Module 4:

Planning
Concepts
Objectives
At the end of this module you will be able to:
Distinguish among various planning types
Understand common planning terms
Implement the main steps of the planning process for recovery
analysis

Recovery Analysis July 2009

Types of Planning
Deliberate
Planning
Contingency
Planning

Capability-
based
Crisis Action Planning
Planning
Dynamic
Planning

Functional
Planning
Scenario-based
Planning

Recovery Analysis July 2009

Introduction to Planning
Planning:
Is an orderly, analytical, problem-solving process
Helps deal with complexity
Doesnt need to start from scratch
Anticipates the environment
Must involve all partners
Assigns tasks, allocates resources, and establishes
accountability

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Introduction to Planning (cont.)
Planning:
Includes senior officials throughout the process
Ensures both understanding and buy-in
Is influenced by time, uncertainty, risk, and experience
Tells all concerned what needs done (the task) and why it
needs done (the purpose)
Is fundamentally a risk management tool

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Key Concepts
Strategic Guidance Courses of Action
Statement
Lines of Operation
Mission Statement
Decision Point
Goals
Stakeholders
Objectives
Participants

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Key Concepts

Issued by the FCO, regional or HQ leadership, it outlines

strategic priorities, broad national objectives, and basic
assumptions; describes the envisioned end-state; and
establishes the means necessary to accomplish that end.

Recovery Analysis July 2009

Key Concepts

The mission statement addresses who will conduct the

operation, what will be accomplished, and why the operation is
being conducted.

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Key Concepts

Goal 5: Maintain a collaborative working relationship with the

Rebuild Iowa Office (RIO) in order to enable an effective,
forward-thinking recovery operation

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Key Concepts

Objective 1: Seek out and review reports generated by the

RIO to remain aware of developing issues

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Key Concepts

A COA is any sequence of activities that an organization may

follow that would accomplish a mission.
COA development provides options on how the mission might
be accomplished.

Recovery Analysis July 2009

Key Concepts

FMR increase
per county, as All rental Tele
needed properties Registration
utilized Closed

PPI complete Assisted

eligible
applicants

Aspirational
Inspections Endstate
ID Housing complete
Disaster Declared

Resources

Jun July August September October November December January February March-June 2009

LTRO
Group park Group Parks
Need for locations Constructed
Group Parks found

Can expand
commercial Commercial
lots full
park MH in-place
properties
Private Sites:
Private Sites MH Delivery &
Set-up

Recovery Analysis July 2009

Key Concepts

A decision point is a specific key event, critical factor, or

function that, when acted upon, contributes materially to
achieving success.
In some cases, specific key eventssuch as attainment of
longer-term housingmay be decision points.
Some decision points can be expected due to analysis of
critical factors, but some may not be determined in advance.

Recovery Analysis July 2009

Key Concepts

A stakeholder is a person, community, agency, organization,

sector, industry, or commodity that is either involved in or
affected by a COA.

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Key Concepts

A participant is anyone involved in deliberate planning.

How is a participant different from a stakeholder?

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Deliberate vs. Crisis Action Planning

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Deliberate Planning Tool

Placeholder: Insert Video Quick Tour

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Deliberate Planning Steps

Step 1 Issue Strategic Guidance Statement

Step 2 Identify critical facts and assumptions

Step 3 Develop Courses of Action (COAs)

Step 4 Analyze COAs

Step 5 Approve and implement COAs

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 Step 1
Issue Strategic Guidance Statement
The Strategic Guidance Statement (SGS) is issued by
leadership.
It includes:
Strategic priorities
Broad objectives
Basic assumptions
Vision of end-state

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 Step 2
Identify critical facts and assumptions

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 Step 3
Develop Courses of Action
COAs are any sequence of activities to accomplish a mission or
a task. COA development provides options on how the mission
or task may be accomplished.
Brainstorming provides a good vehicle to develop COAs. Some
brainstorming activities include:
Freewheeling
Round-robin
Think-pair-share
Slip method

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 ACTIVITY
Reverse Brainstorming 20 minutes

Working in your table group, use the reverse (negative)

brainstorming technique to develop COAs.
Instructor will provide one end-state to each group
Assign a note taker
After you develop your list, discuss the process

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 Step 4
Analyze Courses of Action
For each Course of Action, identify the following:
Lines of Operation (LOOs)
Decision points
Tasks
Issues
Stakeholders
Actions, reactions and counteractions
After all COAs are analyzed, compare the COAs and determine
which one has the highest probability of success.

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 Step 4
Analyze Courses of Action (cont.)
After all COAs are analyzed, compare the COAs among
themselves by noting the advantages and disadvantages to
each.
The selected COA should:
Pose minimum risk to personnel, assets and mission
Best position the organization for future operations
Provide flexibility to meet unknowns during execution
Provide the maximum latitude for initiative by participants
Use the COA decision matrix to compare COAs

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 Step 5
Approve and Implement COA
Based on the findings of the COA Analysis, leadership will
approve one COA for each Line of Operation.

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 15 minutes
ACTIVITY
Application of Key Concepts

Working in your table group, use the 5-

step planning process to arrange all
items of your assigned Line of Operation
Assign a spokesperson to present
findings

Recovery Analysis July 2009 26

Planning Resources
Integrated Planning System (I could not find this on the FEMA
website; I do have a PDF of the final document)
Comprehensive Preparedness Guide 101 (CPG-101)
(http://www.fema.gov/about/divisions/cpg.shtm)

Recovery Analysis July 2009

Questions?