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Two years ago, we all began to experience the effects of a pandemic in the operations and structure of our work environment. We turned to our Information Technology departments to support the ever growing need to work remotely. This change in structure posed new challenges to Emergency Management and the work done in the Emergency Operations Center (EOC).
As jurisdictions were considering virtual and work from home options, we took a hard look at how to keep the functions of the EOC at the same level of performance without compromising the health of our EOC staff. We saw changes to trainings, meetings, exercises, and operations as they migrated to virtual platforms. However, these changes identified additional challenges. As our city responded to COVID and released public information in the form of dashboards, website updates, media releases, etc.; we identified challenges in how a remote work or virtual environment easily impact the function and operations of the EOC. These challenges allowed us to make decisions on how we would continue to operate the EOC and conduct operations prior to, during, and after a disaster strikes. The biggest challenge we faced was remote staff and their interface with IT infrastructure. We scheduled a 4:00 PM update to our dashboard seven days a week. This update required staff from Public Health, Emergency Management, GIS and Data Services, City Management, and the Public Information Officers to each complete a portion of the update. Public Health provided data entry, case information updates, and case investigations. Emergency Management exported non-PHI data and conducted data validation to ensure there were no major data changes due to data entry or database updates. GIS and Data Services ran scripts to compile dashboard elements in ESRI, and ensured dashboards updated properly. Public Information Officers checked websites and released information that was consistent with information available on the dashboards. City Management provided updates to elected officials prior to dashboards being released. During the months of regularly scheduled updates, we identified some challenges with remote work environments. Remote staff were not always prepared for the scheduled update. Those staff were flexing their times across the day, became distracted by events in their residences, or were busy on other projects and overlooked the 4:00 PM scheduled update. This was more prevalent on weekends and holidays versus normal workdays. Staff would run late, rush home, and attempt to remote access a desktop computer only to discover the computer had been rebooted or turned off. Staff would have to travel to the office and fix the desktop computer before they could complete their portion of the dashboard update. This created a situation where staff resources were tied up waiting on those running late or dealing with remote technology issues. "We have found that EOC staff are able to work more efficiently and our responses are more coordinated when they can communicate needs and issues in-person" This challenge identified a risk for virtual or remote environments utilized in emergency operations during an incident or event. Do your remote workers have redundancy in place that is common across most organizations? Do they have battery backup and emergency generator power when their remote work location is impacted? Do they have redundant internet, phones, and other communication equipment when their systems fail? Do you have backup staff identified and prepared when primary staff is distracted or their priorities change to address an issue at the remote work location (water loss, pets, power failures, or other issues that will redirect their focus)? What happens when both the primary and backup staff are no-longer responsive? Our jurisdiction has decided to continue in-person activations of the EOC with very limited remote reporting options. We have found that EOC staff are able to work more efficiently and our responses are more coordinated when they can communicate needs and issues in-person. As we continue to navigate virtual and remote work environments, some of these challenges should be considered in your planning and operations. While there is no one-size fits all approach, these questions may prompt some discussion in your organization as you decide how to move forward. Logistics Support Is your organization providing devices to those remote workers or is your organization allowing remote workers to use their own device? If you are providing devices, how is your organization managing the change from a physical environment of desktops to a mobile environment of laptops, tablets, and other portable devices? Is this an expansion of your inventory or are you replacing inventory? Are there staff that do not need or should not have mobile devices? How is your organization planning for future or continued supply chain issues? Are you providing backup connectivity for those remote users or are you requiring it? Safety and Security What cyber risks are you creating by allowing remote workers or allowing workers to use their own device? How are you ensuring secure communications between the remote worker and network resources? What systems are remote workers prevented from accessing? What does your background check process look like? Are you conducting annual or biannual reviews of remote staff? What security measures does your organization implement on remote or mobile devices? What physical security measures are in place to prevent other occupants of the premises from coming in contact with sensitive information as they walk by the device? Personnel Is Human Resources and Risk Management involved in the remote work decisions? Will workers compensation cover an un-safe work environment in the home? How are you tracking productivity for those remote workers?