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Emergency Management Planning New York Style

Emergency Management Planning New York Style. MaryAnn E. Marrocolo Assistant Commissioner Planning and Preparedness New York City Office of Emergency Management. What have we learned? What does this mean for emergency planning? Creating Plans to Facilitate Execution and Action In Summary….

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Emergency Management Planning New York Style

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  1. Emergency Management PlanningNew York Style MaryAnn E. Marrocolo Assistant Commissioner Planning and Preparedness New York City Office of Emergency Management

  2. What have we learned? What does this mean for emergency planning? Creating Plans to Facilitate Execution and Action In Summary… Agenda

  3. What have we learned?

  4. Question Comparing major urban centers and small town/rural areas, there are more similarities than differences in emergency preparedness. a. True b. False

  5. Inadequate communication between levels of government concerning specific needs Lack of full awareness of supply inventories and agency capabilities Failure to have a single person in charge with a clear chain of command Inability to cut through bureaucratic red tape Hurricane Andrew

  6. The IEMS and ICS weakened early due to: Immediate response of numerous local, state, and federal agencies Three separate locations of the Incident Command Post Deployment of many Mobile Command Posts, representing support agencies Lack of knowledge of IEMS, disaster response/ recovery planning and implementation, and emergency management functions Oklahoma City Bombing

  7. Response operation lacked integrated communications and unified command, both within and among individual responding agencies Crucial information for informed decision-making was not shared among agencies. 9/11 Initial Response

  8. Written plans and checklists are not consistent among county, cities, agencies, and departments In some cases written plans are non-existent. The spasmodic use of checklists misses a great opportunity to put effective planning into action at times of great personal stress and confusion. Most senior management and elected officials interviewed were distanced from, and in some cases ignorant of, salient pieces of the plans. 2004-2005 Sonoma County Grand Jury Report

  9. Command and Control was impaired at all levels of government Failure to heed past lessons learned from exercises and actual events Leaders were not well versed in protocol and failed to successfully implement the National Response Plan, and with it, NIMS Hurricane Katrina

  10. Question In my experience, the most important of the following factors which leads to an inadequate response is: a. Lack of clarity of who is in charge b. Confusion about roles and responsibilities c. People’s failure to follow the plan d. Poor communication with “end users”

  11. It is unclear who is in charge or what their job is. Roles and responsibilities are confused. People do not execute the plan. WHY? Our plans fail to communicate to the “end user” what is to be done. Have we learned anything at all?

  12. What does this mean for emergency planning?

  13. Emergency planning guidance is antiquated and does not meet the needs of modern emergency response. SLG 101 was last updated in 1996 and made no structural changes to its predecessor CPG 1-8 (1990). Increasingly complex emergencies require plans that clearly articulate: Roles and responsibilities Response options Actions and tasks Re-thinking the Traditional

  14. Action & Execution Options Roles Tasks Moving from Concept to Action

  15. Creating Plans to Facilitate Execution and Action

  16. Plan Simplification

  17. Plan Simplification (cont.)

  18. Who? What? When? Where? How? A Format that Clearly Answers…

  19. Operational Overview CIMS Phases of an Incident Activation and implementation Investigative operations Life safety operations Recovery and restoration operations A Format that Links Options and Tasks to Operational Phases

  20. Case Study: Transit Strike

  21. Operational Strategies Connective tissue for options and tasks A Format that Relates Options to Tasks

  22. Case Study: Transit Strike (cont.)

  23. A Format that Relates Roles to Tasks Level of Detail Exec Operations OEM Operations ESF Operations Field Operations Agency Operations

  24. Case Study: Transit Strike (cont.)

  25. Case Study: Transit Strike (cont.)

  26. Question In my jurisdiction, we have simplified our public health response plan into practical checklists for the end users. a. True b. False

  27. Case Study: Transit Strike (cont.)

  28. Case Study: Transit Strike (cont.)

  29. In Summary… • Don’t learn the same lesson twice. • Don’t forget the end user… it’s not you. • Don’t forget to link options, roles, and tasks.

  30. Questions? mmarrocolo@oem.nyc.gov 718-422-4385

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