandemic is an epidemic that covers

a huge swath of the country or even
the world. And it's just as scary as it
sounds: For example, it's estimated
that up to a third of the U.S. population
could fall ill in an Avian flu pandemic,
costing the U.S. economy alone up to
$675 billion. Worse, pandemics shatter
lives and businesses and tend to rock
society to its foundations. But
humanity has been through pandemics
before. As disaster-management and
business-continuity expert Geary Sikich
shows in this book, there are ways to
make the best of a bad situation. These
methods improve the chance that
businesses remain resilient, and people
healthy, employed, and productive--
even in the darkest days of an
international disaster.

List Price: $44.95

To order visit:
www.greenwood.com

or call: 1-800-225-5800
Copyright 2008, 2009, Logical Management Systems, Corp., all right