Prepare for conditions that exacerbate stress during and immediately after incidents Integrate best practices into emergency planning Manage hyper-stress for emergency communication responders

1. How to Avoid Anxiety During Emergency Incidents
Robert Chandler, Ph.D.
Director of the Nicholson School, University of Central Florida
Gaylene Kelly
Sr. Director Product Management, Everbridge

2. About Everbridge
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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
and d l operations centers, 100% redundancy
d dual ti t d d
Customers 1,000+ organizations; used in 106 countries, serving 30m+ individuals
Download the Gartner Magic Quadrant Report: www.everbridge.com/gartner
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3. Agenda
Agenda
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Part 1: Presentation
• Prepare for conditions that exacerbate stress during and immediately after
incidents
• Integrate best p
g practices into emergency p
g y planning
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• Manage hyper-stress for emergency communication responders
Part 2
P t 2: Q&A
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Incident Management Professionals Group
3

4. Q&A
Note:
Presentation slides are available on our blog
at Blog everbridge com
Blog.everbridge.com
Use the
Q&A
function to
submit your
b it
questions.
4

5. Bracing for the 2010
Hurricane Season Anxiety During
How to Avoid
Emergency Incidents
Dr. Robert Chandler
D R b t Ch dl
University of Central Florida

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

7. What is Hyper-Stress?
Hyper-
yp
• Beyond certain optimal threshold levels, too much stress
from emergency contexts can create dysfunctional physical
and mental impacts
• This is known as hyper-stress
hyper-

8. Psychological Impact of Hyper-Stress
Hyper-
Most significant repercussions of hyper-stress include:
hyper stress
 Impact on cognitive capabilities
 Impact on decision making

9. Agenda
This presentation will summarize:
 The physical and psychological
impacts of emergency and crisis
contexts
 Identify many of the hyper-stress
induced diminished cognitive
abilities
 How incident management
professionals can prepare for
hyper-stress situations

10. Why Does This Happen:
Responses to Stressors
• Not everyone reacts to specific stressors in the same way
• The most common physical effects of stress are the same in
most people

11. Why Does This Happen:
“Fight or Flight” Mechanism
Fight Flight
Basic hardwiring to deal with urgent emergency
urgent,
situations by either fighting or running away

12. Incident Management Professionals
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In most instances, incident management professionals will
have had the necessary training and preparation to manage
communications related to emergency and non-emergency
situations.
situations

13. Incident Management Professionals/ Teams
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However, even the most well trained and prepared professionals
can succumb to anxiety during an incident and make mistakes.
There are two stressful processes that may wear down even the
most resilient and prepared professional or team:
1.
1 Persistent
P i t t occupational stress
ti l t
2. Extreme traumatic events

14. Persistent Occupational Stress
p
Occupational health research indicates that persistent
occupational stress in an unresponsive, unsupportive environment
erodes the wellbeing of professionals

15. Extreme Traumatic Events
Emergencies and disasters may also become extreme traumatic
events that challenge the coping resources of incident management
professionals.

16. Recommendations: Plan for the Disaster
Leverage incident notification best practices to prepare
for or reduce stress before the disaster.

17. Planning for the Disaster – User Preparation
• Prepare your team with what their roles
will be during an incident
• Conduct unscheduled drills to test
incident tifi ti
i id t notification strategies
t t i
• Plan for multi-message scenarios
• Increase message deployment speed
and improve response times

18. Planning for the Disaster – Scenarios
• Conduct drills for multiple scenarios
regularly
l l
• Simulate what would happen if the
incident did occur
• Ensure messages go out to the right
audience in the right order
• Track receipt/confirmation that message
was received

19. Planning for the Disaster – Message 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

20. Planning for the Disaster – Opt In
g p
• If the crisis took place now, would
all the necessarily recipients
ll th il i i t
receive your message?
• Execute regular Opt In programs
to ensure your members,
employees, citizens, constituents
are in your notification system s
system’s
database

21. Planning for the Disaster – Testing
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• Test that notification system works
• Test broadcast and message quality
• Test quality of member database and
deliverability
• Test delivery times
• Test confirmation
• Test user knowledge to re-enforce
previous training

22. Planning for the Disaster – Mobility
• Ensure you can deliver a message at
anytime, t anyone, f
ti to from any
location
• Prepare for the off chance you can’t
can t
get to your organization’s physical
building or computer
• Mobile applications can deliver
critical messages even under
adverse network conditions

23. Incident Notification
Gaylene Kelly
Sr. Director Product Management
Everbridge
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24. It is no Longer If… It is When?
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“2011 was costliest year in world disasters”
USA Today January 2012
Today,
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25. The Everbridge Platform
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Aware SmartGIS Matrix
Reach your organization Utilize visual
Manage operational
with intelligent intelligence to reach
incidents with targeted
communication and your community, in a
communication
incident i i ht
i id t insight moment s
moment’s notice
A P P L I C AT I O N S
• Elastic Infrastructure • Advanced Mobility
ast c ast uctu e d a ced ob ty
• Reporting & Analytics • Adaptive People & Resource Mapping
• Enhanced Data Management
P L AT F O R M
1,000+ Organizations 30M+ Individuals 100M+ Messages/Year
Global
Reach

26. Gartner names Everbridge a ‘Leader’ in
EMNS Magic Quadrant
Gartner highlights Everbridge
strengths:
• Easy-to-use interface for all skill levels
Easy to use
• Strong ability to serve multiple, key
markets
• Rigorous security and data center
protocols
• Advanced connectivity for mobile
responders
Download the Gartner Magic Quadrant Report: www.everbridge.com/gartner
26

27. Key Co po e ts for Co
ey Components o Communication
u cat o
Ensuring an adequate system for alert, response, and disaster
management should be the basis of every incident management plan
plan.
People
Process Technology

28. System Preparation
Crisis communications system
resiliency, redundancy and
capacity are key
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29. s on the Person!
Reaching Recipients
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• No single contact path is always reliable!
• Survey, opt-in, or test to determine what your contacts use
• Use a multimodal approach get the user on whatever device
approach,
• They are currently using
• At their current location
• Given the communications that are still runningg
• Distinguish between Emergency and Non-Emergency Priorities

30. Target the Person
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Communications modalities are
evolving,
evolving and so should you
Target the Person, not the device
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31. Plan, Execute, Test
, ,
Have a plan, ensure you can
execute on the plan, and test the
plan (frequently)
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32. Mobility Decreases Reliance on Physical
Buildings and Computers
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33. Note:
Q&A Presentation slides are available on our blog
at blog.everbridge.com
g g
Use the
Q&A
function to
submit your
b it
questions.
33

34. Contact Information & Free Trial
Thank you for joining us today!
Reminder
Everbridge Insights webinars qualify for
Continuing Education Activity Points
Dr. Robert Chandler (CEAPs) for DRII certifications. Visit
www.drii.org
to register your credit.
Robert.chandler@ucf.edu Item Number (Schedule II): 26.3
Activity Group: A
1 Point for each webinar
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