Presentation on theme: "Effective Disaster Relationships Developing Partnerships in Advance"— Presentation transcript:
1 Effective Disaster Relationships Developing Partnerships in Advance Mobile County Emergency Management AgencyWalter Dickerson, Executive Director
2 Mobile County EMAMission: The 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.Central point of coordination within the state for response and recovery to disasters. The primary focus of the agency when not in a response or recovery mode is to ensure that the state, and the 11 million citizens residing in it, are prepared to respond to an emergency or disaster and to lead mitigation efforts against the effects of future disasters.Direction and Control and key part - Establish and maintain clear direction and control and operational procedures to ensure effective responseTraining - Conduct comprehensive internal and external training to improve the capability to respond and recover
3 Emergency Management Cycle Four Phases of Emergency ManagementMitigationPreparednessResponseRecovery
4 MITIGATION Reduce or eliminate the cost of damage caused by disasters Minimize the impact on citizens, businesses, and properties
5 PREPAREDNESS Disaster Planning Emergency Operations Plans (EOP) Hazard ID and Risk AssessmentsEmergency Management Assistance Compact (EMAC)After action evaluations following disasters and exercisesTrainingEmergency management and homeland security-related training for Mobile County and the State of AlabamaExerciseAll-hazards and WMD-related exercises for Mobile County and State of AlabamaPlanning – Responsible for the state EOP and EOP guidance to local EMA. Provides guidance state and local agencies to continually enhance and standardize the format and content of all state and local plans.Training - Conduct comprehensive internal and external training to improve the capability to respond and recoverExercise - Ensure exercises evaluate capabilities of existing plans and proceduresMajor Exercise Highlights:Development of the State of Ohio Terrorism Exercise and Evaluation ManualMajor League Baseball exercise/Cincinnati Reds(2nd in U.S. – 1st in Ohio)International Cross Border Exercise/CanadaParticipation on national Homeland Security focus groups2 Master Exercise Practioner certifications85 Local Emergency Planning Committee exercises (hazardous materials)
6 RESPONSEMCEMA - Central point of coordination within the county for response to and recovery from disastersActivate MCEMA Emergency Operations CenterCoordinate State ResourcesConduct Damage & Needs AssessmentRecommend Actions to the State EMA and Mobile CountyCoordinate local ResponseResponsible for coordination with local, state and federal agencies.Establish and maintain clear direction and control and operational procedures to ensure effective response
7 RECOVERY Restore governments, systems, and people to pre-disaster levelsAdminister localassistance programsInfrastructureIndividuals & familiesAssist 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”.- David Paulison, Director, FEMA"Weathering the Next Storm", Washington Post, 08/27/06
9 Mobile County’s Local Partners County CommissionersCity MayorsCity Fire & Police Depts.County EMSCity & County EngineersCity & County Public WorksMedical ServicesCounty AgentDept. Human ResourcesPrivate SectorHospitalsPrivate companiesCounty Medical ExaminerCounty Public HealthCounty SheriffPublic School BoardVolunteer agenciesRed CrossVoluntary Organizations Active in Disasters (VOAD)Citizen CorpsSalvation ArmyAlabama Defense ForceThere are many partners at the local and state levels. This list of local and state partners and organizations is by no means inclusive and most are involved with both local and state agencies.The state agencies listed are representative of the agencies that are most frequently involved in responding to emergencies, but there are many more. The agencies listed, with the exception of the Guard, are the primary agencies for at least one of the 15 Emergency Support Functions in the Emergency Operations Plan. Ohio EMA is the lead on 4 ESF’s. There are a great many support agencies listed for each ESF and every agency is involved in more than one ESF.Now we’re going to go into detail on the ESF’s.
10 State Partners State EMA State Fire Marshall AL DOH State Highway PatrolMarine PoliceAL National GuardState DocksCivil Air PatrolALDOTAL Forest ServiceCommunity ActionAL Environmental Protection AgencyAL Agriculture DeptPublic Utilities CommissionThere are many partners at the local and state levels. This list of local and state partners and organizations is by no means inclusive and most are involved with both local and state agencies.The state agencies listed are representative of the agencies that are most frequently involved in responding to emergencies, but there are many more. The agencies listed, with the exception of the Guard, are the primary agencies for at least one of the 15 Emergency Support Functions in the Emergency Operations Plan. Ohio EMA is the lead on 4 ESF’s. There are a great many support agencies listed for each ESF and every agency is involved in more than one ESF.Now we’re going to go into detail on the ESF’s.
11 Federal Partners DHS FEMA U.S. Coast Guard U.S. Army Corps of EngineersFBIOSHAATF
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.Emergency Operations Plan span emergencies from initial monitoring through post-disaster response and recoveryDefines interagency coordination and assigns specific functional responsibilitiesThe Ohio EOP is structured on an all-hazards framework and the Plan covers operations from initial monitoring and assessment through disaster response and recovery.Expand on response and recovery, and the link between them.The Ohio EOP defines the roles and responsibilities of state-level agencies and how they will work together to save lives and protect property.
13 Emergency Operations Plan 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 entitiesIn short, the Ohio EOP describes how the citizens of Ohio and their property will be protected during emergencies and disasters.The citizens of Ohio are not a homogeneous population.They are young and oldThey are rich and poorThey are urban and ruralThey are able-bodied and they are disabledThey are able to effectively respond during emergencies and disasters andThey have functional needs that need to be addressed in order for them to be able to effectively respond during emergencies and disasters.
14 The Ohio Emergency Management Agency is the central point of coordination within the state for activities to support mitigation, preparedness, response and recovery functions before, during and after a disaster.... All disasters begin locally, however; as the Governor's emergency management organization, we may activate the Ohio Emergency Operations Center to better coordinate the state's response. This center brings together the primary state and federal agencies that will be assisting in the disaster.
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 PrinciplesSix primary components that work together to provide a national framework for preventing, responding to and recovering from domestic incidents:Command and ManagementPreparednessResource ManagementCommunications and Information Mngmt.Supporting TechnologiesOngoing 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 incidentPromote mutual aid agreements with private sector and non-governmental organizationsConsistent application of Incident Action Plans and Common Communications PlansCoordinate and support emergency incident and event management through the development and use of multi-agency coordination systemsPublic 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 Information Collection, Evaluation and DisplayCoordinationEstablishment of PrioritiesResource ManagementCommunicationsNeeds AssessmentAction ItemsDamage AssessmentWarningContinuity of GovernmentPublic Information CenterRoutine OfficeOther
20 Current MCEMA EOC Capabilities 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.State, County, and City of Mobile 800MHZ Radio system.Emergency Alerting System (EAS).Amateur radio communications.Local and national television monitoring, plus 3 satellite monitoring systems.Internet and Local Area Networking capability.Computer modeling programs for various natural and technological disasters.Specialized Emergency Management computer software for maintaining, analyzing, and reporting emergency situations.Web EOCInteroperability Communications Capability
21 Proposed New MCEMA EOCProvide adequate work space, technology and shelter for EOC operations during disaster situationsThe new proposed EOC would allow county and municipal governments a place to function in the event their facilities were impacted by disasterProvide a full-time training facility as well as adequate space to conduct meetingsAllow space for projects such as damage assessment & long term recoveryProvide a facility that will withstand a Cat 5 Hurricane
24 COUNTY EOC Emergency Management Fire Service Public Works Health Law EnforcementFire ServicesFire ServiceCOUNTYEOCHealthPublic WorksRed CrossEmergency MedicalHospitals
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 GROUPEmergency Management DirectorEOC Operations OfficerLaw EnforcementCounty, City, Township, State, FederalFire ServiceLEPC RepresentativePublic WorksEngineeringHealthMedical (Local Hospital)Mental HealthEMS CoordinatorHuman/Social ServicesRed CrossDepartment of EducationVolunteer CoordinatorRepresentative from Voluntary OrganizationsUtility RepresentativeWaterElectricNatural GasTelephoneSanitationRepresentatives of Private OrganizationsState and Federal RepresentativesDamage Assessment CoordinatorDisaster/Situation AnalystOPERATIONS GROUP (continued)Resource ManagerOther RepresentativesFood and HousingTransportationFuel Source groupsCoronerEXECUTIVE GROUPCommissioner, Mayor, or Other Chief Elected OfficialEmergency Public Information OfficerLegal RepresentativeEmergency Management Director (Optional)SERVICES SUPPORT (Administrative)Facility TypistsCoordinator SecurityComputer OperatorsSUPPORT SERVICES (Communications)Message ControllerMessage RunnersInformation PlottersCommunications OfficerRadio/Telephone OperatorsAmateur Radio Operators9-1-1 Coordinator
26 STATE-LEVEL EMERGENCY STATE FOCUSPolicySupportCoordinationPriorityPlanningCOUNTY ORAREA FOCUSPlanning*LOCAL FOCUSINCIDENTFOCUSOperationsFinanceLogisticsSTATEICLOCALEOCCOUNTYEMERGENCY OPERATIONS CENTER(EOC)COUNTYCOUNTYCOUNTYEOCEOCEOCLOCALLOCALLOCALLOCALEmergency 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 within 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.EOCEOCEOCEOCICICICICICICICIC*Function not included in current EOC structure.
27 Steps to Establish Relationships Strategically partner with all emergency stakeholdersThink regionally, act locallyFederal, state, local, NGO inclusivenessEngaged partnership philosophyCollaboration is the keyBuild a ‘culture of preparedness’Strengthen all relationships/partnershipsMemorandums of understandingThe integrated planning concept is not new, but the group of participants in the planning process needs to be expanded to include private sector resources that address the functional needs of special needs populations on a day-to-day basis.Because persons with varying conditions and diagnoses can be served by similar resources, it will be important that agencies that might not have worked together are brought together to address emergency-based functional needs.This expanded planning effort needs to be led at the local level by County Emergency Management Agencies, Local Emergency Planning Commissions and other entities that have the responsibility for coordinating emergency planning, exercising and training.
28 Benefits of the Team Approach The Emergency Operations Plan (EOP) is more likely tobe used and followed if the tasked organizations have asense of ownership and their views were considered andincorporatedMore knowledge and expertise are brought to bear on theplanning effortCloser professional relationships among response andrecovery organizations in the planning process shouldtranslate into better coordination and teamwork inemergencies
29 Benefits of Collaboration Strengthening the overall response to the disasterElimination of duplication of servicesExpanding resource availabilityEnhancing problem solving through cross-pollinationof ideas
31 Recent Disaster Declarations 03/03/07Severe Storms and Tornadoes08/29/05Hurricane Katrina07/10/05Hurricane Dennis09/15/04Hurricane Ivan05/12/03Severe Storms, Tornadoes and Flooding11/14/02Severe Storms and Tornadoes10/09/02Tropical Storm Isidore12/07/0103/05/01Severe Storms & Flooding12/18/00Tornadoes03/17/00Severe Storms And Flooding02/18/00Winter StormVan Wert tornadoIce StormFloodingBlackoutFloodingFloodingFloodingEM 3138 Snow/Ice/Flooding
32 Key IssuesBuild appropriate relationships BEFORE the disaster…include non-traditional partnersPlanning EffortProcess builds relationshipsInvite ALL appropriate partnersTrainingExercisingAfter Action Reviews/Corrective Action PlansRevise the PlanContinue the CycleKnow the plan; Know your role