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Effective Disaster Relationships Developing Partnerships in Advance

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

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Effective Disaster Relationships Developing Partnerships in Advance

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  1. Effective Disaster RelationshipsDeveloping 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.

  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

  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

  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. 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 Mobile County’s Local Partners

  10. 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 State Partners

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

  12. County of AlabamaEmergency 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

  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

  14. 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

  15. 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

  16. 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

  17. ICS Related Definitions

  18. 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

  19. Current MCEMAEOC 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

  20. 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

  21. Proposed New MCEMA EOC

  22. Proposed New MCEMA EOC

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

  24. 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 SAMPLE EOC STAFFINGNOTE: 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.

  25. COUNTY COUNTY EOC EOC LOCAL LOCAL LOCAL LOCAL EOC EOC EOC EOC IC IC IC IC IC IC IC IC 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 STATE EMERGENCY OPERATIONS CENTER (EOC) COUNTY COUNTY COUNTY EOC EOC EOC LOCAL LOCAL LOCAL LOCAL EOC EOC EOC EOC IC IC IC IC IC IC IC IC *Function not included in current EOC structure.

  26. 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

  27. 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

  28. 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

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

  30. 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 Recent Disaster Declarations

  31. 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

  32. Questions?

  33. Contact Information • Walt Dickerson 251-460-8000 • wdickerson@mcema.net

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