Emergency Management Advisory Council

1
Emergency Management Advisory Council

• October 5, 2007

2
AGENDA

• Introductions
• Information
• UCOP EM Survey2
• UCOP EM Annual Meeting
• EM Principles2
• UCOP Security Taskforce
• W.A.R.N.
• Chancellors Charge Letter2
• Smart Site Working Groups
• Roundtable
• Notes and Next Meeting

3
Information

• Annual UCOP EM Survey
• UCOP EM Annual Meeting
• November 8th and 9th
• 8 am-5 pm
• UC Davis EOC

4
Information

• Emergency Management Principles
• UCOP Security Taskforce Report

5
W.A.R.N.

• Demonstration
• http//www.warncommand.com
• Chancellors Charge Letter
• Smart Site Working Groups
• http//smartsite.ucdavis.edu

6

• Roundtable

7

• Notes and documents on EMAC web page
• http//emac.ucdavis.edu
• Quarterly meetings in 2008
• January 11th
• April 11th
• July 11th
• Oct 10th
• NEXT MEETING
• Friday, January 11th, 1230-200 EOC

8
Botterells Laws of Emergency Management

• 1 "Stress Makes You Stupid"
• It's easy to design a system that works well
  when things are calm. It's harder to design one
  folks can use effectively when they're
  stressed-out and exhausted. Under stress, humans
  exhibit a kind of psychological tunnel vision...
  their span of attention becomes constricted and
  they tend to rely on familiar tools and methods.
  Keep it simple, sweetheart.

9
Botterells Laws of Emergency Management

• 2 "The Problem Is At The Input"
• Most system designs are based on assumptions of
  input. Given a warning message, how will we
  disseminate it? or Given a set of data points,
  how will we map them? Most of our systems are
  reasonably well designed, so when they fail to
  perform as expected it's usually because reality
  didn't conform to those assumptions nobody
  decided to send a warning, the data weren't
  available, and so on. Examine assumptions. Then
  examine the assumptions behind the assumptions.

10
Botterells Laws of Emergency Management

• 3 "No Matter Who You Train In Advance, Somebody
  Else Will Show Up"
• Another reason to keep things simple. Systems
  that are either intuitive or familiar will be
  much more effective than ones that require
  specialized training. And just-in-time training
  tools need to be integral elements of any system
  more complicated than a wristwatch (and come to
  think of it, for many wristwatches, too.)
• (Note that "simple" doesn't necessarily mean
  "low-tech." The best use of technology is to
  make complicated things simpler. The worst use
  is to make simple things elaborate.)

11
Botterells Laws of Emergency Management

• 4) Expectation Is Reality
• It's not just that perception is reality. It's
  also that people have a strong tendency to
  perceive what they already expect. The real
  problem isn't that a system performs badly, but
  that it performs worse than expected. (Which is
  why so many lame systems survive... they don't
  need to be good, they only need to be no worse
  than expected.) Don't overpromise. And don't
  sabotage yourself by creating expectations of
  failure, either.