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Effective Disaster Relationships Developing Partnerships in Advance Walter Dickerson, Executive Director Mobile County Emergency Management Agency.

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Presentation on theme: "Effective Disaster Relationships Developing Partnerships in Advance Walter Dickerson, Executive Director Mobile County Emergency Management Agency."— Presentation transcript:

1 Effective Disaster Relationships Developing Partnerships in Advance Walter Dickerson, Executive Director Mobile County Emergency Management Agency

2 Mobile County EMA Mission: T he mission of the Mobile County Emergency Management Agency is to protect Mobile County citizens from all hazards by providing and coordinating resources, expertise, leadership and advocacy through a comprehensive, risk-based security and emergency management program.

3 Emergency Management Cycle Four Phases of Emergency Management Four Phases of Emergency Management Mitigation Mitigation Preparedness Preparedness Response Response Recovery Recovery

4 MITIGATION Reduce or eliminate the cost of damage caused by disasters Reduce or eliminate the cost of damage caused by disasters Minimize the impact on citizens, businesses, and properties Minimize the impact on citizens, businesses, and properties

5 PREPAREDNESS Disaster Disaster Planning Planning Emergency Operations Plans (EOP) Emergency Operations Plans (EOP) Hazard ID and Risk Assessments Hazard ID and Risk Assessments Emergency Management Assistance Compact (EMAC) Emergency Management Assistance Compact (EMAC) After action evaluations following disasters and exercises After action evaluations following disasters and exercises Training Training Emergency management and homeland security-related training for Mobile County and the State of Alabama Emergency management and homeland security-related training for Mobile County and the State of Alabama Exercise Exercise All-hazards and WMD-related exercises for Mobile County and State of Alabama All-hazards and WMD-related exercises for Mobile County and State of Alabama

6 MCEMA - Central point of coordination within the county for response to and recovery from disasters  Activate MCEMA Emergency Operations Center  Coordinate State Resources  Conduct Damage & Needs Assessment  Recommend Actions to the State EMA and Mobile County  Coordinate local Response RESPONSE

7 RECOVERY Restore governments, Restore governments, systems, and people to systems, and people to pre-disaster levels pre-disaster levels Administer local Administer local assistance programs assistance programs Infrastructure Infrastructure Individuals & families Individuals & families Assist with long-term recovery activities Assist with long-term recovery activities

8 David Paulison on Partnership “While emergency management should remain first and foremost a state and local responsibility, the federal government has to be prepared to engage more proactively during the initial stages of a disaster. To do this, we need to enhance partnerships with state and local governments, nongovernmental organizations, and the private sector to identify where the weaknesses exist. The federal government should work with states and municipalities to close capability gaps and improve our combined, integrated response. Katrina has taught us the value of early and unified engagement”. “While emergency management should remain first and foremost a state and local responsibility, the federal government has to be prepared to engage more proactively during the initial stages of a disaster. To do this, we need to enhance partnerships with state and local governments, nongovernmental organizations, and the private sector to identify where the weaknesses exist. The federal government should work with states and municipalities to close capability gaps and improve our combined, integrated response. Katrina has taught us the value of early and unified engagement”. - David Paulison, Director, FEMA "Weathering the Next Storm", Washington Post, 08/27/06 "Weathering the Next Storm", Washington Post, 08/27/06

9 Mobile County’s Local Partners County Commissioners County Commissioners City Mayors City Mayors City Fire & Police Depts. City Fire & Police Depts. County EMS County EMS City & County Engineers City & County Engineers City & County Public Works City & County Public Works Medical Services Medical Services County Agent County Agent Dept. Human Resources Dept. Human Resources Private Sector Private Sector Hospitals Hospitals Private companies Private companies County Medical Examiner County Public Health County Sheriff Public School Board Volunteer agencies Red Cross Voluntary Organizations Active in Disasters (VOAD) Citizen Corps Salvation Army Alabama Defense Force

10 State Partners State EMA State Fire Marshall AL DOH State Highway Patrol Marine Police AL National Guard State Docks Civil Air Patrol ALDOT AL Forest Service Community Action AL Environmental Protection Agency AL Agriculture Dept Public Utilities Commission

11 Federal Partners DHS DHS FEMA FEMA U.S. Coast Guard U.S. Coast Guard U.S. Army Corps of Engineers U.S. Army Corps of Engineers FBI FBI OSHA OSHA ATF ATF

12 County of Alabama Emergency Operations Plan All-hazards framework through which Mobile County responds to and recovers from disasters that affect the health, safety and welfare of persons affected by emergencies. All-hazards framework through which Mobile County responds to and recovers from disasters that affect the health, safety and welfare of persons affected by emergencies. Emergency Operations Plan span emergencies from initial monitoring through post-disaster response and recovery Emergency Operations Plan span emergencies from initial monitoring through post-disaster response and recovery Defines interagency coordination and assigns specific functional responsibilities Defines interagency coordination and assigns specific functional responsibilities

13 Emergency Operations Plan Describes how citizens and property will be protected in a disaster or emergency. Describes how citizens and property will be protected in a disaster or emergency. Describes actions that will be taken in response to hazards, and details tasks to be performed by specific entities Describes actions that will be taken in response to hazards, and details tasks to be performed by specific entities

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15 National Incident Management System (NIMS) Created to provide the standardization and interoperability required to prevent, prepare for, respond to, recover from, and mitigate the effects of domestic incidents, regardless of cause, size, or complexity

16 NIMS – Key Principles Six primary components that work together to provide a national framework for preventing, responding to and recovering from domestic incidents: Command and Management Command and Management Preparedness Preparedness Resource Management Resource Management Communications and Information Mngmt. Communications and Information Mngmt. Supporting Technologies Supporting Technologies Ongoing Management and Maintenance Ongoing Management and Maintenance

17 NIMS REQUIREMENTS… New and Ongoing Requirements Ensure that the Public Information System can gather, verify, coordinate, and disseminate information during an incident Ensure that the Public Information System can gather, verify, coordinate, and disseminate information during an incident Promote mutual aid agreements with private sector and non-governmental organizations Promote mutual aid agreements with private sector and non-governmental organizations Consistent application of Incident Action Plans and Common Communications Plans Consistent application of Incident Action Plans and Common Communications Plans Coordinate and support emergency incident and event management through the development and use of multi-agency coordination systems Coordinate and support emergency incident and event management through the development and use of multi-agency coordination systems Public Information System included in the jurisdiction’s Emergency Operations Plan Public Information System included in the jurisdiction’s Emergency Operations Plan

18 ICS Related Definitions Emergency Operations Center (EOC) The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization with a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., Federal, State, regional,county, city, tribal), or some combination thereof.

19 EOC PRIMARY FUNCTIONS Direction & Control Direction & Control Information Collection, Evaluation and Display Information Collection, Evaluation and Display Coordination Coordination Establishment of Priorities Establishment of Priorities Resource Management Resource Management Communications Communications Needs Assessment Needs Assessment Action Items Action Items Damage Assessment Damage Assessment Warning Warning Continuity of Government Continuity of Government Public Information Center Public Information Center Routine Office Routine Office Other Other

20 Current MCEMA EOC Capabilities 200KW Generator, with a 6000 gallon fuel tank, capable of operating for 14 days. 200KW Generator, with a 6000 gallon fuel tank, capable of operating for 14 days. 100 telephone lines, with an additional 100 in place should they be needed. 100 telephone lines, with an additional 100 in place should they be needed. State, County, and City of Mobile 800MHZ Radio system. State, County, and City of Mobile 800MHZ Radio system. Emergency Alerting System (EAS). Emergency Alerting System (EAS). Amateur radio communications. Amateur radio communications. Local and national television monitoring, plus 3 satellite monitoring systems. Local and national television monitoring, plus 3 satellite monitoring systems. Internet and Local Area Networking capability. Internet and Local Area Networking capability. Computer modeling programs for various natural and technological disasters. Computer modeling programs for various natural and technological disasters. Specialized Emergency Management computer software for maintaining, analyzing, and reporting emergency situations. Specialized Emergency Management computer software for maintaining, analyzing, and reporting emergency situations. Web EOC Web EOC Interoperability Communications Capability Interoperability Communications Capability

21 Proposed New MCEMA EOC Provide adequate work space, technology and shelter for EOC operations during disaster situations Provide adequate work space, technology and shelter for EOC operations during disaster situations The new proposed EOC would allow county and municipal governments a place to function in the event their facilities were impacted by disaster The new proposed EOC would allow county and municipal governments a place to function in the event their facilities were impacted by disaster Provide a full-time training facility as well as adequate space to conduct meetings Provide a full-time training facility as well as adequate space to conduct meetings Allow space for projects such as damage assessment & long term recovery Allow space for projects such as damage assessment & long term recovery Provide a facility that will withstand a Cat 5 Hurricane Provide a facility that will withstand a Cat 5 Hurricane

22 Proposed New MCEMA EOC

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24 Emergency Medical Health Hospitals Red Cross COUNTY EOC Fire Service Public Works Fire Services Emergency Management Law Enforcement

25 SAMPLE EOC STAFFING NOTE: Utilization of these positions will depend on the type and magnitude of the disaster. Other positions may be created to fulfill special needs as they arise. OPERATIONS GROUP OPERATIONS GROUP Emergency Management Director Emergency Management Director EOC Operations Officer EOC Operations Officer Law Enforcement Law Enforcement County, City, Township, State, Federal County, City, Township, State, Federal Fire Service Fire Service LEPC Representative LEPC Representative Public Works Public Works Engineering Engineering Health Health Medical (Local Hospital) Medical (Local Hospital) Mental Health Mental Health EMS Coordinator EMS Coordinator Human/Social Services Human/Social Services Red Cross Red Cross Department of Education Department of Education Volunteer Coordinator Volunteer Coordinator Representative from Voluntary Organizations Representative from Voluntary Organizations Utility Representative Utility Representative Water Water Electric Electric Natural Gas Natural Gas Telephone Telephone Sanitation Sanitation Representatives of Private Organizations Representatives of Private Organizations State and Federal Representatives State and Federal Representatives Damage Assessment Coordinator Damage Assessment Coordinator Disaster/Situation Analyst Disaster/Situation Analyst OPERATIONS GROUP (continued ) Resource Manager Other Representatives Food and Housing Transportation Fuel Source groups Coroner EXECUTIVE GROUP Commissioner, Mayor, or Other Chief Elected Official Emergency Public Information Officer Legal Representative Emergency Management Director (Optional) SERVICES SUPPORT (Administrative) FacilityTypists CoordinatorSecurity ComputerOperators SUPPORT SERVICES (Communications) Message Controller Message Runners Information Plotters Communications Officer Radio/Telephone Operators Amateur Radio Operators Coordinator

26 STATE-LEVEL EMERGENCY STATE FOCUS Policy Support Coordination Priority Planning COUNTY OR AREA FOCUS Policy Support Coordination Priority Planning* LOCAL FOCUS Policy Support Coordination Priority Planning* INCIDENT FOCUS Operations Finance Logistics Planning *Function not included in current EOC structure. IC LOCAL EOC IC LOCAL EOC COUNTY EOC IC LOCAL EOC IC LOCAL EOC COUNTY EOC STATE EMERGENCY OPERATIONS CENTER (EOC) COUNTY EOC

27 Steps to Establish Relationships  Strategically partner with all emergency stakeholders  Think regionally, act locally  Federal, state, local, NGO inclusiveness  Engaged partnership philosophy  Collaboration is the key  Build a ‘culture of preparedness’  Strengthen all relationships/partnerships  Memorandums of understanding

28 Benefits of the Team Approach  The Emergency Operations Plan (EOP) is more likely to be used and followed if the tasked organizations have a sense of ownership and their views were considered and incorporated  More knowledge and expertise are brought to bear on the planning effort  Closer professional relationships among response and recovery organizations in the planning process should translate into better coordination and teamwork in emergencies

29 Benefits of Collaboration  Strengthening the overall response to the disaster  Elimination of duplication of services  Expanding resource availability  Enhancing problem solving through cross-pollination of ideas

30 EOC Disaster Message Flow CMD OPNS PLNG LOG FIN PIO PUBLIC RELATIONS FIRE POLICE EMS HOSP PIO "Incident Site" STATE EOC ICS MEDIA CENTER FIRE STATION ADJACENT COUNTY

31 Recent Disaster Declarations 03/03/07 Severe Storms and Tornadoes 08/29/05 Hurricane Katrina 07/10/05 Hurricane Dennis 09/15/04 Hurricane Ivan 05/12/03 Severe Storms, Tornadoes and Flooding 11/14/02 Severe Storms and Tornadoes 10/09/02 Tropical Storm Isidore 12/07/01 Severe Storms and Tornadoes 03/05/01 Severe Storms & Flooding 12/18/00 Tornadoes 03/17/00 Severe Storms And Flooding 02/18/00 Winter Storm

32 Key Issues Build appropriate relationships BEFORE the disaster…include non-traditional partners Build appropriate relationships BEFORE the disaster…include non-traditional partners Planning Effort Planning Effort Process builds relationships Process builds relationships Invite ALL appropriate partners Invite ALL appropriate partners Training Training Exercising Exercising After Action Reviews/Corrective Action Plans After Action Reviews/Corrective Action Plans Revise the Plan Revise the Plan Continue the Cycle Continue the Cycle Know the plan; Know your role Know the plan; Know your role

33 Questions?

34 Contact Information Walt Dickerson Walt Dickerson


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