8/17/2014 - American Public Works Association · Assistant Public Works Director, city of Des...

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Public Works and Emergency Management

APWA Congress 2014 Bergner FINAL PW and Emrgy Mgmnt 1

We Are Emergency Responders; Public Worksin All‐Hazards Emergencies and Traffic Incidents

APWA CONGRESS , August 20, 2014, Toronto, ON


Dave Bergner, M.A., PWLF; APWA Emergency Management Committee

Public Works Superintendent, Retired

Traffic Incident /Emergency Management Specialist, Gannett-Fleming

Bob Lowry, M.P.A.,P.E., PWLF

Public Works Director, Carrolton, TX

Jeff May, P.E.; APWA Emergency Management Committee

Assistant Public Works Director, Des Moines, IA;

Ron Ditmars, B.S., CPM

Public Works Superintendent, Olathe, KS

Yuko Nakanashi, PhD, M.B.A.

Consultant, NCHRP Synthesis: Training and Exercise for Maintenance and Operations Personnel in All-Hazards Emergencies and Traffic Incidents

2APWA Congress 2014 Bergner FINAL PW and Emrgy Mgmnt


OVERVIEW• Public Works an “emergency responder”• Public Works has critical roles and responsibilities.• Some disciplines reluctant to acknowledge this.• Many in Public Works unaware or indifferent of roles.• Public Works must consider Emergency Management as

important as design, construction, operation, maintenance• Training and certification improves status


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Disasters Occur Everywhere, Anytime Natural‐‐‐ storms, floods, tornadoes, hurricanes, earthquakes, landslides, blizzards, sinkholes, volcanoes, tsunami•Technological‐‐‐ structural collapses, pipeline ruptures, explosions, fires, transportation accidents (highway, rail, air, watercraft)•Human‐‐‐ special events, riots, crimes, terrorism

• 90% of all presidentially declared disasters are weather related, causing about 500 deaths and nearly $14 billion in damage yearly.



Most disasters are from Natural Causes




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When Disasters Strike• Local governments expected to handle Response first 72 hours• State and Federal aid may not be available

• May need Mutual Aid from other local jurisdictions• Not all incidents qualify for Federal assistance

• Local governments responsible for Recovery• Public Works lead agency for:

• Debris Management • restoration of critical infrastructure.



NIMS defines preparedness as "a continuous cycle ofplanning, organizing, training, equipping, exercising, evaluating, and corrective action in an effort to ensure effective coordination during incident response.“

8APWA Congress 2014 Bergner FINAL PW

and Emrgy Mgmnt


Emergency Service Sector: Public Works RoleProvide essential emergency support functions:• debris clearance, removal, disposal• emergency traffic operations • repair damage to roads, bridges, tunnels• assess damage to public structures• restoration of utility services Source: FEMA Critical Infrastructure Resource Center


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Traditional Position of Public Works‐Reactionary

• Lack of interest and awareness• Insufficient planning and preparation• Activate after Police and Fire request assistance• Communication, command and control not coordinated• Reluctant to assume lead


(Google Images)


The New Stance for Public Works‐Proactive

• Recognized as an “emergency responder”

• Response ‐‐‐PW has a critical role

• Recovery and Mitigation‐‐‐ primarily PW mission**

• Prevention and Protection ‐‐‐PW supports police and fire


**Public Works is lead for Recovery and Mitigation. Take Command of Incident.


Public Works Not like Other Emergency Services

• PW Is not “24‐7”• Focus is on construction, maintenance, operations• Does not have a paramilitary structure• Agencies vary by composition and functions• PW doesn’t have a strong “brand”• Often confused with highway/street contractors

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APWA Congress 2014 Bergner FINAL PW and Emrgy Mgmnt

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“But in emergency management, if you need help from the public works department, you have to have a good relationship and you can’t direct them to do anything, you can only ask for their help.”

Cory Lyman, Director of Emergency Management for Salt Lake City, Utah, describing transition from law enforcement into emergency management. Police Chief Magazine, July, 2014


Risk Assessment: Threats, Hazards, Vulnerabilities

Review your community’s history: • What has occurred • What is likely to occur • What would be role of your agency • What would be needed to respond• What are the resource gaps • How to acquire needed resources or assistance

FEMA Comprehensive Preparedness Guide 201: Threat and Hazard Identificationand Risk Assessment (THIRA).

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APWA Congress 2014 Bergner FINAL PW and EmrgyMgmnt

All-Hazards Emergency Operations Plan


Operations• Identify, obtain and keep ready equipment, tools, supplies • Have backup notification and communication systems • Anticipate potential situations; be flexible in plans • Safety is highest priority; debris fields are dangerous• Brief personnel on coping with shock, stress• Policy on salvaged personal property • Expect frequent maintenance and repair• Consider employees home situations• Track deployed personnel and equipment • Documentation (ICS forms)

West Valley City, UT PW employees train for emergencies; Jake Arslanian, APWA Reporter, January, 2005

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Ref: http://www.fireengineering.com/articles/print/volume‐163/issue‐9/Features/vacuum‐trucks‐key‐to‐successful‐trench‐

rescue.html

CASE STUDY: Interagency Cooperation‐‐‐Trench RescueAnderson (IN) DPW’s vacuum trucks, light stands, and compressor proved critical to success. Support from Police, Development, DPW, and Planning departments.HCTRT members had cross‐trained with local municipal and private‐sector vacuum trucks during trench training while using the rescue vacuum system.



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• IS‐100pw Introduction to Incident Command System• IS‐200 ICS for Single Resources/ Initial Action• IS‐700 Intro to National Incident Management System• ICS‐300 Intermediate Incident Command (3‐day class)• ICS‐400 Advanced Incident Command (2‐day class)

• IS‐552 P.W. Role in Emergency Management• IS‐554 Emergency Planning for P.W.• IS‐556 Damage Assessment for P.W.• IS‐558 P.W. in Disaster Recovery• IS‐559 Local Damage Assessment• IS‐632 Introduction to Debris Operations



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• IS‐701 NIMS Multiagency Coordination System • IS‐702 NIMS Public Information Systems • IS‐703 NIMS Resource Management• IS‐704 NIMS Communications Management• IS‐706 NIMS Intrastate Mutual Aid • MGMT 317 Disaster Management for Public Services (2‐day course through TEEX)

• IS‐800 Intro to National Response Framework • IS‐803 Emergency Services Function #3‐‐‐

Public Works

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FEMA Center for Domestic Preparedness Recommended Public Works Courses:Technical Emergency Response Training for CBRNE Incidents (TERT)Hazard Assessment and Response Management for CBRNE Incidents (HARM)Instructor Training Certification (ITC)Emergency Responder Hazardous Materials Technician for CBRNE Incidents (ERHM)Field Force Command and Planning (FFC)Standardized Awareness Authorized Training Program, Train‐the‐Trainer (SAAT)Environmental Health Training in Emergency Response Operations (EHTER Ops)Hazardous Materials Technician for CBRNE Incidents (HT)Incident Command: Capabilities, Planning and Response Actions for All Hazards (IC)Pandemic Planning and Preparedness (P3)Advanced Public Information Officer: Health and Hospital Emergencies (APIOHHE)L339 REP Core Concepts Course (RCCC)L‐304 REP Exercise Evaluation Course (REEC)

Traffic Incident Management

Traffic Incident:• Any unplanned event that disrupts normal flow of traffic • Duration usually short‐term; major incidents longer

Traffic Incident Management:

“A planned and coordinated multi‐disciplinary process to detect, respond to, and clear traffic incidents so that traffic flow may be restored as safely and quickly as possible.

Effective TIM reduces the duration and impacts

of traffic incidents and improves the safety of

motorists, crash victims, and responders.” FHWA Traffic Incident Management Website

c. Monte Vista Associates, LLC; APWA Congress 2014 final

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Levels of Incidents per MUTCD

• Chapter 6‐I, Control of Traffic Through Traffic Incident Management Areas, defines traffic incidents as:

• minor ‐‐‐‐‐‐‐‐‐‐‐ up to 30 minutes duration

• intermediate ‐‐‐ 30 minutes to 2 hours

• major ‐‐‐‐‐‐‐‐‐‐‐‐ 2‐24 hours

• (if exceeds 24 hours other chapters of Part 6 apply)

• Different factors influence these determinations

• Level can change upon a particular discipline’s involvement

c. Monte Vista Associates, LLC; APWA Congress 2014 final21

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Challenges with Traffic Incidents

• Responders have different command structures, SOPs

• Lack of coordination among disciplines

• confusion/ conflict as to who in charge

• poor communication

• insufficient training

• Media and public not well informed


Training Together

Traffic Incident Management Responder course • 4‐hour, no‐cost class for all disciplines • Can be hosted by organizations

such as APWA Chaptersor individual agencies

• Table‐top exercises• Public Works/Transportation needed in classes• Web‐based Responder course in development • Train‐the–Trainer course, (1.5 days); Public Works needed

• FHWA Office of Emergency Transportation Operations• Product of SHRP L‐12

c. Monte Vista Associates, LLC; APWA Congress 2014 final 23

Public Works/DOT Capabilities

• Public Works / DOTs responsible for road and traffic systems operations and maintenance

• Employees routinely work on the streets and highways

• Trained and equipped for temporary traffic control

• Experienced with various situations and incidents


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TIM Prepares for Other Emergencies

The policies, procedures and methods for Traffic Incident Management are the basis for better communication, coordination, cooperation and capability in other emergencies and events

PLAN PREPARE PERFORM


For More Information…

FHWA, Office of Transportations Operations fhwa.dot.gov/etotim

• Best Practices in Traffic Incident Management • 2010 Traffic Incident Management Handbook • Traffic Incident Management in Work Zones Primer • Guide to Incident Command System for Transportation Professionals • Traffic Control Concepts for Incident Clearance Primer • Metropolitan Traffic Management Center‐Concept of Operations

• Kim Vasconez, Team Leader, Traffic Incident & Events ManagementFHWA Office of Traffic Operations, Kimberly.vasconez @usdot.gov


Other TIM Information Sources


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• Emergency Responder Safety Institute respondersafety.com• I‐95 Corridor Coalition i95coalition.org/i95/TrainingTIM Network timnetwork.org

• National Highway Institute nhi.fhwa.dot.gov/training/course

• Freeway Management and Operations• Managing Travel for Planned Special Events• Using the Incident Command System at Highway Incidents• Work Zone Traffic Control for Maintenance Operations (web)• Basics of Work Zone Traffic Control (web)• Principles of Evacuation Planning (web)• Safe and Effective Use of Law Enforcement in Work Zones (web)

• International Municipal Signal Association imsasafety.org• Work Zone Traffic Control Technician certification course

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Questions?


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A Regional Approach to Emergency Response

The North Central Texas Public Works Emergency Response Team

American Public Works AssociationAugust 20, 2014

Overview

•Background

•Current Status

•Future Plans

Background

Concern expressed in several forums

• North Central Branch Texas Public Works Association

• North Central Texas Council of Governments Public Works Council

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Objectives

• Enhance the ability to deal with major emergencies beyond existing resources

• Create a cooperative arrangement that enables jurisdictions to:

• Simplify/streamline the process to request and obtain assistance

• Identify available regional resources• Recover more quickly• Work out legal and financial issues in advance

Objectives

Focused on preparedness and initial response for short term recovery

• Help stabilize the incident• Operational period: 36 hours

Terms of the agreement:

• NIMS approach• Voluntary support Your decision to

participate

Terms of the Agreement

Operational Costs: • Pay your own way; • No reimbursements for first operational period

Insurance (workmen’s compensation, auto, etc.): • Each party responsible for own actions

Agreement Processing: • PWERT will facilitate and provide repositoryof

information

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How it works

General Procedures:

• Requesting Agency fills out checklist and Info Form

• Ask for PWERT Assistance to obtain resources or Locate & contact agencies in the agreement

• Responding Agency:o Analyze & Validate resources availableo Obtain authority to deployo Complete Checklist & Formo Dispatch Resources

Current Status

Thirty-three (32) municipalities in the Dallas/Fort Worth Metro-plex, including Fort Worth and Arlington, have already executed

all the documents and many more communities are in the process of doing so.

Information

Contacts:

Bob Kopp: 972-466-3181; ([email protected])

Bob Lowry: 817-937-4934 ([email protected])

Melanie Devine: 817-695-9138; ([email protected])

PWERT Website:

http://www.nctcog.org/ep/Special_Projects/PWERT/Index.asp

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Questions and Discussion

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PUBLIC WORKS PROFESSIONALS AS FIRST RESPONDERS: HOW CAN WE BE READY?

Jeff May

Assistant Public Works Director, city of Des MoinesAPWA Emergency Management Committee

APWA Congress, August 20, 2014 Toronto, ON

1APWA Congress 2014, PW Emergency Responders J.May,v.2

IN 2003 PRESIDENTIAL DIRECTIVE HSPD-8, (NATIONAL PREPAREDNESS), CLEARLY STATED PUBLIC WORKS PERSONNEL ARE FIRST RESPONDERS


THERE SHOULD BE NO QUESTION!

ARE PUBLIC WORKS PERSONNEL

FIRST RESPONDERS?


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COMMUNICATION AND OUTREACH

• EDUCATE UPPER MANAGEMENT AND GOVERNING BODIES ON THE IMPORTANCE OF PREPAREDNESS AND TRAINING

• EDUCATE LOCAL AGENCY STAFF – ESPECIALLY PUBLIC WORKS TEAM


LOTS OF RESPECT…BUT NOT FOR US


RESPECT MAY NOT BE MUTUAL

• TO MINIMIZE FIRE/PD FEELING “THREATENED”, PRESENT EFFORTS AS A COMMITMENT TO BECOMING BEST AT THOSE JOBS EXPECTED OF PUBLIC WORKS: MITIGATION, RESPONSE AND RECOVERY

• WE PROVIDE ACCESS TO THE AREAS THAT FIRE AND POLICE NEED • WE MAINTAIN ESSENTIAL INFRASTRUCTURE DURING THE EVENT• WE REMAIN LONG AFTER FIRE AND POLICE ARE GONE TO RECOVER FROM

THE EVENT

PUBLIC WORKS IS PUBLIC SAFETY!6APWA Congress 2014, PW Emergency Responders J.May,v.2

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WHERE TO START

• COMMUNICATION

• WE NEED TO SPEAK THE SAME LANGUAGE


NATIONAL INCIDENT MANAGEMENT SYSTEM THE NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) IDENTIFIES CONCEPTS AND PRINCIPLES THAT ANSWER HOW TO MANAGE EMERGENCIES FROM PREPAREDNESS TO RECOVERY REGARDLESS OF THEIR CAUSE, SIZE, LOCATION OR COMPLEXITY.

NIMS PROVIDES A CONSISTENT, NATIONWIDE APPROACH AND VOCABULARY FOR MULTIPLE AGENCIES OR JURISDICTIONS TO WORK TOGETHER TO BUILD, SUSTAIN AND DELIVER THE CORE CAPABILITIES NEEDED TO ACHIEVE A SECURE AND RESILIENT NATION.


NIMS/ICS COURSES• ICS-100 – INTRODUCTION TO INCIDENT COMMAND SYSTEM (ONLINE)

• ICS-200 – ICS FOR SINGLE RESOURCES AND INITIAL ACTION INCIDENTS (ONLINE)

• ICS-300 – INTERMEDIATE ICS FOR EXPANDING INCIDENTS

• ICS-400 – ADVANCED ICS (SENIOR LEVEL STAFF)

• IS-552 – PUBLIC WORKS ROLE IN EMERGENCY MANAGEMENT

• IS-554 – EMERGENCY PLANNING FOR PUBLIC WORKS

• IS-556 – DAMAGE ASSESSMENT FOR PUBLIC WORKS

• IS-558 – PUBLIC WORKS AND DISASTER RECOVERY

• IS-700 – NIMS, AN INTRODUCTION

• IS-800 – NATIONAL RESPONSE FRAMEWORK (NRF), AN INTRODUCTION9APWA Congress 2014, PW Emergency Responders J.May,v.2

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ICS – NOT JUST FOR DISASTERS, “EVERY EVENT”

• ICE/SNOW STORMS

• FLOODING

• WIND STORMS

• SPECIAL/COMMUNITY EVENTS


PUBLIC WORKS IS PUBLIC SAFETY

Public Works is a first responder!11APWA Congress 2014, PW Emergency Responders J.May,v.2

TRAINING AND EXERCISES

• EVERYONE NEEDS TO BE ON THE SAME PAGE

• TRAIN TOGETHER TO WORK TOGETHER


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TYPES OF TRAINING

• WORKSHOPS

• TABLE TOP EXERCISES

• DRILLS

• START SIMPLE – INCREASE COMPLEXITY OVER TIME


IMPORTANT CONTACTS

• STATE EMERGENCY MANAGEMENT AND HOMELAND SECURITY

• COUNTY EMERGENCY MANAGEMENT

• FEMA

MAKE THE CONTACTS BEFORE YOU NEED THEM


EVERY EVENT/DISASTER IS ALSO AN OPPORTUNITY TO LEARN

• TRAINING EXERCISE

• SNOW EVENT

• FLOOD EVENT

• WIND EVENT

• COMMUNITY EVENT

ALWAYS CONDUCT AN AFTER ACTION REVIEW15APWA Congress 2014, PW Emergency Responders J.May,v.2

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BE PREPARED• COORDINATE WITH ADJACENT JURISDICTIONS

• COORDINATE WITH NON-LOCAL JURISDICTIONS

• WORK WITH PRIVATE SECTOR ON PRE-ARRANGED CONTRACTS

• GET UNIT 5 CERT TRAINING: “LIGHT SEARCH AND RESCUE (SAR) OPERATIONS”

• CREATE DEBRIS MANAGEMENT PLAN (FEMA 325 DEBRIS MANAGEMENT GUIDE)

• CREATE ICS CHARTS FOR PROGRESSIVELY EXPANDING ALL-HAZARDS EVENTS

(WITH YOUR AGENCY’S STAFF POSITIONS AND TITLES)

• UNDERSTAND EMERGENCY MANAGEMENT ASSISTANCE COMPACTS (EMAC)


PUBLIC WORKS MANAGEMENT PRACTICES MANUALCHAPTER 8 – EMERGENCY MANAGEMENT

DEVELOP THE “3 P’S”OF:

• POLICIES

• PRACTICES

• PROCEDURES

FOR EACH OF THE 18 ELEMENTS


SUMMARY

• EDUCATE – UPPER MANAGEMENT, GOVERNING BODIES, PERSONNEL

• NIMS TRAINING

• TRAINING – EXERCISES & CLASSROOM

• MAKE CONTACTS WITH STATE & COUNTY EMERGENCY MANAGEMENT

• COORDINATE WITH FIRE, POLICE, OTHER JURISDICTIONS

• BE A PUBLIC WORKS CHAMPION

• FAMILIARIZE YOURSELF WITH EMAC

• USE ICS 18APWA Congress 2014, PW Emergency Responders J.May,v.2

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FINAL EXAM

FIRST AND LAST QUESTION –

IS PUBLIC WORKS A FIRST RESPONDER?

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APWA Congress 2014, PW Emergency Responders J.May,v.2

QUESTIONS

JEFF MAY

ASSISTANT PUBLIC WORKS DIRECTOR/

SEWER MAINTENANCE ADMINISTRATOR

CITY OF DES MOINES

(515) [email protected]


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Incorporating NIMS into Snow and Ice Operations

City of Olathe Fast Facts

Located 20 miles Southwest of Downtown Kansas City

62 Square Miles

24th Fastest Growing Community in the U.S. (pop. Over 100,000)

Population: 130,000

5th Largest City in State of Kansas

Our Streets and Sidewalks

213 Collector Lane Miles

381 Arterial Lane Miles

1,539 Cul-de-sacs

1,252 Lane Miles

658 Residential Lane Miles

613 Miles of Sidewalks

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NIMS Chain of Command

Incident Commander

Streets Superintendent

Planning Chief

Field Operations Supervisor

Operation Section Chiefs

Shift Supervisors


Shift Supervisors

15 Residential

Teams of 3

5 Primary

Teams of 2


Shift Supervisors

Logistics Chief

Snow Dispatcher


Shift Supervisors

Public Information Officer

PW Strategic Comm. Analyst

Safety Officer

HR Safety Coordinator

Planning Chief

Field Operations Supervisor

NIMS in Communications

Chain of Command Pre-Event Planning

Reverse Calling Notification

System

ICS 213 Updates AAR

External Communications

• Social Media• Press Releases• Media• Emergency Snow

Homepage• Snow Plow Map• NotifyJoCo• Customer Service• Emergency Snow

Hotline

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Internal Communications

ICS 213 Report• Sent to city

employees and City Council at the end of each shift

• Less formal, periodic updates to communications staff during shifts

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<August 20, 2014>Dr. Yuko Nakanishi

NAKANISHI RESEARCH & CONSULTING, LLC

2014 APWA Congress & ExpoNakanishi Research & Consulting, LLC

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Above: Responders create a safe zone for incident response operations by blocking lanes with a fire engine and traffic cones. (FHWA/Ronald Moore)

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• Minor traffic incidents

• Vehicle fires• Minor train/ bus

accidents• Accidents w/

injuries but no fatalities

• Train derailment• Major bus / rail

transit accidents• Major truck

accidents• Multi‐vehicle

crashes• Hazmat spills• Injuries & fatalities

• Train crashes• Airplane crashes• Hazmat incidents• Multi‐vehicle

accidents• Tunnel fires• Multiple injuries &

fatalities

• Port/airport incidents

• Large building fire or explosion

• Industrial incidents

• Major tunnel/ bridge closure

• Terrorist attack/WMD• Floods, blizzards,

tornadoes• Transportation

infrastructure collapse • Extended power/

water outage• Riots• Mass casualties

Classification LOCAL REGIONAL STATE NATIONAL

Examples

Expected Duration 0‐2 HOURS 2‐24 HOURS DAYS WEEKS

Public Preparedness High for local Low for national

Need for interoperabilityIncreased coordination complexityGreater State / Federal involvement

INCIDENT SCALE / PUBLIC PREPAREDNESS /INTERGOVERNMENTAL – MULTIJURISDICTIONAL INVOLVEMENT

Source: John Contestabile, JHU/APL, formerly with MDOT

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Classification LOCAL REGIONAL STATE NATIONAL

Expected Duration 0‐2 HOURS 2‐24 HOURS DAYS WEEKS

They must: Recognize various hazards Know what to do, what not to do Be ready to be the first on the

scene, if an incident transitions from simple to complex

Integrate themselves into the ICS organization

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Public Preparedness High for local Low for national

Need for interoperabilityIncreased coordination complexityGreater State / Federal involvement

They must work:(1) In Traffic,(2) Under the Public Eye,(3) With equipment difficult

to operate/maneuver(4) In noisy, dirty, non-

climate-controlled conditions/environment

National Incident Management System (NIMS)

Incident Command System (ICS)National Response Framework (NRF)Multiagency Coordination Systems

(MACS)



NIMS… Is comprehensive, nationwide,

scalable, and dynamic Takes an All-Hazards approach Is a standardized resource

management procedure that enables collaboration

Used to manage small incidents (e.g. traffic incidents), special events (e.g. parades), or large incidents (e.g. terrorism, disasters)



Components1. Preparedness2. Communications

& Information Management

3. Resource Management

4. Command & Management

5. Ongoing Management & Maintenance

Source: 2008 NIMS core document

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B: Multiagency Coordination Systems (MACS)

A: Incident Management System (ICS)

8/17/2014 72014 APWA Congress & Expo, Nakanishi Research & Consulting, LLC

(1) Preparedness (2)Communications & Information Management(3) Resource Management (4) Command & Management(5) Ongoing Management & Maintenance


Characteristics of ICS: Organizes on-scene

operations All levels of gov’t,

NGOs, & private sector Single command point Defines responder

responsibilities Common Terminology Respond to immediate

situation Flexible command lead

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Sections: 1. Command2. Operations 3. Planning4. Logistics 5. Finance/Admin

Operations Section

Single Resources

Strike Team

Task Force

Operations Section

Road Crew Utilities Specialist Traffic Control Crew


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Operations Section

Road Crew

HazMat Specialist

Utilities Specialist

Heavy Equipment Operator

Traffic Control Crew

Note: As the incident grows, so will Operations. Other Pub Works / Transp resources may be added.

Source: FHWA NIMS Workbook (link here)

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Purposes of MACS: Coordinate activities above the field level Prioritize demands for critical resources

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Consulting, LCC

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Scientific American – NYU Poly Professional LearningNakanishi Research & Consulting, LLC 128/17/2014

Building, Sustaining, Deliveringthe core capabilities in the National Preparedness Goal

NRF is always in effect Twenty years of guidance &

experience

History:◦ 1992: Federal Response Plan◦ 2004: National Response Plan◦ 2008: National Response Framework

NRF Structure:1. Base Document2. Emergency Support

Function Annexes[?]

3. Support Annexes[?]

4. Incident Annexes[?]

Source: 2013 NRF

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ESF#3:PublicWorks&EngineeringCoordinator: US Army Corps of Engineers (USACE), w/in the Department of Defense

Key Response Core Capabilities: Infrastructure Systems, Critical Transportation, Public and Private Services and Resources, Environmental Response/Health and Safety, Fatality Management, Mass Care Services, Mass Search & Rescue Operations

Source: 2013 NRF

ESF#1:TransportationCoordinator: US Department of Transportation

Key Response Core Capability: Critical Transportation

ESF#1 in Action: Traffic lights under repair in TX. (FEMA.gov)

ESF#3 in Action:USACE Engineers inspecting generators(www.USACE.army.mil)


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OTHER TRAINING TOPICS

• Emergency Operation Plans (EOPs)

• Procedures and Protocols

• Mutual Aid and Assistance Agreements

• APWA Mission Ready Packages

• Continuity Capability

• Preparedness Cycle

• Exercises and the HSEEP Exercise Cycle

Emergency Operations Plans (EOPs)

EOPs…– Are ongoing plans to respond to a variety of potential hazards.

– Explain roles and responsibilities, including those of Public Works staff members.

Source: CPG 101

Formats– Traditional Functional (most

common)– Emergency Support Function

(for State‐level EOPs)– Agency‐ or Department‐Focused

(for Smaller agencies)

(Resource) For details on content, format, & process:

FEMA Comprehensive PreparednessGuide 101 (version 2)

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States Florida. Florida Comprehensive Emergency Management Plan, Florida State Emergency Response Team, Tallahassee, FL, 2012, [Online]. Available:

Iowa. Iowa Emergency Response Plan, Iowa Homeland Security and Emergency Management Division, Johnston, IA, October 2010, http://homelandsecurity.iowa.gov/documents/misc/HSEMD_IAEmergencyResponsePlan_OCT2010.pdf

Ohio. State of Ohio Emergency Operations Plan, Ohio Emergency Management Agency, Ohio Department of Public Safety, Columbus, OH, 2013, [Online]. Available: http://ema.ohio.gov/EOP_Detail.aspx

Texas. State of Texas Emergency Management Plan, Texas Division of Emergency Management, Texas Department of Public Safety, Austin, TX, May 2012, https://www.txdps.state.tx.us/dem/documents/planState/state_plan.pdf

Vermont. State of Vermont Emergency Operations Plan, Vermont Division of Emergency Management and Homeland Security, Waterbury, VT, 2013, [Online]. Available: http://vem.vermont.gov/sites/vem/files/Base%20Plan_20131202.pdf

Cities

Santa Cruz, CA. Emergency Operations Plan, 2013,

Newport News, VA. City of Newport News Emergency Operations Plan, Dec. 2011,http://www.nngov.com/emergency‐management/downloads/EOP%20Basic%20Plan%20‐%20public%20Knowledge%20Document.pdf

http://floridadisaster.org/documents/CEMP/2012/2012%20State%20CEMP%20Basic%20Plan%20‐%20Final.pdf

Bellevue, WA. Emergency Operations Plan, Dec. 2012,

http://www.cob.org/documents/fire/emergency‐operations‐plan.pdf

Counties East Baton Rouge Parish, LA.Emergency Operations Plan (EOP), July 2013,

https://brgov.com/dept/oep/plan/BasicPlan/BASICPLAN2000.pdf

Harris County, TX. “Basic Plan Executive Summary & Annexes,” 2014, [Online]. Available: http://www.hcoem.org/Documents/20140422_BasicPlanAnnex_ExecutiveSummary.pdf

Fairfax County, VA. Fairfax County Emergency Operations Plan, June 2011, http://www.fairfaxcounty.gov/oem/documents/eop‐2011‐final.pdf

St. Louis County, MO. Basic Emergency Operations Plan, January 2013, [Online]. Available: http://www.stlouisco.com/Portals/8/docs/document%20library/police/oem/beop%20and%20esfs/BEOP%20for%20web.pdf

http://www.cityofsantacruz.com/Modules/ShowDocument.aspx?documentid=34608

SAMPLE

EOPs

Procedures and Protocols

Types of Procedural Documents:• Standard Operating Procedure or Operations Manual[hover]

• Field Operations Guide or Incident Management Handbook[hover]

• Mobilization Guide[hover]

• Job Aid[hover]

What are Protocols?• Established guidelines for action under specified conditions

(such as an emergency)

• Guidelines based on training and delegation of authority(to permit specific personnel to assess a situation, to execute a task or function

rapidly, or to escalate their efforts before requiring further authorization)


Mutual Aid & Assistance Agreements

MutualAidAgreements• Automatic: Agreements that permit

the automatic dispatch and response of requested resources without incident‐specific approvals.

• Local: Agreements between neighboring jurisdictions or organizations that involve a formal request for assistance.

• Regional: Substate regional mutual aid agreements between multiple jurisdictions that are often sponsored by a council of governments/similar regional body.

• Statewide/Intrastate: Agreements, often coordinated through the State, that incorporate both State and local governmental and NGO resources.

AssistanceAgreements• Interstate: Out‐of‐State

assistance through the Emergency Management Assistance Compact (EMAC) or other formal State‐to‐State agreements.

• International: Agreements between the United States and other nations for the exchange of Federal assets in an emergency.

• Other: Any agreement, whether formal or informal, used to request or provide assistance and/or resources among jurisdictions at any level of government (including foreign), NGOs, or the private sector.


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EMAC Mission Ready Packages

Go directly to EMAC MRPs:www.emacweb.org/index.php/learnaboutemac/

module‐positions/mission‐ready‐package

Video: www.emacweb.org/index.php/video‐using‐mrp‐models

APWA Emergency Mgmt Resource Center: www.apwa.net/ResourceCenter/Category

/Emergency‐Management

Preparedness Cycle

• Emergency Plans should– Address training & exercise requirements,

– Describe how personnel, equipment, resources support emergency management

– Provide mechanisms for• Setting priorities;

• Integrating multiple jurisdictions, entities, functions;

• Establishing relationships;

• Maintaining COOP/COG

• Ensuring responder safety

• Ensuring infrastructure resiliency

(1)

(2)

(3)

(4)

(5)

Source: CPG 101

Exercises

• Discussion‐based– Safe, non‐stressful environment

– Types: Seminars, Workshops, Table‐top Exercises, Games

• Operations‐based– Real‐time, realistic setting

– Types: Drills, Functional Exercises, Full‐Scale Exercises

(1)

(2)

(3)

(4)

(5)

Source: HSEEP 2013

8/17/2014

8

CHALLENGES AND SOLUTIONS

• Major Challenges

• Solutions

• Upcoming Synthesis Publication (44‐12)

• Trends and Issues

Audience: Adult Learners• Experienced, skilled

• Problem‐centered motivation

Instructor[Src]Training Material[Src]

Other Students[Src]

Synchronous• Live instructor

• Fixed time• Live Interaction via web or in‐person

Interactive training is ideal. This means interaction with:

Asynchronous• Learner’s schedule & pace

• Can be less costlyVS.

Upcoming NCHRP Synthesis 44‐12

Goals:• Identify interactive emergency training tools and sources for M&O field personnel of State DOTs and local PWs

• Identify obstacles to implementation• Create a Toolkit of relevant training and exercise information.

Results found in the final published report.

InteractiveTrainingforAll‐HazardsEmergencyPlanning,Preparation,andResponseforMaintenance&OperationsFieldPersonnel

8/17/2014

9

Trends and Issues in Training

• Motivation and training

• Training transfer

• Certification and credentialing

• Training of contractors

• Training and reductions in agency liability, workers comp claims, insurance premiums

• Changes in equipment, technology – increased complexity means more training is required

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