Beyond Institutional Preparedness

8/11/2019 Beyond Institutional Preparedness

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Beyond Institutional Preparedness:Preparing for the Possible,

Not the Probable

Leslie A. WilliamsAssistant Professor

Auraria LibraryUniversity of Colorado Denver

15thAnnual Conference

International Foundation for Cultural Property Protection

Denver, Colorado

August 9-14, 2014


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Rewind: County Response in Florida (2004)

2004Hurricane CharleyHurricane Frances

Hurricane IvanHurricane Jeanne

Tropical Storm Bonnie

Leslies Background


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Rewind: National Response for Animals (2005-2008)

Hattiesburg, MississippiHurricane Katrina

2005

Tennessee Puppy Mill2008


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Present Day:Colorado Cultural & Historic Resources (CHR) Task Force

Formed in January 2012

Strong Partnership Between Collections,Historic Preservation, & EmergencyManagement

Local, State, & Federal Partners

Network of 136+ Individuals AroundColorado & Beyond

Working together to improve mitigation,preparedness, response and recoveryefforts for cultural and historic resources

Responded to more than 20 wildland firesand historic flooding in 2012 & 2013

Leading the Nation

Lower North Fork FireStarted: March 26, 2012

themountainmail.com

(Williams , 2013. Preparing.)


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Characteristics

Institutional

Preparedness Preparing for

the Probable

Beyond

InstitutionalPreparedness

Preparing for

the Possible


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Incident Priorities CHR

Emergency management

establishes objectives

throughout the incident,

based on the following priorities:

#1: Life Safety

#2: Incident Stabilization

#3:Property Preservation

(Ex: Critical Infrastructure)

To acknowledge cultural and historicresources fall below these on the

priority list. To prepare for the possible incidents

that exceed institutional capabilitiesand resources.

To assist our institutions and thegreater CHR community by

leveraging all our capabilities andresources.

To collaborate with emergencymanagement officials to influencemitigation, response, and recoveryefforts.

Why go beyond institutional preparedness?

(Williams , et al, 2013. Colorados)(Federal Emergency Management Agency, 2010, IS 703.a)


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Discussion: Beyond Institutional Preparedness

Is there a task force in your state?

Are you planning for the probable or the possible?

What is the possible scenario where your institution would exceed itsresources? Hurricane? Fire?

Do you have existing phone call relationships beyond your institution

within the CHR or EM communities?

If not, who could you potentially establish a phone call relationshipwith?


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Interoperability

The ability of the whole community

to interact and work well together.

The ability of emergency management/responsepersonnelto interact and work well together.

(Federal Emergency Management Agency, 2010, IS 700.A)


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Whole Community Approach

A government-centric approach to emergencymanagement is not enough to meet the challengesposed by a catastrophic incident.

Understand and meet the actual needs of the whole

community Engage and empower all parts of the community.

Requires all members of the community to bepart of the emergency management team

Empowered to identify its needs and the existingresources that may be used to address them.

Strengthen what works well in communities on adaily basis.

Strengthen the institutions, assets, and networksthat already work well in communities

(Federal Emergency Management Agency, 2014, Whole)


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New Disaster Cycle

Prevention.Prevent, avoid or stop an imminent,threatened or actual act of terrorism.

Protection. Protect our citizens, residents, visitors,and assets against the greatest threats and hazards ina manner that allows our interests, aspirations, andway of life to thrive.

Mitigation.Reduce the loss of life and property bylessening the impact of future disasters.

Response.Respond quickly to save lives, protectproperty and the environment, and meet basichuman needs in the aftermath of a catastrophicincident.

Recovery.Recover through a focus on the timelyrestoration, strengthening and revitalization ofinfrastructure, housing and a sustainable economy,as well as the health, social, cultural, historic andenvironmental fabric of communities affected by acatastrophic incident.

(FEMA)

(Kilner, 2013, Integrating)


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National Disaster Recovery Framework (NDRF)

(Federal Emergency Management Agency, 2011, National)


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Discussion: Disaster Cycle

Mitigation.What actions have been taken or could be taken atcultural heritage institutions to lessen the impact of future disastersand reduce the loss of life and property?

Response.What actions have been taken or could be taken at culturalheritage institutions to respond quickly to disasters?

Recovery. What actions have been taken or could be taken at cultural

heritage institutions to be able to recover in a timely manner afterbeing affected by a catastrophic incident?


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Incident

An incident is an occurrenceor event, natural or human-

caused, that requires aresponse to protect life or

property.

FEMA wildfiretoday.com

An incident is an occurrenceor event viewed as a separate

circumstance.

Oxford English Dictionary

(Federal Emergency Management Agency, 2010, ICS-0100b)


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Command vs Coordination

The act of directing, ordering, orcontrolling by virtue of explicit

statutory, regulatory,or delegated authority.

Command Coordination

The process of providing support tothe command structure, and may

include incident prioritization,critical resource allocation,

communications systems integration,and information exchange.

(Federal Emergency Management Agency, 2010, IS-700.A)


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Coordination: Systems & Structure

Local & State Emergency OperationsCenters (EOCs) provide support for anincident

Organized into Emergency SupportFunctions (ESFs) with a designated lead

agency and supporting agencies Cultural & Historic Resources typically

fall under ESF #11 Agricultural & NaturalResources with a department ofagriculture as the lead agency

Policy document is a State EmergencyOperations Plan (EOP)

Annexes Create sub ESFs such as ESF#11d in Colorado for Cultural & HistoricResources

dhsem.state.co.us/emergency-management/operations/multi-agency-coordination-center

Colorado State EmergencyOperations Center


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ESF#11d: Colorado CHR Task Force

State Emergency OperationsCenter (EOC) Team

Identifies cultural and historicresources in jeopardy

Communicates location toIncident Command forprotective measures

Coordinates assistance bydrawing upon institutionalresources and technicalexpertise or by tapping intoresources available via stateEOC

(Williams, 2013. Preparing.)

live.denverpost.com


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ESF#11d: Rules of Engagement

Monitor developing incidents and stateEOC activation levels.

Decide when to activate CHR TaskForce.

Maintain situational awareness bymonitoring situation reports, emergencymanagement social media sites, newsmedia, and attending state EOCconference calls.

Contribute to forming a commonoperating picture by building andcommunicating situational awareness ofCHR community.

Peter Brady

Salina, ColoradoSeptember 2013


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ESF#11d: Rules of Engagement (Cont.)

Communicate through appropriate channels(e.g. CHR situation reports)

Engage when local capabilities and resourcesare exceeded.

Request resources only when absolutelynecessary.

Respect jurisdictional authority.

Recognize priorities are life safety, incident

stabilization, and property protection.

Serve as the subject matter expert s (SMEs)forCHR. As SMEs, make decisions for yourcommunity (ex: when should you evacuate acollection, what is significant, etc)

Little Church in the PinesSalina, ColoradoSeptember 2013

Peter Brady


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Command:Incident Command System (ICS) Features

Facilities and Resources

Comprehensive resourcemanagement

Incident locations andfacilities

Communications/InformationManagement

Integrated communications

Information and intelligencemanagement

ProfessionalismAccountability

Dispatch/Deployment

Standardization

Common terminology

Command

Establishment and transfer ofcommand

Chain of command and unityof command

Planning/OrganizationalStructure

Management by objectives

Incident Action Plan (IAP) Modular organization

Manageable span of control



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Command/ICS:Common Terminology. No Codes!

EMT = Emergency Medical Treatment

EMT = Emergency Medical Technician

EMT = Emergency Management Team

EMT = Eastern Mediterranean Time (GMT+0200)

EMT = Effective Methods Team

EMT = Effects Management Tool

EMT = El Monte, CA (airport code) EMT = Electron Microscope Tomography

EMT = Email Money Transfer

Why plain English?



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Command/ICS:Chain of Command & Modular Organization



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Overall Priorities West Fork Fire ComplexIAP

Throughout the incident,

objectives are established basedon the following priorities:

#1:Life Safety

#2: Incident Stabilization#3:Property Preservation

Operational Period:

6/24/13 - 0600 - 2100

Objective #6: Minimizesuppression impacts to

cultural, historic and naturalresources through consultationwith Resource Advisors.

Command/ICS: Incident Action Plan (IAP)

(Gianettino, 2013, West)

(Federal Emergency Management Agency, 2010, IS 703.a)


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Putting It All Together

(Federal Emergency Management Agency, 2010, IS 700.A)


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Discussion: Response Phase

What are some examples of lingo in the CHR community that could beconfusing? How can we explain these terms in plain language?

What are some examples of strike teams, task forces, and single

resources in the CHR community?

What capabilities and resources could your institution offer to otherCHR institutions?

What capabilities and resource might you request from other CHRinstitution during a catastrophic incident?


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Conclusion

Think beyond institutional preparedness

Expand available capabilities and resources by

building relationships through collaboration Connect with or create a network in your state

To find out if a network exists in your state or tohelp create one, contact Lori Foley([email protected]) at Heritage

Preservation (heritagepreservation.org).


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REFERENCES

Federal Emergency Management Agency. 2009. IS-700.A:National Incident Management System, An Introduction:Instructor Guide. edited by U.S. Department of Homeland Security.

Federal Emergency Management Agency. 2010. IS-703.A - NIMS Resource Management: Instructor Guide edited byU.S. Department of Homeland Security.

Federal Emergency Management Agency. 2011a. A Whole Community Approach to Emergency Management:Principles, Themes, and Pathways for Action. edited by U.S. Department of Homeland Security.

Federal Emergency Management Agency. 2011b. National Disaster Recovery Framework: Strengthening DisasterRecovery for the Nation. edited by U.S. Department of Homeland Security.

Federal Emergency Management Agency. 2013. ICS-0100b. - Introduction to the Incident Command System (ICS 100):Instructor's Guide. edited by U.S. Department of Homeland Security.

Federal Emergency Management Agency. 2014. "Whole Community." Accessed July 26. http://www.fema.gov/whole-community.

Kilner, Science. 2013. "Integrating Historic Preservation and Cultural Institutions into the Disaster Cycle. " HeritagePreservation Forum, Portland, Oregon.

Williams, Leslie A. 2013a. "Disaster Preparedness." Association of Northern Front Range Museums's Bi-AnnualMeeting, Denver, Colorado.

Williams, Leslie A. 2013b. "Preparing Colorado's Cultural & Historic Resources for Disasters." Bi-Annual Meeting, StatePreservation Plan Advisory Committee, History Colorado, Denver, Colorado.

Williams, Leslie A., and Scott Baldwin. 2013. "Preservation Emergencies: When to Speak Up and Who to Call." SavingPlaces, Denver, Colorado.

Williams, Leslie A., Scott Baldwin, Karen Larkin, Mary Rupp, and Carl Stewart. 2013. "Colorado's Cultural & HistoricResources Under Fire: The Summer of 2012." Best Practices in Emergency Management Higher Education,Chattanooga, Tennessee.


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Q U E S T I O N S ?

L e s l i e A . W i l l i a m s

l e s l i e . w i l l i a m s @ u c d e n v e r . e d u

P r e s e n t a t i o n A v a i l a b l e A t :

w w w . s c r i b d . c o m / w i l l i a l e

Thank You!
mailto:[email protected]:[email protected]

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