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DISASTER PLANNING: Do it Before Disaster Strikes Community Issues Satellite Workshops Department of Commerce & Economic Opportunity.

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Presentation on theme: "DISASTER PLANNING: Do it Before Disaster Strikes Community Issues Satellite Workshops Department of Commerce & Economic Opportunity."— Presentation transcript:

1 DISASTER PLANNING: Do it Before Disaster Strikes Community Issues Satellite Workshops Department of Commerce & Economic Opportunity

2 Surviving the Disaster Time periods 24 hours for local disaster 48 hours for regional disaster 72 hours for statewide catastrophic disaster

3 Surviving the Disaster Challenge for local elected officials Disaster represents a non-traditional situation Plan must result from collective efforts of many Consensus document

4 What is a Disaster Plan? Comprehensive plan is basis for disaster operations Provides positive step to resolve problem and manage crisis Without plan - publics perception is negative

5 What is a Disaster Plan? With leadership - publics perception is positive Especially when supported with pre- planning

6 Overview of Disaster Plan Written document Roadmap for who does what Establishes interrelationships Establishes disaster Chain-of- Command

7 Organizational Interrelationships Emergency operations plan developed by implementing organizations Must reflect reality of emergency operational procedures of participating organizations A plan developed In a vacuum without implementing organizations is no plan

8 Intergovernmental Relationship Disasters are local responsibilities Handled first at the local level Local governments must be in position that effective & timely disaster response & recovery operations are impossible without outside assistance State and Federal designations

9 FacilitiesFacilities Emergency Operations Center (EOC) Incident Command System (ICS) Most public safety officials are accustomed to the ICS environment without the EOC ICS/EOC interface Mechanism by which disasters are managed

10 Planning Process Assumptions: Plans based on maximum credible event Plans consider every possible resource (publicly or privately-held) Process begins with a committee of responders

11 Planning Process Hazards analysis Risk assessment Resource identification Capability assessment

12 Planning Process Hazards analysis: first step in the process Distinguish EVENT from its CONSEQUENCES –Event identification: the trigger mechanism to consequences

13 Planning Process Event analysis How probable is the hazard? Consequence analysis How great is the impact on public health and safety?

14 Planning Process Risk Assessment Combination of – Hazard event identification – Consequences analysis – Probability analysis

15 Planning Process Risk Assessment examples: Low probability & High consequence –Nuclear/Biological terrorism High probability & Medium consequence –Flood in unprotected floodplain High probability & Low consequence –Flood in protected floodplain

16 Planning Process Resource identification Exhaustive Includes privately-held resource Compiled resource directory Revised annually Distributed to EOC participants for reference during EOC activation

17 Planning Process Linked to identified consequences Resources are identified & committed through EOC - not the ICS ICS relies on EOC for the resource Whatever you HAVE as a capability can serve you today Whatever you LACK as a capability must be developed

18 Planning Process Capability assessment A measure of the Emergency Management Organizations disaster readiness –Capability to respond to events identified in the hazards analysis –Identifies capability shortfalls

19 Developing an Emergency Management Organization Capability enhancement: developing the human and material resources Communications EOC radio communications Amateur radio operators Volunteer resources Recruit volunteers …train them...then use them!

20 Developing an Emergency Management Organization Resource Management Facilities/Supplies/Equipment/ Personnel Respect the limitations of resources: –Be prepared to prioritize them!

21 Planning Elements/Standards Human resources must be managed in a disaster Assumption: No one is expected to perform a task for which they are unprepared or unfamiliar

22 Planning Elements/Standards Federal standards SLG101: Prescribes guidance for State and Local Emergency Operations Plans (EOPs) NRT1/NRT1-a: Prescribes requirements for Local Emergency Planning Committees (LEPCs) for hazardous materials emergency plans under Title III of SARA

23 Planning Elements/Standards State standards: IEMA proposed 101 standards for comprehensive local EOPs Administrative Rule All plans reviewed and approved by IEMA Regional Coordinator

24 Planning Elements/Standards Local decisions Implementing state and federal standards –Separate regulations for hazardous materials - but planning is done in same manner as for any other hazard

25 Organization of an Emergency Operations Plan Basic Section Policy Organizational interrelationships General organizational responsibilities

26 Organization of an Emergency Operations Plan Functional Annexes More detailed responsibility listings for operating agencies Grouped by functional area Includes before, during and after checklists

27 Logan County Experience Established a unified standard for an LEPC/EM Emergency Operations Plan Combines elements of –County Emergency Operations Plan –Federally required Local Emergency Planning Committee (LEPC) hazardous materials plan

28 Logan County Experience Developed in cooperation with the IEMA Regional Coordinator Subcommittees for police, fire, EMS & other functional groups for review and concurrence prior to county approval Planning assistance available by contacting your Regional Coordinator

29 ExercisingExercising Best way to test a plan before a disaster Training available: Exercise Design course to assist Emergency Management in developing a scenario and role-playing

30 Exercise Types EOC Tabletop Policy and strategic operations Field Exercise ICS and tactical operations Full scale exercise Integration of policy & strategic operations at the EOC with the ICS & tactical operations in the field

31 Bringing it all together Emergencies test a Governments leadership & management skills unlike anything else Disasters are painful reminders of rapid response required from federal, state, & local governments

32 Bringing it all together Unless a comprehensive planning effort has been undertaken, Government officials must become instant experts in emergency management when they are affected by disasters.

33 Bringing It All Together Strategies for implementing comprehensive emergency management I can do that! Failing to plan is planning for failure A good, comprehensive plan provides: Direction Control Understanding

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