Modeling and Analyzing the Emergency Management Mission as an Executable Model

Abstract

AbstractThe Emergency Management (EM) mission requires that responders are able to successfully complete their mission, as well as rely on multiple Critical Infrastructure (CI) sectors to facilitate the execution of their missions. However, decision makers may not be able to visualize the interdependencies between these CI sectors and the EM mission, only seeing the end result of the mission. This near‐sightedness of the CI interdependencies may incorrectly lead decision makers to allocate resources on single CI sectors without realizing that attention to multiple CI sectors are needed. Without a means of analysis to quantify this contribution, decision makers may not have the full picture of what CI sectors contribute to the EM mission and may not understand where the EM mission chain fails due to this lack of resources. We offer a methodology for the EM mission to be modeled along with their respective CI sector contributions, in order to visualize where parts of the mission may be failing due to a deficiency in the CI sector contribution. This methodology converts the mission space into an executable model that may view where the mission succeeds and where the mission may be deficient. An illustrative example is used to describe the methodology.