Transcript Document

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Module #11 – Emergency Preparedness
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Overview
• Community and economic development
are closely linked with Emergency
Management (EM). Once a community is
developed, it needs to be maintained.
EM is one of the means to that end and is
the focus of this presentation.
• The approach to EM presented here is
the “all hazards” approach or an “action
orientation.”
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The Basics:
• Do No Harm
(paraphrased from
the Hippocratic
Oath)
• Save Lives
• Limit Property
Damage
• Aid in Recovery
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Principles of Emergency
Management:
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EM is a process not an event
EM is continuous
Nothing is Unimportant in EM
A thorough working knowledge and training with the
National Incident Management System (NIMS) and the
Incident Command System (ICS) is critical at all levels
of the EM network.
<http://www.fema.gov/emergency/nims/>
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Phases of Emergency Management:
• Four Phases of EM:
1. Mitigation: Actions taken
that prevent an emergency
or lessen its effect.
2. Preparedness:
Plans/preparation designed
to save lives in an
emergency.
3. Response: Any actions
taken that are apt to save life
and property.
4. Recovery: Actions taken to
bring back a sense of
normalcy to citizens’ lives.
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Phases (continued)
• The Master EM Plan must cover all four phases
previously mentioned.
• The four EM phases need to be tied to the goals
and objective in your Community Development
Plan.
• Together the Master EM and the Community
Development Plans become the Comprehensive
Master Development Plan for your community.
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Other Factors to Consider:
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The Comprehensive Land Use Plan
Zoning
Subdivision Regulations
Building, Fire, and Safety Codes
Public Health Regulations
If the EM Plan is incorporated into all of
these other plans, it makes for a
smoother transition into the overall
community plan.
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Community Involvement
Potential Problems:
1. Public Apathy: The “not in my backyard” attitude
(NIMBY) can kill community development plans
and activities.
2. Politics: Encroaching on other peoples’ turf can be
detrimental to effective planning (Community
Development and EM).
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Solutions to these Problems: Involving the
Public, the Media, and Elected Officials
• Continuous communication with the Public through town hall
meetings, articles, and educational activities.
• Involvement with Government: Most elected officials are
realizing that they must pay attention to emergency
preparedness or they tempt political suicide.
• Actively seek funding support for your EM projects. It is
important to become well versed in grant writing whereby you
seek out the support of federal and state government, private
foundations and corporations.
• Be active, be visible, be involved, and be responsive.
In other Words: Involve all the aforementioned as stakeholders
(owners) in your community’s EM Preparedness Plans.
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Community Resources & Critical Systems
Types of Resources
• Information: Provided by the Public Information
Officer.
• People: EM personnel integrated with community
leaders.
• Money: Constantly be on the lookout for additional
revenue sources (Grants, startup money, etc.).
• Buildings and Land: Look for donations for each of
these types of resources.
• Equipment: Remember, equipment has a life cycle;
therefore, plan accordingly.
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Volunteer Activities
Working with Volunteers
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Finding Volunteers: Religious
organizations, nonprofits, and
other civic organizations provide a
great deal of relief during
emergencies.
Staging Volunteers: Having a plan
of operation that includes when,
where, and how to stage
volunteers is essential to your
plans.
Communicating with Volunteers:
Your EM plan needs to ensure that
all operational personnel providing
relief are able to efficiently and
effective communicate with one
another.
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Mutual Aid Agreements (MAA)
Memoranda of Understanding (MOU)
• First, you have to have them so make them
effective. Remember, these agreements and
statements of understanding are about
relationships.
• MAAs and MUOs sets forth who is going to do
what, when, where, how.
• The agreements provide the details and should
allow for flexibility.
• These agreements should involve cross-training
units (like Special Forces) in case one unit fails,
another can still perform the mission.
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CEO Checklist
Your Checklist Should Include the Following
Items:
• Immediate Action: When an emergency
happens, what are the actions that are taken
immediately? Who do you contact?
• Personal and Personnel: Set up alert notification
rosters listing who needs to contact whom.
Where do family members of responders go and
how are they taken care of during the crisis?
Otherwise, you will have severely distracted
personnel.
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Checklist (continued)
• Legal: Contact legal advisers and review legal
responsibilities.
• Political: Provide for accountability of public
officials. Ensure they have a station from which to
operate government.
• Public Information: It is vital to keep rumors to a
minimum; therefore, ensure you have a plan of who
will communicate with the public and how. The
Public Information Officer (PIO) is critical to
success!
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Planning & Leadership
The Plan:
• Work the plan, yet do not be surprised if the plan
changes within the first few minutes of the
emergency. This is where flexibility comes into
play.
• Train with the plan, yet add scenarios that cause
you to readjust the plan.
• Plan the exercise and exercise the plan.
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According to Luther Gulick (in Shafritz and
Hyde 2007, 79-87), the chief executive is
responsible for the following:
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Planning: Purpose is translated into the program.
Organizing: All operations into a structural process.
Staffing: Recruiting and selecting qualified personnel.
Directing: Is the giving of orders and accepting the responsibility.
Coordinating: Developing a functional team that is held together by a
set of core ideas.
• Reporting: This requires informing all personnel involved in the
process.
• Budgeting: This requires financial oversight, accountability on the
part of government, and the continuous acquisition of resources.
Known as: POSDCORB
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Emergency Management
Exercises
Training: The Basics
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Develop and write the plan,
Train with the plan,
Critique the Plan,
Revise the Plan,
Train Again.
Note: This process can overlap.
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The Format for Planning
Emergency Exercises: An Outline
• Introduction
• Purpose
• Situation and
Assumptions
• Concept of
Operations
• Timelines
• Organization and
Assignment of
Responsibilities
• Administration and
Logistics
• Maintenance of
Operations
• Authorities and
References
• Finance and Budgeting
• Documents and
Definitions
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Example of a Three-Part Exercise:
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Tabletop Exercise: The purpose is to
review the EM plan, the implementation
strategy, and the coordination needed
to implement the plan.
Functional Exercise: Once familiar with
the process, then you must move onto
a realistic evaluation of the EOC
activation. FEMA wants to test stress
factors (type of activity, true constraints,
problem complexity, multiple events,
etc.) in all operational areas.
Full-Scale Exercise: The entire capacity
of the Emergency Operations Plan
(EOP) will be tested. FEMA requires
jurisdictions accepting FEMA funds to
conduct a functional exercise in each of
three years of a four-year period.
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Financial Management and Budgeting
Who and What are the Targets of Financial Support?
 Federal Government: The largest
pocketbook.
 State Government: On source an
pass through funding.
 Local Government: Under-funded
and overstretched.
 Grants-in-aid: A more competitive
source of revenue.
 Philanthropic/Foundation Support:
Attractive source, yet this areas is
becoming more competitive.
 Charities/Nonprofit Organizations:
Probably the most willing, yet the
source with the least resources.
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Legal Documents
What are the Essentials:
• Liability Insurance: “Murphy’s Law” is rather
optimistic when it comes to emergencies. Get
insurance.
• Contracts: Personnel, operations, and equipment
require contracts to protect all involved in the EM
process.
• Emergency Declaration: From local ordinances to
national declaration, all EM action extends from
this item.
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Local Responsibilities:
• As all politics are local, so is emergency management,
until a state or national emergency is declared by the
appropriate authorities.
• Keep in mind that you will have to survive and operate
on your own for a time until additional assistance
arrives.
• The local Emergency Operations Center (EOC) is key.
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Organizing the Emergency Operations
Center (EOC)
The Organization:
• DHS, FEMA and other organizations have produced
organizational charts, graphs, and designs that will
enable you to design your organization to fit your
needs and budget.
• Note: funding can change the makeup of your
organization. Communication systems are dated
when you take them “out of the box.” Finally,
technology is ever changing as are the costs.
Organize in such a way that if
technology/communications fail, you can still
accomplish the mission.
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EOC Basics
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EOCs have a physical location
EOCs provide multi-agency coordination
EOCs help to form a common operating picture
EOC core functions include:
1. Coordination (above)
2. Communications
3. Resource Allocation & Tracking
4. Information Collection
5. Analysis
6. Dissemination
Pre-planning & Training cannot be overemphasized
Systems like WebEOC can provide a valuable tool for
organizing and running an EOC
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Equipment
• While having your local EOC in order is important,
access to equipment in an emergency is paramount. Not
all equipment that is needed may be stored and
maintained in your own facilities.
• Where are the things we will need for an emergency?
• Who can operate this equipment and do we have backup
personnel?
• Cost—what are the costs of operation?
• Contacts, who are the key points of contact (name and
phone numbers of local personnel, other cooperating
governments and nongovernmental resources) for the
equipment?
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*Sample EOC Organizational Chart
EOC Director
EOC Coordinator
Safety Officer
Liaison
Security Officer
• Agency Representatives
• Community Based Organizations
Operations
Fire & Rescue
Law Enforcement
Construction/Engineering
Health & Welfare
Planning/
Intelligence
Public Information Officer
Logistics
Finance/
Administration
Situation Analysis
Communications
Time Keeping
Documentation
Transportation
Cost Accounting
Advance Planning
Personnel
Compensation/Claims
Demobilization
Supply/Procurement
Purchasing
Technical Specialists
Facilities
Recovery
Resource Tracking
* Adapted from <http://www.oes.ca.gov/Operational/OESHome.nsf/PDF/SEMS%20ACI%20-%20EOC%20COURSE%20%20EOC%20LG%20Handbook%20-%20Finance/$file/EOC%20LG%20Handbook%20-%20Finance.pdf>
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Equipment (continued)
• Chain of Responsibility: you must consider the
viability of having a sign in/out roster for the
equipment in order to know where the equipment is
and who is responsible for it.
• Upgrades and Repairs: You must maintain a
maintenance schedule for all of your equipment and
designate personnel who have authority and
responsibility for maintaining the equipment.
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Local Response in a State or National
Disaster Declaration
 Governor or President makes
declaration
 The National Response
Framework (NRF), Federal
Emergency Management
Agency (FEMA) & the National
Incident Management System
(NIMS)
 State & National coordination
& integration
 Stay informed and trained in
the larger response apparatus.
You may need it someday!
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