All Disasters Are Local: Getting Organized

1. All Disasters Are Local:Getting Organized A.J. Briding Certified Emergency Manager Certified Organizational Resilience Executive

2. Overview of Presentation • Review • The Evolution of an Emergency • Considerations for Engagement for Clubs and Districts • What to Do and How to Do It: The Emergency Operations Plan

3. Review • NIMS • ICS • EOC • ESFs • MACS • COOP & COG

4. Governments: Putting It All Together Emergency Management(NIMS and NRF) Policyand Coordination Field Operations Multi-Agency Coordination System Emergency Operations Center ESFs Incident Command System (ICS) • Emergency • Processes: • Evacuation • Sheltering • Search & Rescue • Public Security • Public Health • Etc Potential or Actual Emergency Normal business operations Business emergency actions Normal business operations Continuity of operations procedures IT disaster recovery procedures COOP/DRP/COG

5. Notional Local and State ESFs • ESF-1 Transportation • ESF-2 Communications • ESF-3 Public Works and Engineering • ESF-4 Firefighting • ESF-5 Emergency Management • ESF-6 Mass Care, Housing and Human Services • ESF-7 Resource Support (Logistics) • ESF-8 Public Health and Medical Services • ESF-9 Search and Rescue • ESF-10 Hazardous Materials and Radiological • ESF-11 Agriculture • ESF-12 Energy • ESF-13 Public Safety and Security • ESF-14 Community Recovery, Mitigation and Economic Stabilization • ESF-15 Public Information Unskilled volunteers are always needed!

6. Most Emergencies Are Local FEDERAL In the U.S., primary responsibility for emergency response is at the local level STATE LOCAL RESPONSE CITIZEN RESPONSE

7. How It Works: No-Notice Emergency (If required) DEOC stood up (Department Emergency Operations Center) EOC monitoring Actual Emergency Event Incident Command established Unified Command established Area Command established Full MACS support (Including EOC) Volunteer Agencies

8. No-Notice Emergency Escalation State Unified Command established Federal ESFs activated (NRP) Unified Command established Area Command established Full MACS support (Including EOC) Joint Requirements Office (JRO) stood up Full SEOC support Resource coordination Resource coordination -- For a hurricane, all of these elements would likely stand up simultaneously

9. How Does All This Happen? • You need a plan! • Structure (i.e., NIMS and ICS) • Mobilization and response (i.e., NRF) • Threats to prepare for (i.e., NPG) and capabilities to reduce the risk

10. The Essential EOP • What do you want to do? The mission • Disaster Readiness • Disaster Response • Disaster Relief • Disaster Recovery • What are the threats to prepare for? • Risk Assessment and management • How to take action? • Procedures, checklists, and information

11. Mission Considerations:Rotary Strengths in Disasters • District, regional, national, and international presence and network • Highly competent professionals in all classifications • Business and industry backbone • Goodwill and volunteer focus Probably no better readiness and response potential in any private sector organization!

12. Rotary Spheres of Engagement CLUB CLUB LOCAL STATE NATIONAL INTERNATIONAL

13. The Emergency Management Cycle PREPARATION RESPONSE Readiness MITIGATION RECOVERY Preparedness . . Response . . Rebuilding

14. Four Phases ofEmergency Management • Preparedness/Prevention • Building, sustaining, and improving operational capabilityand resilience • Avoiding or stopping an incident before it occurs • Mitigation • Reducing or eliminating risks or their impact • Response • Immediate actions (including damage assessment and critical infrastructure recovery) • Secondary response (public health, etc) • Recovery • Service and site restoration (public and private sectors) • Economic and community viability

15. The Private Sector— Victim, Spectator, or Player?

16. Determining Your Mission • Club members in disasters • What do members need? • Personal preparedness and recovery • Business preparedness and recovery • Determine membership status • How can other Rotarians help? • Outreach to other Clubs • Club-to-Club partnerships • Club to District to Club (District as middleman) • Overseas travel • Preparation and risk mitigation (medical, physical threat) • Recovering Rotarians from disaster zones

17. District as Coordination Center • Communications node • Coordination between clubs • Input point to and from Rotary National / International • Resource request and coordination center • Need remote alternate (backup in case District capability is lost)

18. Key to Surviving Disasters:The Community • Individual and family preparation • Citizen engagement • Volunteer manning • Private sector readiness • Economic resiliency -- Lack of recovery can be the greatest impact of a disaster

19. Community Preparation • Promotion and facilitation of readiness programs in the community • DHS Ready Programs (www.ready.gov) • Ready America • Ready Business • Ready Kids • Citizen Corps (www.citizencorps.gov) • Volunteer focus • Create and assist with equivalent programs in other countries, if not already present • Consider risk mitigation in overseas projects • Eliminate obvious threat vulnerabilities

20. Community Preparation (con’d) • Community infrastructure readiness • Medical systems • Transportation systems • Power infrastructure • Communications providers • Education (K-12 districts, college campuses)

21. Community Response • Provide resources and services through coordination with the EOC • Volunteer workers • Skilled personnel (i.e., public health and medical) • Equipment (transport, transformers, etc) • Coordinate between EOC and Rotary for additional resources Unsolicited (uncoordinated) donations and personnel generate more problems than solutions!

22. Community Recovery • ESF 14: Community recovery, mitigation, and economic stabilization • Rebuilding and public works projects • Rotary member business recovery • Mitigation measures built into Rotary recovery projects at home and overseas • Robust critical infrastructure components • Water, sanitization, communications, power, food distribution, medical support)

23. State-Level Assistance • State EOCs • Contact point for resources provided through Rotary • State VOADs • Partnership with volunteer agencies providing coordinated emergency support

24. International Assistance • Same basics: Preparation, mitigation, response, recovery • Value of local Rotarians • Situational awareness (local intel) • Local and national emergency management systems and procedures • Legal requirements • Coordination point • Medical protection (Vaccinations, anti-malarial pills, safe food and water protocols, etc) • Physical security (criminal and terrorist threat) • Visas

25. Preparation Starts With Risk Assessment

26. Managing Risk • Eliminate or avoid • Transfer • Accept • Reduce to acceptable level (mitigate or control) • reduce vulnerability • minimize the impact (consequence) • Partnership between city planners, EMAs, and citizens • Private Voluntary Orgs and Non-Governmental Orgs

27. Maxims for Crisis Actions • Keep it simple • Think like someone in a foxhole, not someone in a boardroom • Make sure it works during disasters, not just when things are copacetic • Plan for the worst • Train and exercise it • An ounce of mitigation is worth a pound of response • Complacency can be deadly

28. First: What’s the Plan and Who’s In Charge? • What’s the plan? • What is its trigger? • Who has decision making authority? • What authority do they have? • What if they’re off-line or incapacitated (line of succession)? • Checklists are wonderful! • If well conceived

29. Can’t Do It Without Communications! • Communications Plan • Who to call? How? • What are your comm requirements? • ‘Voice’ (landline, cell, text messaging, e-mail, VoIP*, radio, satcom, etc) • Data (files, data, photos, etc) • Infrastructure (networks, servers, applications, databases) *Voice over Internet Protocol (phone lines carried over computer networks)

30. Checklists Keep Your Head Straight • If you’re shooting from the hip, your accuracy is questionable • If you’re shooting from the hip under stress, I wouldn’t want to stand close to you • Well-constructed checklists provide focus and accuracy • Keep them simple

31. What It Takes to Be Ready “If you know the enemy and know yourself you need not fear the results of a hundred battles” (Sun Tzu) “Plans are nothing; planning is everything.” (Eisenhower) “Life is what happens when you’ve made other plans” (Charles Schultz) • Leadership • Knowledge • The ability to make and communicate informed decisions • Prepared people and resilient systems

32. The Rotary EOP Template • Mission Statement • Disaster Readiness • Disaster Response • Disaster Relief • Disaster Recovery • Essential Functions and Critical Resources • Risk Analysis • Appendices and Annexes • Critical information and checklists

33. Prep for the Workshop • Look over the template • Think over your potential club mission areas (what it wants to do in disasters) • Think about which functions you would consider to be critical • Districts—how do you want to participate? What are your essential functions?

34. Discussion A.J. Briding abriding@ciber.com (719) 238-9483

35. Murphy’s Laws of Combat Life is tough, but it’s tougher if you’re stupid. If it’s stupid, but works, it’s not stupid. Combat-ready units often fail inspections. Inspection-ready units often fail in combat. The easy way is always lined with SAMs.* Don’t look conspicuous. It draws fire. Never draw fire; it irritates everyone around you. When in doubt, empty the magazine. Never fly wing on anyone braver than you. Formation flight is essential. It gives them other people to shoot at. Try to look unimportant, they may be low on ammo. Incoming fire has the right of way. If the enemy is in range, so are you. Friendly fire isn’t. Tracers work both ways. Professionals are predictable but the world is full of amateurs. *Surface-to-Air Missiles