Transcript Slide 1

Business EOC
Governor’s Office of
Homeland Security & Emergency Preparedness
National Incident Management Systems and
Advanced Technologies (NIMSAT) Institute
May 2010
Business EOC
Response to Gustav/Ike
 Public-Private Partnerships

Mobilized products and services from private sector
• Mobile food kitchen (savings, service)
• $23.8 million dollars donations

Enhanced situational awareness from the private sector
• Wal-Mart shortages of fuel
 Economic Consequence Assessment: CIKR


Reported disruptions to operating capacity of 120 petroleum,
natural gas, chemical and electricity facilities (CITGO Refinery,
Entergy, Henry Hub, LOOP, Ports)
Economic impact to Oil & Gas industry: $7.6B - $8.3B
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Private Sector
 Disaster Recovery and Resiliency are directly connected to the private and
nonprofit sector
 Owns 98% supply chains and distribution networks
 Operates 85% of Critical Infrastructures and Key Resources (CIKR)
 Has the expertise and assets, but unable
to support without organized direction
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Louisiana Business Emergency Operations Center
A Partnership Of
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Gulf of Mexico Oil Spill
 Team from LED, NIMSAT, and LSU
calculating economic impact of spill.

Industries and areas of interest
include tourism, fishing, wildlife,
ecosystem, litigation,
transportation, clean up costs,
etc.
 Custom LA BEOC web portal to
serve as clearinghouse for unique
ideas for oil spill clean up.
“If businesses have a specific type of technology that our experts think can be
incorporated into the emergency response operations—we are asking them to
be deployed immediately.” -Governor Bobby Jindal
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Louisiana BEOC Mission
 To support disaster management in Louisiana by

Developing an accurate understanding of economic impacts
to critical infrastructures and major economic drivers

Coordinating businesses and volunteer organizations with the
public sector
 Through the Louisiana BEOC, the State of Louisiana will

Improve disaster preparedness and response

Reduce reliance on FEMA and other federal assistance

Maximize business, industry and economic stabilization

Return the business environment to normal operations quickly
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Louisiana BEOC Goals
 Goal 1: Pre-disaster Preparedness and Resiliency: “Get a Game Plan”
 Goal 2: Facilitate bi-directional communication of critical information
between the public sector and businesses to acquire comprehensive
situational awareness
 Goal 3: Estimate economic impacts of the disaster to major economic
drivers across the state, as well as to Critical Infrastructure and Key
Resources (CIKR) assets, and the resulting impacts to the state and
national economy.
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Louisiana BEOC Goals
 Goal 4: Return business environment to normal: Transition from Response
to Recovery – Get businesses back on-line
 Goal 5: Maximize the use of Louisiana businesses, or national private
sector resources, to provide needed emergency unplanned products and
services
 Goal 6: Assist GOHSEP Unified Logistics Element (ULE) team in
coordinating products and services with Louisiana, regional, and national
businesses & their supply chains
 Goal 7: Coordinate voluntary donations from businesses, VOADs and
individuals
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Summer and Winter Fuel
 During Gustav and Ike, Wal-Mart notified the State of Louisiana
that there was a shortage of summer fuel in Louisiana to support
an evacuation and return.
 This information was then communicated through the EOC
command structure, resulting in an executive declaration from
Governor Jindal to allow winter fuel into the state.
 Bi-directional information will be able to flow between the private
sector and government allowing for improved response.
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MRE vs. Hot Meals
 During Hurricanes Gustav and Ike, the state engaged the Louisiana
Restaurant Association to provide hot meals to affected communities
instead of distributing MREs through the traditional PODs.
 By utilizing private sector vendors, the state was able to save
approximately $630,000. The meals were served faster, it saved the
state $629,000, and it injected $2.8 million into Louisiana businesses
instead of sending that money out of state.
 Private vendors have the ability to set up multiple locations that serve
hot meals to replace PODs whenever possible.
 Operating PODs is very expensive and can only support those who are
able to travel to the PODs.
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Soft vs. Hard Shutdown
 The private sector has requested they be informed of an evacuation
order a few hours prior to the public to ensure a soft shutdown.
 This means that a grocery store would be able to put away their
produce and frozen foods away before all of their employees leave the
stores to evacuate the area.
 The LA BEOC would be a means in which the communication between
the government and the private sector could exist.
 These stores will be able to reopen faster after a disaster because of
the store will not have to receive these supplies they were able to store
safely.
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Re-entry Ahead of General Public
 During Hurricane Gustav and Ike many local jurisdictions requested
that large scale, critical private sector partners be allow to return to
affected communities to open prior to the turn of the general public.
 Houma which was affected by Hurricane Gustav requested that Wal-
Mart be allowed to return prior to the return of the general public. The
State EOC was able to facilitate re-entry credentials and Wal-Mart reestablished their store’s operation.
 Employees could return to work, communities could purchase needed
supplies to return to their homes, and monies was injected into the local
economy.
 This approach allowed the parish to avoid significant outside assistance
and begin the recovery in a timelier manner.
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Pre-Incident Identification of Partners
 Many parishes are identifying key, critical local private sector partners
that are essential to support the return of communities following a
disaster by working with local economic development organizations,
chambers of commerce and trade organizations.
 Each business is listed as priority re-entry entities by parish officials
and are allowed into the affected area to assess and open operations
well before the general public returns.
 Each parish is different and will deem varying industries as critical.
 Some examples include utilities, hospitals, telecommunications, media,
and large economic drivers are critical to the re-establishment of
services that are necessary to sustain life and commerce following a
critical incident.
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Private Sector Benefits
 The LA BEOC represents an opportunity for the state to easily
identify vendors that provide needed commodities and/or
services before they are needed.
 Contracts will be secured for Louisiana businesses when they
will need business the most.
 Businesses will have the opportunity to register on the LA BEOC
website at any time. Registration is beneficial to the companies
because they will have access to emergency contracts, priority
information from the state, and an avenue to communicate their
problems to the state during an emergency.
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What the Louisiana BEOC is…
 Voice for the private sector
 “Force Multiplier” for State Resiliency through business
preparedness, response, and recovery
 Your Ideas??
What the Louisiana BEOC is NOT…
 Not a platform for solicitation
 Not just for businesses that they represent
 Not about preferential treatment or acquiring business
intelligence for a limited few
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LA BEOC Technologies
 Development of technologies that enhance emergency
management professionals to manage emergencies.
 Emergency Mangers to define what technologies are
needed.
 Technology must provide value to emergency managers
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Louisiana Energy Reliability: Supply Chain
 Energy CIKR consequence modeling
 Analyze
“platform-to-pump” fuel supply chain
 Develop model to predict gasoline demand by
evacuating traffic
 Monitor fuel use, measure traffic volume
Fuel Demand (3 days
before hurricane)
100000
80000
60000
40000
20000
0
1 3 5 7 9 11 13 15 17 19 21 23
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CIKR Economic Impact
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Analysis – La Retailers Association & PODS
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Gulf of Mexico – New England:
Natural Gas Dependency
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Intelligent Levees (iLevee)
 Louisiana’s critical infrastructure

350 miles of flood protection

Metropolitan New Orleans
 State of the art CI protection system
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Monitoring Sensors

Data Communication networks

First responders

HPC system for real-time monitoring
 Impacts to CI on: Human, Economic, Governance, and
Psychological Capabilities
 Partners:

GeoComp, PB Americas, Inc., Shannon & Wilson,
James Lee Witt Associates, SMARTEC, TIE Technologies
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LA BEOC Designed for Collaboration
•Flexible
•Secure
•Easy to use
•Robust
•Effective
•Physical and virtual
•Platform Agnostic
(EOC, Classroom and Collaboratorium)
(Physical, Access and Encryption)
(Customized to task and Supported)
(Layers of Redundancy)
(Functionality and Cost)
(Interface and OS independent)
(Any device and any standard)
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LA BEOC Physical Structure
Control
Support
Representatives
Command
Servers
Business
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LA BEOC Supporting Facilities
Note: Media and News Room in adjacent facility, away from operations
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LABEOC Overarching Benefits
 Increase bi-directional information flow between the private
sector and government in times of emergencies
 Communicate to the private sector that “business matters”, and
the LABEOC will support them
 Businesses
are critical to the State and are key stakeholders
during emergencies
 Fiscally responsible approach for taking care of citizens: faster,
cheaper, better
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LABEOC Next Steps
 Development of operational plan for interface between all public, private, non-
profit stakeholders for this hurricane season
 Identify and support the management of AidMatrix and WebEOC (LAVOAD,
GOHSEP, Private Sector, Charities/Philanthropic Community, CAN, etc)
 Identify mechanism for sharing information between all stakeholders vis a vis
urgent needs at the State level
 Develop Economic Impact and CIKR information interfaces
 Community outreach to all stakeholders
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