The Use Case Development Process
A systematic way to solve complex operational problems
The work of the All Hazards Consortium is done primarily through the activities of the Working Groups and Use Case Committees.
Overview
The Use Case Development Process adopted by the working groups of All Hazards Consortium exemplifies the power of collaboration in addressing operational problems. By following a structured approach and leveraging the collective expertise of government and industry stakeholders, the group has developed innovative solutions that enhance resilience and improve response capabilities. The tangible results achieved through this process underscore its effectiveness in creating a safer and more prepared community. As challenges evolve, this collaborative approach will continue to play a vital role in ensuring that solutions are timely, effective, and sustainable.
Operational Results Achieved
The use case process has yielded significant results in real-world situations, particularly during disasters and crises. These results include:
The Use Case Development Process: Collaborative Solutions for Operational Problems
Introduction
In the realm of emergency management and industry resilience, collaboration between government and industry stakeholders is crucial. The working groups of the All Hazards Consortium (AHC) have adopted a structured approach to address operational problems through a defined use case process. This process ensures that problems are not only identified but also addressed comprehensively, leading to actionable solutions that enhance preparedness, response, and recovery efforts.
Step 1: Define the Problem with Group Consensus
The first step in the use case process is to clearly define the problem at hand. This involves bringing together all relevant stakeholders to discuss and reach a consensus on the exact nature of the issue. The goal is to create a written problem statement that accurately reflects the concerns of all parties involved. This step is critical because a well-defined problem lays the foundation for effective solutions. If other problems arise, which frequently happens, they are catalogued and place on the Use Case Parking Lot to be addressed at a later date.
Step 2: Define the Impacts of the Problem from Every Perspective
Once the problem is defined, the next step is to analyze its impacts from multiple perspectives. This involves gathering input from all stakeholders in industry and government to understand how the problem affects different sectors and communities. The group works together to document these impacts in writing, ensuring that no perspective is overlooked. Understanding these varied impacts helps build a shared perspective and aids in crafting solutions that address the needs of all affected parties.
Step 3: Define the People and Decision Makers Who Need to Be Engaged
Identifying the key players involved in addressing the problem is the third step in the process. This includes both the people directly affected by the problem and the decision-makers who have the authority to approve or implement solutions. The group collaborates to compile a list of these individuals and organizations. Engaging the right people is essential for ensuring that proposed solutions are feasible and can be effectively implemented.
Step 4: Define and Agree Upon the Information Needed to Address the Problem
Information is crucial for developing effective solutions. In this step, the group determines what data and information is needed to address the problem. This may include technical data, operational procedures, regulatory guidelines, and best practices. The group must also agree on the sources of this information and ensure its accuracy and relevance. This comprehensive information gathering helps expose stakeholders to new sources of information and aids in developing well-informed solutions.
Step 5: Agree Upon the Sensitivity Level of Any Information Involved
Not all information can be shared due to privacy, security, competition, intellectual property rights, regulatory restrictions, or other proprietary concerns. Therefore, the group must agree on the sensitivity levels of the information involved and establish protocols for handling it. Information can be classified as public, private, or sensitive. This step ensures that sensitive information is protected while still allowing for effective collaboration. This steps helps all stakeholders become aware of why information can or cannot be shared, the potential impacts of information being shared improperly, and develops trust.
Step 6: Identify Existing or Develop New Solutions to Address the Problem
With a clear understanding of the problem, its impacts, and the necessary information, the group can now identify or develop solutions. These solutions can take various forms, including meetings, datasets, partnerships, tools and resources, exercises, apps, websites, webinars, reports, and research. If a solution requires more than a year to develop, it is placed in the parking lot of use cases to be addressed in the future. Solution development is an ongoing process. Some solutions take time to create, while others can be implemented quickly. The group can usually benefit faster by leveraging existing solutions rather than creating new ones.
Solutions and Their Forms
Solutions developed through this Use Case process can be diverse and tailored to the specific needs of the problem. They can include:
Categories of Solutions Developed
The working groups have developed a wide range of solutions, including:
Actual Solutions Developed Using the Use Case Process
Actual Solutions Developed Using the Use Case Process
Overview
The Use Case Development Process adopted by the working groups of All Hazards Consortium exemplifies the power of collaboration in addressing operational problems. By following a structured approach and leveraging the collective expertise of government and industry stakeholders, the group has developed innovative solutions that enhance resilience and improve response capabilities. The tangible results achieved through this process underscore its effectiveness in creating a safer and more prepared community. As challenges evolve, this collaborative approach will continue to play a vital role in ensuring that solutions are timely, effective, and sustainable.
Operational Results Achieved
The use case process has yielded significant results in real-world situations, particularly during disasters and crises. These results include:
- Saving Time by Reducing Delays: Streamlined processes and improved coordination have reduced response times during emergencies.
- Reducing Costs: Efficient resource utilization and proactive planning have led to cost savings for both government and industry.
- Saving Lives: Enhanced preparedness and response capabilities have directly contributed to saving lives during critical incidents.
- Reducing Risks: Identifying and mitigating risks has led to safer communities and more resilient infrastructure.
- Streamlining Existing Processes: Simplifying and standardizing procedures have made operations more efficient.
- De-conflicting Policy: Harmonizing policies across different jurisdictions and sectors has reduced confusion and conflicts.
- Reducing Complexities: Clearer guidelines and better communication have made complex operations more manageable.
The Use Case Development Process: Collaborative Solutions for Operational Problems
Introduction
In the realm of emergency management and industry resilience, collaboration between government and industry stakeholders is crucial. The working groups of the All Hazards Consortium (AHC) have adopted a structured approach to address operational problems through a defined use case process. This process ensures that problems are not only identified but also addressed comprehensively, leading to actionable solutions that enhance preparedness, response, and recovery efforts.
Step 1: Define the Problem with Group Consensus
The first step in the use case process is to clearly define the problem at hand. This involves bringing together all relevant stakeholders to discuss and reach a consensus on the exact nature of the issue. The goal is to create a written problem statement that accurately reflects the concerns of all parties involved. This step is critical because a well-defined problem lays the foundation for effective solutions. If other problems arise, which frequently happens, they are catalogued and place on the Use Case Parking Lot to be addressed at a later date.
Step 2: Define the Impacts of the Problem from Every Perspective
Once the problem is defined, the next step is to analyze its impacts from multiple perspectives. This involves gathering input from all stakeholders in industry and government to understand how the problem affects different sectors and communities. The group works together to document these impacts in writing, ensuring that no perspective is overlooked. Understanding these varied impacts helps build a shared perspective and aids in crafting solutions that address the needs of all affected parties.
Step 3: Define the People and Decision Makers Who Need to Be Engaged
Identifying the key players involved in addressing the problem is the third step in the process. This includes both the people directly affected by the problem and the decision-makers who have the authority to approve or implement solutions. The group collaborates to compile a list of these individuals and organizations. Engaging the right people is essential for ensuring that proposed solutions are feasible and can be effectively implemented.
Step 4: Define and Agree Upon the Information Needed to Address the Problem
Information is crucial for developing effective solutions. In this step, the group determines what data and information is needed to address the problem. This may include technical data, operational procedures, regulatory guidelines, and best practices. The group must also agree on the sources of this information and ensure its accuracy and relevance. This comprehensive information gathering helps expose stakeholders to new sources of information and aids in developing well-informed solutions.
Step 5: Agree Upon the Sensitivity Level of Any Information Involved
Not all information can be shared due to privacy, security, competition, intellectual property rights, regulatory restrictions, or other proprietary concerns. Therefore, the group must agree on the sensitivity levels of the information involved and establish protocols for handling it. Information can be classified as public, private, or sensitive. This step ensures that sensitive information is protected while still allowing for effective collaboration. This steps helps all stakeholders become aware of why information can or cannot be shared, the potential impacts of information being shared improperly, and develops trust.
Step 6: Identify Existing or Develop New Solutions to Address the Problem
With a clear understanding of the problem, its impacts, and the necessary information, the group can now identify or develop solutions. These solutions can take various forms, including meetings, datasets, partnerships, tools and resources, exercises, apps, websites, webinars, reports, and research. If a solution requires more than a year to develop, it is placed in the parking lot of use cases to be addressed in the future. Solution development is an ongoing process. Some solutions take time to create, while others can be implemented quickly. The group can usually benefit faster by leveraging existing solutions rather than creating new ones.
Solutions and Their Forms
Solutions developed through this Use Case process can be diverse and tailored to the specific needs of the problem. They can include:
- Meetings: Regular coordination meetings to ensure ongoing collaboration.
- Datasets: Shared data repositories for real-time information exchange.
- Partnerships: Strategic alliances to leverage resources and expertise.
- Tools and Resources: Development of technical tools and resource guides.
- Exercises: Scenario-based drills to test and refine response plans.
- Apps: Mobile applications to facilitate communication and coordination.
- Websites: Online platforms for information dissemination and stakeholder engagement.
- Webinars: Virtual training sessions to build knowledge and skills.
- Reports: Comprehensive reports documenting best practices and lessons learned.
- Research: Studies to explore new approaches and technologies.
Categories of Solutions Developed
The working groups have developed a wide range of solutions, including:
- Planning: Comprehensive emergency plans that incorporate best practices and stakeholder input.
- Exercises: Regular drills and simulations to test and improve response capabilities.
- Standards: Development and adoption of standards for communication, data sharing, and operational procedures.
- Events: Organizing conferences and workshops to foster collaboration and share knowledge.
- Agreements: Formal or federated agreements between stakeholders to ensure cooperation and resource sharing.
- Grants: Securing funding for critical projects and initiatives.
- Initiatives: Launching new programs to address emerging challenges.
- Information/Technologies: Implementing new technologies and information systems to enhance operations.
- Partnerships: Building alliances with academia, private sector, and non-profit organizations.
- Training: Providing training programs to build skills and knowledge among stakeholders.
- Services: Offering specialized services to support emergency management and resilience efforts.
- Apps: Developing mobile applications to improve communication and coordination during emergencies.
Actual Solutions Developed Using the Use Case Process
Actual Solutions Developed Using the Use Case Process
- Planning and Problem Solving Work Groups
- The Sensitive Information Sharing Environment (SISE) Working Group
- The State Private Sector Liaison Working Group
- The SISE-net Working Group
- The SISE-net Cross-Sector Exercise Working Group
- The Operational Training Working Group
- The SISE Strategic Advisory Committee
- Multiple Use Case Committees
- The ENDEAVOR Model Working Groups for industry led working groups with state emergency managers: https://www.ahcusa.org/endeavor-model.html
- Events / Meetings / Workshops
- 100+ annual working group and use case committee meetings held weekly, monthly, bi-monthly, quarterly and annually.
- ENDEAVOR working group workshops focused on cross-sector operational problem solving in natural disasters, cybersecurity, and information sharing. (www.goENDEAVOR.org)
- The 2024 FEMA OB3I National Private Sector Liaison (PSL) Workshop held in April 2024 to support training of PSL at the state and regional level on multiple topics and develop use cases to work on over the next 12 months.
- The Annual National Resilience Exchange Summit Conference held in January 2021, 2022, 2023 for support of resilience efforts across the U.S.
- The STORM/Crisis Preparedness Workshop series to train the next generation of storm professionals.
- The Business Resiliency Virtual Discussion Series held in 2021, 2022, and 2023 that focused on a wide variety of topics of interest including cyber and physical security, technology, pandemic response, emerging threats, and more.
- Process Improvements
- The SISE Integrated Planning Framework designed to facilitate planning and problem solving efforts that identify common problems facing the private sector and government, build a common understanding of the problem and the impacts, and work towards short-, mid-, an long-term solutions together in a FOIA protected environment.
- The Multi-State Fleet Movement Coordination with States process to support mutual assistance movements for expediting power restoration efforts.
- The US/Canadian Border Crossing Process to expedite movement across the border for power restorations in Northeast U.S.
- National Fleet Movement Coordination for historic Puerto Rico Power Restoration following Hurricane Maria in 2017
- Nationwide collaboration and training initiative with 22 state emergency management agencies and operational coordination with industry during crises or disasters.
- And more....
- Exercises
- The Annual Cross-Sector Virtual TTX for Hurricane Season Preparation: https://www.ahcusa.org/cross-sector-exercises.html
- Training
- The STORM School Training and Advisory Services: https://www.ahcusa.org/storm-school.html
- Technologies
- The STORM Central website to aggregates government disaster documents and updates during disasters which has now been replaced with the SISE-net Operational Information Sharing Hub (www.sisesua.org)
- The Fleet Movement App that provides LIVE data feeds for transportation planning during disaster including LIVE road closures, facility status, declarations/waivers, locations for lodging, fuel, hospitals and much more. Requires a license and AHC membership to access.
- The National Vetted PPE Exchange, a digital high-speed sourcing model that connected vetted PPE buyers/suppliers in near real-time to find PPE inventories during local shortages.
- The SISE-net Operational Information Sharing Hub, to sync operational situational awareness between industry and government during certain disasters: https://www.ahcusa.org/sise-net-information-hub.html
- Data Confidence Standards
- The Operational Readiness Level (ORL) Data Confidence Standard to rank the confidence factor for data used by decision makers: https://www.ahcusa.org/orl-data-standard.htm
- Federal Grants / Projects
- DHS CISA rapid development grant to create the CRA (Commercial Route Assistance) App in 2020 during COVID-19 with Idaho National Labs to assist commercial vehicles moving during state restrictions and closures.
- The Energy Storage Initiative to support the FEMA BRIC (Building Resilient Infrastructure and Communities) grant: https://www.ahcusa.org/energy-storage-initiative.html
- Cross-Sector Initiatives
- The SISE-net Initiative to connect industry and state government operations centers during disasters to synch situational awareness on a variety of uses cases in response situational awareness, damage assessments, recovery, etc... https://www.ahcusa.org/sisenet.html
- The Infrastructure Mitigation Initiative (2023) to support state hazards mitigation efforts through integrated infrastructure planning, training and coordinated grant projects.
- MS TEAMS Integration Initiative designed to address the private sector’s desire to reduce emails and portals during disasters and simplify user access to the SISE by leveraging MS TEAM and SISE credentials. https://www.ahcusa.org/ms-teams-integration.html
- The STORM School initiative that leverages the real-world experience and wisdom of the Fleet Response Working Group’s operational stakeholders and partners in the private sector and government who have collectively responded to thousands of storms and disasters over the past 30+years to training and advise the next generation of storm and crisis response professionals. https://www.ahcusa.org/storm-school.html
- The Cross-Sector Exercises Initiative designed to increase disaster communications and coordination between multiple industry sectors and state operations centers on six topics areas: https://www.ahcusa.org/cross-sector-exercises.html
- The ENDEAVOR Model Initiative leverages the Fleet Response Working Groups charter and legal framework to provide a legally structured way for state and local emergency managers in a specific state to work with the private sector business and infrastructure owners on planning, response, recovery and mitigation activities following any type of disaster or disruption. https://www.ahcusa.org/endeavor-model.html
- The SISE-net Information Hub Initiative was designed to "sync" operational situational awareness information between industry and state government people and systems on specific topics to streamline operational coordination and communication during disasters to reduce delays and save lives. https://www.ahcusa.org/sise-net-information-hub.html