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

2. Mobile County EMA
Mission: 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 response
Training - Conduct comprehensive internal and external training to improve the capability to respond and recover

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

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 Assessments
Emergency Management Assistance Compact (EMAC)
After action evaluations following disasters and exercises
Training
Emergency management and homeland security-related training for Mobile County and the State of Alabama
Exercise
All-hazards and WMD-related exercises for Mobile County and State of Alabama
Planning – 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 recover
Exercise - Ensure exercises evaluate capabilities of existing plans and procedures
Major Exercise Highlights:
Development of the State of Ohio Terrorism Exercise and Evaluation Manual
Major League Baseball exercise/Cincinnati Reds
(2nd in U.S. – 1st in Ohio)
International Cross Border Exercise/Canada
Participation on national Homeland Security focus groups
2 Master Exercise Practioner certifications
85 Local Emergency Planning Committee exercises (hazardous materials)

6. RESPONSE
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
Responsible 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 levels
Administer local
assistance programs
Infrastructure
Individuals & families
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”.
- David Paulison, Director, FEMA
"Weathering the Next Storm", Washington Post, 08/27/06

9. Mobile County’s Local Partners
County Commissioners
City Mayors
City Fire & Police Depts.
County EMS
City & County Engineers
City & County Public Works
Medical Services
County Agent
Dept. Human Resources
Private Sector
Hospitals
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
There 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 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
There 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 Engineers
FBI
OSHA
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.
Emergency Operations Plan span emergencies from initial monitoring through post-disaster response and recovery
Defines interagency coordination and assigns specific functional responsibilities
The 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 entities
In 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 old
They are rich and poor
They are urban and rural
They are able-bodied and they are disabled
They are able to effectively respond during emergencies and disasters and
They 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 Principles
Six primary components that work together to provide a national framework for preventing, responding to and recovering from domestic incidents:
Command and Management
Preparedness
Resource Management
Communications and Information Mngmt.
Supporting Technologies
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
Promote mutual aid agreements with private sector and non-governmental organizations
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
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
Information Collection, Evaluation and Display
Coordination
Establishment of Priorities
Resource Management
Communications
Needs Assessment
Action Items
Damage Assessment
Warning
Continuity of Government
Public Information Center
Routine Office
Other

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 EOC
Interoperability Communications Capability

21. Proposed New MCEMA EOC
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
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
Provide a facility that will withstand a Cat 5 Hurricane

22. Proposed New MCEMA EOC

23. Proposed New MCEMA EOC

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

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
Emergency Management Director
EOC Operations Officer
Law Enforcement
County, City, Township, State, Federal
Fire Service
LEPC Representative
Public Works
Engineering
Health
Medical (Local Hospital)
Mental Health
EMS Coordinator
Human/Social Services
Red Cross
Department of Education
Volunteer Coordinator
Representative from Voluntary Organizations
Utility Representative
Water
Electric
Natural Gas
Telephone
Sanitation
Representatives of Private Organizations
State and Federal Representatives
Damage Assessment Coordinator
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)
Facility Typists
Coordinator Security
Computer Operators
SUPPORT SERVICES (Communications)
Message Controller
Message Runners
Information Plotters
Communications Officer
Radio/Telephone Operators
Amateur Radio Operators
9-1-1 Coordinator

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

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
The 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 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 ICS CMD FIRE OPNS POLICE PLNG EMS LOG HOSP
9-1-1
"Incident Site"
PUBLIC
RELATIONS
STATE EOC
MEDIA CENTER
EOC
ICS
CMD
OPNS
PLNG
LOG
FIN
FIRE
PIO
FIRE STATION
POLICE
EMS
HOSP
ADJACENT COUNTY
PIO

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
03/05/01
Severe Storms & Flooding
12/18/00
Tornadoes
03/17/00
Severe Storms And Flooding
02/18/00
Winter Storm
Van Wert tornado
Ice Storm
Flooding
Blackout
Flooding
Flooding
Flooding
EM 3138 Snow/Ice/Flooding

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

33. Questions?

34. Contact Information
Walt Dickerson