How to Avoid Anxiety During Emergency IncidentsHow to Avoid Anxiety During Emergency Incidents

Robert Chandler, Ph.D.Director of the Nicholson School, University of Central Florida

Gaylene KellyGaylene KellySr. Director Product Management, Everbridge

About EverbridgeAbout Everbridgegg

Everbridge provides leading interactive communication and mass notification solutions that increase connectivity with key audiences, automate communications processes, and improve the efficiency of daily operations.

Locations North America: Los Angeles, Boston; Europe & Asia

Business Focus On-demand delivery of incident communication and management solutions

Delivery Scale Over 100 million+ messages per year

Infrastructure Elastic infrastructure model supported by multiple top-tier data centers d d l ti t 100% d dand dual operations centers, 100% redundancy

Customers 1,000+ organizations; used in 106 countries, serving 30m+ individuals

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AgendaAgendaAgenda

Part 1: Presentation

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• Prepare for conditions that exacerbate stress during and immediately after incidents

• Integrate best practices into emergency planningg p g y p g• Manage hyper-stress for emergency communication responders

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Bracing for the 2010 Hurricane SeasonHow to Avoid Anxiety During

D R b t Ch dl

How to Avoid Anxiety During Emergency Incidents

Dr. Robert ChandlerUniversity of Central Florida

IntroductionIntroduction

I iti l d d t l l f h i lInitial and moderate levels of physical and psychological pressures of emergency situations can make incident management professionals more attentive, energized, motivated, and focusedand focused.

What is HyperWhat is Hyper--Stress?Stress?ypyp

• Beyond certain optimal threshold levels, too much stressBeyond certain optimal threshold levels, too much stress from emergency contexts can create dysfunctional physical and mental impacts

• This is known as hyperhyper--stressstress

Psychological Impact of HyperPsychological Impact of Hyper--StressStressPsychological Impact of HyperPsychological Impact of Hyper StressStress

Most significant repercussions of hyper-stress include:Most significant repercussions of hyper stress include:

Impact on cognitive capabilities

Impact on decision making

AgendaAgenda

This presentation will summarize:

AgendaAgenda

The physical and psychological impacts of emergency and crisisimpacts of emergency and crisis contexts

Identify many of the hyper-stress induced diminished cognitive abilities

How incident management How incident management professionals can prepare for hyper-stress situations

Why Does This Happen: Why Does This Happen: ResponsesResponses to Stressorsto StressorsResponsesResponses to Stressorsto Stressors

• Not everyone reacts to specific stressors in the same wayNot everyone reacts to specific stressors in the same way

• The most common physical effects of stress are the same in most people

Why Does This Happen: Why Does This Happen: “Fight“Fight or Flight”or Flight” MechanismMechanismFight Fight or Flight or Flight MechanismMechanism

Basic hardwiring to deal with urgent emergencyBasic hardwiring to deal with urgent, emergency situations by either fighting or running away

Incident Management ProfessionalsIncident Management Professionalsgg

In most instances, incident management professionals will have had the necessary training and preparation to manage communications related to emergency and non-emergency situationssituations.

Incident Management Professionals/ TeamsIncident Management Professionals/ Teamsgg

However, even the most well trained and prepared professionalscan succumb to anxiety during an incident and make mistakes.

There are two stressful processes that may wear down even theThere are two stressful processes that may wear down even themost resilient and prepared professional or team:

1 P i t t ti l t1. Persistent occupational stress2. Extreme traumatic events

Persistent Occupational StressPersistent Occupational Stresspp

Occupational health research indicates that persistent occupational stress in an unresponsive, unsupportive environment erodes the wellbeing of professionals

Extreme Traumatic Events Extreme Traumatic Events

Emergencies and disasters may also become extreme traumaticEmergencies and disasters may also become extreme traumatic events that challenge the coping resources of incident management professionals.

Recommendations: Plan for the DisasterRecommendations: Plan for the Disaster

Leverage incident notification best practices to prepareLeverage incident notification best practices to prepare for or reduce stress before the disaster.

Planning for the DisasterPlanning for the Disaster –– User PreparationUser PreparationPlanning for the Disaster Planning for the Disaster User PreparationUser Preparation

• Prepare your team with what their roles will be during an incident

• Conduct unscheduled drills to test i id t tifi ti t t iincident notification strategies

• Plan for multi-message scenarios

• Increase message deployment speed and improve response times

Planning for the DisasterPlanning for the Disaster –– ScenariosScenariosPlanning for the Disaster Planning for the Disaster ScenariosScenarios

• Conduct drills for multiple scenarios l lregularly

• Simulate what would happen if the incident did occurincident did occur

• Ensure messages go out to the right audience in the right orderaudience in the right order

• Track receipt/confirmation that message was received

Planning for the DisasterPlanning for the Disaster –– Message MapsMessage MapsPlanning for the Disaster Planning for the Disaster Message MapsMessage Maps

• Message Maps are a database of messages in predictable sequences (templates, sample wording, etc.)

• Serve as a roadmap for communicating

• Clear, concise messages created in advance of an incident that simplify complex concepts and improve communication during stressful chaos

• Useful before, during and after and incident as well as for routine and on-going communication

Planning for the Disaster Planning for the Disaster –– Opt InOpt Ingg pp

• If the crisis took place now, would ll th il i i tall the necessarily recipients

receive your message?

• Execute regular Opt In programs• Execute regular Opt In programs to ensure your members, employees, citizens, constituents are in your notification system’sare in your notification system s database

Planning for the Disaster Planning for the Disaster –– TestingTestinggg gg

• Test that notification system works

• Test broadcast and message quality

• Test quality of member database and deliverability

• Test delivery times

• Test confirmation• Test confirmation

• Test user knowledge to re-enforce previous training

Planning for the DisasterPlanning for the Disaster –– MobilityMobilityPlanning for the Disaster Planning for the Disaster MobilityMobility

• Ensure you can deliver a message at ti t fanytime, to anyone, from any

location

• Prepare for the off chance you can’t• Prepare for the off chance you can t get to your organization’s physical building or computer

• Mobile applications can deliver critical messages even under adverse network conditions

Incident NotificationIncident Notification

Gaylene KellyGaylene KellySr. Director Product ManagementEverbridge

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It is no Longer If… It is When?It is no Longer If… It is When?gg

“2011 was costliest year in world disasters”USA Today January 2012USA Today, January 2012

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The Everbridge PlatformThe Everbridge Platformgg

Aware SmartGIS MatrixAware

Utilize visual Utilize visual intelligence to reach intelligence to reach your community, in a your community, in a

moment’smoment’s noticenotice

Reach your organization Reach your organization with intelligent with intelligent

communication and communication and i id t i i hti id t i i ht

Manage operational Manage operational incidents with targeted incidents with targeted

communication communication

• Elastic Infrastructure • Advanced Mobility

moment s moment s notice notice incident insight incident insight

A P P L I C A T I O N S

ast c ast uctu e d a ced ob ty• Reporting & Analytics • Adaptive People & Resource Mapping

• Enhanced Data Management

P L A T F O R M

1,000+ Organizations 100M+ Messages/Year100M+ Messages/Year30M+ Individuals

Global Reach

Gartner names Everbridge a ‘Leader’ in Gartner names Everbridge a ‘Leader’ in EMNS Magic QuadrantEMNS Magic QuadrantEMNS Magic QuadrantEMNS Magic Quadrant

Gartner highlights EverbridgeGartner highlights Everbridge strengths:

• Easy-to-use interface for all skill levelsEasy to use interface for all skill levels

• Strong ability to serve multiple, key markets

• Rigorous security and data center protocols

• Advanced connectivity for mobile responders

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Key Components for CommunicationKey Components for Communicationey Co po e ts o Co u cat oey Co po e ts o Co u cat o

Ensuring an adequate system for alert, response, and disaster management should be the basis of every incident management planmanagement should be the basis of every incident management plan.

People

TechnologyProcess

System PreparationSystem Preparation

Crisis communications system resiliency, redundancy and

capacity are keycapacity are key

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s on the Person! Reaching RecipientsReaching Recipients

• No single contact path is always reliable!

g pg p

• Survey, opt-in, or test to determine what your contacts use• Use a multimodal approach get the user on whatever device• Use a multimodal approach, get the user on whatever device

• They are currently using• At their current location• Given the communications that are still runningg

• Distinguish between Emergency and Non-Emergency Priorities

Target the PersonTarget the Persongg

Communications modalities are evolving and so should youevolving, and so should you

Target the Person, not the device

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Plan, Execute, TestPlan, Execute, Test, ,, ,

Have a plan, ensure you can execute on the plan, and test the

plan (frequently)plan (frequently)

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Mobility Decreases Reliance on Physical Mobility Decreases Reliance on Physical Buildings and ComputersBuildings and ComputersBuildings and ComputersBuildings and Computers

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Q&AQ&ANote: Presentation slides are available on our blog at blog.everbridge.comg g

Use the Q&A function to

b itsubmit your questions.

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Contact Information & Free TrialContact Information & Free Trial

Thank you for joining us today!Reminder

Dr. Robert ChandlerRobert.chandler@ucf.edu

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