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• ELECTED OFFICIAL’S GUIDE TO EMERGENCY MANAGEMENT • SENIOR OFFICIAL’S GUIDE TO EMERGENCY MANAGEMENT CITY AND COUNTY OF HONOLULU DEPARTMENT OF EMERGENCY MANAGEMENT
• ELECTED OFFICIAL’S GUIDE TO EMERGENCY MANAGEMENT •
SENIOR OFFICIAL’S GUIDE TO
EMERGENCY MANAGEMENT
CITY AND COUNTY OF HONOLULU
DEPARTMENT OF EMERGENCY MANAGEMENT
Honolulu Department of Emergency Management
City and County of Honolulu |Introduction | May 2021
INTRODUCTION Emergency management enables government to fulfill its fundamental responsibility to maintain the safety of the whole community by, first and foremost, protecting life, protecting property, and protecting the environment. Elected or appointed officials must have a clear understanding of their roles and responsibilities for successful emergency management and response.
Senior leaders’ actions before, during, and after an emergency affect the readiness and resiliency of residents, businesses, and City employees. These actions support the City’s ability to effectively respond to disasters.
About this Guide This guide is intended to provide the City’s senior leadership with an understanding of how government responds to emergencies and disasters. It helps describe what resources are available to help prepare the City to both cope with disasters and emergencies when they occur, but also to take action to reduce future impacts and threats. The information is divided into the following sections:
Incident Management Resources
These documents provide guidance and tools about emergency processes and actions leaders should take.
Emergency Management Roles
These documents provide a high level overview of how City leaders support various emergency management functions. It also provides guidance on selecting the right liaison to lead your agency’s emergency management efforts.
Preparedness Resources
These documents provide information on programs available to help you prepare. It also includes a checklist agency leaders can use to evaluate the readiness of their department.
References
This section provides links to additional information on topics covered in this guide.
I. Overview
Introduction and Contents
A. Emergency Management Overview
II. Incident Management Resources
B. Department Director Emergency Checklist
C. Emergency Operations Overview
D. Hawai`i Statutory Authorities for Emergency Management
E. Emergency Declarations and Federal Assistance
III. Emergency Management Roles
F. Department Emergency Coordinator Role
G. Department Director Role
IV. Preparedness Resources
H. Department Director Readiness Checklist
I. Training and Exercise Program
J. Emergency Management Grants
V. References
HRS 127A Full Text
Administrative Directive 220
Hazard Mitigation Plan Executive Summary
CONTENTS
Honolulu Department of Emergency Management
City and County of Honolulu |Emergency Management Overview | May 2021
EMERGENCY MANAGEMENT OVERVIEW
WHAT IS EMERGENCY MANAGEMENT? Emergency management is more than just responding to disasters. In addition to providing the framework used to respond to and recovery from disasters under “grey skies”, it provides a structure for government agencies, public and NGO partners, and communities to take action during “blue skies” to reduce vulnerabilities to future events. These efforts help ensure that communities are more protected and better prepared to cope with the impacts of future disasters. The diagram below shows emergency management mission areas, and examples of activities that may occur during each phase.
ABOUT THE DEPARTMENT OF EMERGENCY MANAGEMENT (DEM) The Department of Emergency Management is responsible for coordinating emergency management functions on behalf of the City and County of Honolulu. Emergency management agencies are convening and coordinating entities. Just as a conductor requires an orchestra, DEM’s role relies on other agencies contributing their expertise, personnel, and equipment. DEM provides the structure and oversight to make sure all these resources work effectively together to reduce vulnerability to hazards and cope with disasters. However, a successful performance also requires rehersal. City agencies, directors, and workers must routinely plan, train, and exercise together on ‘blue sky’ days so they are prepared to rapidly, effectively, and cohesively perform their emergency or ‘grey sky’ roles.
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Honolulu Department of Emergency Management
City and County of Honolulu | May 2021
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Honolulu Department of Emergency Management
City and County of Honolulu |Director’s Emergency Checklist | May 2021
DIRECTOR’S EMERGENCY CHECKLIST The following checklist is intended for use by Department Directors when an emergency or incident has occurred or is threatening to occur.
IMMEDIATE ACTION ITEMS Activation and Assessment
1. Gather initial incident information from your Department Emergency Coordinator.
□ Incident type and location
□ Known or threatened impacts
□ If the EOC is activated and if department representatives need to report
2. Verify the DEC has initiated departmental notifications to:
□ Other departmental leadership
□ Other department emergency response workers and/or staff identified in departmental plans
□ Key external vendors or partners
3. Determine actual/threatened impacts to the department:
□ Personnel
□ Property or Worksites
□ Equipment
□ Essential Functions
□ Non-Essential Functions
4. If your department has a Department Operations Center (DOC) site identified, evaluate whether toactivate the DOC.
Emergency Protective Measures
5. Direct implementation of safety actions to protect staff, the public, property, or equipment, as applicable.
6. Cancel or adjust of non-essential department operations or events, as appropriate.
7. Make recommendations regarding the cancelation or adjustment of essential department operations tothe Managing Director and the Mayor.
8. Evaluate and adjust internal staff schedules, reporting times, leave, and return to work plans, as needed.
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Honolulu Department of Emergency Management
City and County of Honolulu |Director’s Emergency Checklist | May 2021
IMMEDIATE ACTION ITEMS Resource Requirements
9. Assess needs and resources required to support the EOC and essential department functions.
□ Identify department current resources available/needed
□ Anticipate/identify gaps in department resources available or that may be needed
10. Provide direction on how to address any resource shortfalls.
□ Ensure anticipated resource gaps are reported to the EOC and that any emergency support fromother City agencies, levels of government, or other external sources are requested through the EOC.
11. Assign additional departmental staff to emergency duties, as required.
Internal and External Communications
12. Direct dissemination of initial incident information to all staff:
□ Type of incident
□ Known or threatened impacts
□ Safety actions employees should take or consider
□ Impacts or adjustments to department operations or scheduled activities
□ Alterations to work schedules
□ Emergency policies or procedures in effect
□ Key staff assigned to manage emergency operations
□ Expectations of all staff in supporting incident response
□ Policy for personnel unable or unwilling to support the response
13. As appropriate, direct the release of public information in coordination with the EOC:
□ Impacts to department operations or services
□ Emergency activities underway
□ Available resources or guidance
Finance and Administration
14. Direct staff to begin tracking all emergency-related expenses and save all related documentation,including receipts, proof of payments, and timecards. Expenses may include:
□ Overtime wages for staff supporting emergency operations
□ Lease or purchase of equipment, supplies, or services related to the emergency
□ Utilization of on-hand City supplies or equipment in support of the emergency
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Honolulu Department of Emergency Management
City and County of Honolulu |Director’s Emergency Checklist | May 2021
ONGOING ACTION ITEMS Situational Awareness
1. Monitor impacts on department staff and operations.□ Cancel or restore non-essential functions, as appropriate.
2. Receive incident updates from DECs or alternates coordinating with the EOC.
3. Verify the DEC is regularly providing required information to the EOC, which may include:□ Submission of Department Situation Reports□ Real-time updates on key department emergency activities or impacts□ Emergency related costs
4. Verify all agency property and equipment has been assessed for damages and results have been reportedto the EOC and relevant staff.
Policy Input
5. Participate in the Mayor’s Policy Group or other meetings of Senior Officials, as requested.
6. Advise COR on the continued need for suspension of ordinances or regulations in the Mayor’s emergencyproclamation to facilitate departmental response operations.
Emergency Assistance
7. Commit department resources and personnel requested by the EOC to support emergency activities
8. Ensure Department requests all response and recovery resources through the EOC request process.
9. Activate any emergency assistance programs or services the department manages needed to supportrecovery.
10. Monitor the department’s emergency-related expenses and ensure tracking and reporting are ongoing.
Internal and External Communication
11. Monitor public information needs or media relations concerns and direct additional messaging oroutreach as required.
12. Provide regular updates to all staff on the status of emergency operations and work schedules.
13. Ensure information on recovery resources are made available to all department employees personallyimpacted by the event.
Finance and Administration
14. If there is a presidential emergency or disaster declaration:□ Ensure staff involved in any incident-related procurements of goods or services are aware of, and are following,
federal procurement guidance applicable to disasters.o Note that while the City allows for emergency procurement processes to take place, FEMA may not
reimburse purchases that were made using emergency procurement shortcuts.
□ Designate a point of contact within the department to coordinate with the EOC the process of identifying,tracking, documenting, and submitting eligible expenses for potential federal reimbursement.
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Honolulu Department of Emergency Management
City and County of Honolulu | May 2021
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Honolulu Department of Emergency Management
City and County of Honolulu |Emergency Operations Overview | May 2021
EMERGENCY OPERATIONS OVERVIEW EMERGENCY OPERATIONS CENTER What is an EOC? An EOC is a physical location that is activated by a jurisdiction to coordinate emergency operations when the response to an emergency or disaster requires non-routine coordination and support beyond what is typically provided by first responders. Trained personnel from agencies needed to support the jurisdiction’s response, both governmental and non-governmental organizations, report to the EOC. EOC functions include: direction, coordination, and support to emergency operations; continuity of operations; collection, analysis and dissemination of information to all concerned agencies. The City’s EOC is located in the basement of the Fasi Municipal Building.
When Does the EOC Activate and Who Works There? The degree to which the EOC is activated and the agencies required to report there is based upon the type and magnitude of the incident. When agencies are activated, their Department Emergency Coordinators (DECs) and Alternates (AECs) generally represent their agency in the EOC. In some cases, agencies may be asked to provide additional staff with specific subject matter expertise needed for the response.
There are three (3) levels of activation (see the below table). The Department of Emergency Management (DEM) Director is authorized to activate the City’s Emergency Operations Center (EOC) and serves as the EOC Director.
ACTIVATION DESCRIPTION EOC PERSONNEL SAMPLE EVENTS
LEVEL 3 - ENHANCED
MONITORING & ASSESSMENT
A specific threat, unusual event, or situation, is actively monitored by DEM. A Level III activation is an internal process for DEM and involves little, if any, external agency presence in the EOC or change to DEM’s regular operations or structure.
DEM Staff Only
May hold periodic meetings with external stakeholders
• Monitoring of aplanned event(HNL Marathon)
• COVID-19operations
LEVEL 2 - PARTIAL
ACTIVATION
The purpose of Level II activation is to initiate preparations due to a significant threat, or to coordinate the response a minor incident that requires active information-sharing and/or non-routine coordination among a limited number of agencies.
DEM Staff and DECs/AECs from agencies needed to support the event
• Flash Flooding
• Tsunami Watchor Advisory
LEVEL 1 - FULL ACTIVATION
The EOC is activated on a 24-hour schedule due to an imminent threat or occurrence of an emergency or disaster that requires extensive coordination across City agencies and with other levels of government.
All City agencies are notified and most DECs/AECs are present in the EOC
• Tsunami Warning• Hurricane
CITY NOTIFICATION PROCESS Partial EOC Activation: DECs and AECs from departments required to report to the EOC are notified by phone and text. If there is the potential for incident escalation, additional DEC/AECs may be alerted and asked to ensure they remain reachable. DEC/AECs are responsible for notifying their department leadership.
Full EOC Activation: An automated alert will go out via phone, text and email to all DEC/AECs, Department Directors and Deputies.
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Honolulu Department of Emergency Management
City and County of Honolulu |Emergency Operations Overview | May 2021
Other Incident Coordination Structures Executive Policy Group An Executive Policy Group (EPG) is an incident coordination structure that serves as an advisory group to the Mayor and EOC Director to shape incident priorities and policies that will guide operational activities coordinated by the EOC Director. The EPG may be assembled at the discretion of the Mayor and is comprised of select City Cabinet officials.
This structure is most frequently utilized during larger, complex incidents.
Department Operations Centers (DOCs) DOCs are an organizational structure that Departments may use to help organize their agency-level operations during an emergency event. It may be a temporary physical space, such as a meeting room, or virtual site, where department staff helping to lead agency emergency and continuity operations coordinate their
activities.
EXECUTIVE POLICY GROUP MEMBERS When activated, Mayor chairs the EPG, which includes the following standing members: • Managing Director or Deputy• Chief of Staff• Corporation Council Chief Council• Budget and Fiscal Director• Human Resources Director• Emergency Management Director• Mayor’s Communication Officer (for
informational purposes only)
Additional Cabinet members are invited by the Mayor based on current incident requirements. Membership may evolve over the course of an incident.
The DEM Director serves as the emergency management policy advisor and operational liaison to the EPG.
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Honolulu Department of Emergency Management
City and County of Honolulu |HAWAI`I STATUTORY AUTHORITIES FOR EMERGENCY MANAGEMENT | May 2021
HAWAI I STATUTORY AUTHORITIES FOR EMERGENCY MANAGEMENT Hawai`i Revised Statutes (HRS) Chapter 127A establishes state and county responsibilities and authorities for emergency management. Overall responsibility for emergency management is vested with the chief elected official of each jurisdiction. The law creates a state emergency management agency charged with performing emergency management functions on behalf of the Governor, and requires each county establish a local agency that will do the same on behalf of the Mayor. Select duties and powers conferred by the statute are listed below. The full chapter is available at https://www.capitol.hawaii.gov/hrscurrent/Vol03_Ch0121-0200D/HRS0127A/.
County Statutory Responsibilities
General Emergency Management Powers (Mayor and Governor)
Emergency Powers (Mayor and Governor)
Emergency Powers (Governor Only)
• Operate an emergencymanagement agency,headed by a civil servant, to:
o Perform emergencymanagement functionswithin the county
o Establish an emergencyoperations center
o Maintain a comprehensiveemergency managementplan
o Identify shelters
• Establish continuity ofgovernment procedures
• Operate a 24/7 CountyWarning Point to providetimely notification toofficials and the public
• Issue emergency proclamations
• Identify emergency workersrequired to report for duty
• Develop mutual aid agreements
• Lease, lend or re-allocate thejurisdiction’s property foremergency purposes
• Direct non-compulsoryevacuations
• Fix or revise hours ofgovernment business
• Restrict congregation indangerous areas/conditions
• Order the jurisdiction’sagencies and employees to takeemergency action and utilizeagency resources
• Suspend any law orregulation of thejurisdiction thatimpedes expeditiousand efficient emergencyresponse
• Shut off or suspendutility and otherservices, and to theextent allowed byfederal law, electronicmedia transmission
• Direct and controlmandatory evacuations
• Take action to preventprice gouging/hoarding
• Requisition and takeover materials, facilities,or real property
• Quarantine peopleaffected with orexposed to anydisease dangerous topublic health
• Suspend state holidays
• Adjust voting hours
• Take over operation ofpublic or privatecritical infrastructurefacilities to assurecontinuity of service
• Assume directoperational control forevents deemedbeyond capabilities oflocal government
• Request a PresidentialDisaster Declaration
HRS 127A states that all emergency management powers, with the exception of those listed here, are delegated by the Governor to the Director of the Hawaii Emergency Management Agency, and by the Mayor to the Director of the county emergency management agency. Only the following powers may not be delegated:
• Issuing or terminating emergency proclamations
• Prescribing rules having the force and effect of law
• Making allotments of funds appropriated oravailable for the purposes of emergencymanagement
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Honolulu Department of Emergency Management
City and County of Honolulu |HAWAI`I STATUTORY AUTHORITIES FOR EMERGENCY MANAGEMENT | May 2021 D-2
Honolulu Department of Emergency Management
City and County of Honolulu |Emergency Declarations and Federal Assistance | May 2021
EMERGENCY DECLARATIONS AND FEDERAL ASSISTANCE STATE AND LOCAL EMERGENCY PROCLAMATIONS The Mayor may declare a local state of emergency by proclamation if any part of the county is impacted by an emergency or disaster, or the Mayor finds there is an imminent threat of one occurring. The proclamation allows the Mayor to exercise emergency authorities for the purpose of expediting emergency operations, to include suspending local laws that impede response efforts and ordering protective actions.
The Governor may also exercise emergency powers by proclaiming a state of emergency. The Governor’s proclamation may apply to a specific county or the entire state. A local emergency proclamation is not required for the Governor to take this action. The Governor must proclaim an emergency before requesting mutual aid from other states or a federal disaster declaration. Proclamations automatically terminate after 60 days unless ended or extended by a subsequent proclamation.
PRESIDENTIAL DECLARATIONS “The Robert T. Stafford Disaster Relief and Emergency Assistance Act”, commonly referred to as “The Stafford Act” is the statutory authority under which most federal disaster relief is provided. The Federal Emergency Management Agency (FEMA) coordinates the delivery of aid allowed under the Stafford Act only after the President declares a major disaster or an emergency. Each type of presidential declaration allows different forms of federal disaster aid. A request for a Presidential Declaration may only be made by the Governor. The
Governor must demonstrate that the severity and magnitude of the disaster is such that effective response is beyond the ability of the state and affected local jurisdictions.
OTHER TYPES OF FEDERAL DISASTER ASSISTANCE When the threshold for a presidential declaration is not met, some federal agencies have authorities that allow them to issue agency-level emergency declarations that activate specific assistance programs.
Federal agencies may take action during an emergency without a declaration if they have a statutory authority or responsibility. For example, the U.S. Coast Guard may execute maritime search and rescue without a request from the impacted jurisdiction or a declaration.
Major Disaster Declaration Request Process
Considerations for Declaring a Local Emergency
A threatening event has the potential tooverwhelm City capabilities and resources.
The City EOC has been partially or fullyactivated for more than 24 hours.
State or federal resources are needed tosupport City response and recovery efforts.
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Honolulu Department of Emergency Management
City and County of Honolulu | May 2021
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Honolulu Department of Emergency Management
City and County of Honolulu |Emergency Roles: Department Emergency Coordinators | May 2021
EMERGENCY ROLES: DEPARTMENT EMERGENCY COORDINATORS WHAT ARE DEPARTMENT EMERGENCY COORDINATORS? Department Emergency Coordinators (DECs) and Alternates (AECs) are the primary liaisons between their agency and the Department of Emergency Management (DEM). On a routine basis, DEC/AECs organize their agencies’ participation in preparedness activities. When activated during emergencies, they represent their agencies in the City’s Emergency Operations Center (EOC). DEC/AECs are assigned not only by City Departments, but also by key private sector and non-governmental partners named in City emergency plans.
WHAT ARE DEC AND AEC DUTIES?
WHO SHOULD BE ASSIGNED AS A DEC OR AEC? One primary DEC and a minimum of two AECs must be assigned by each City department and partner agencies that work in the City’s EOC. The selected individuals should:
Possess a big picture understanding of their agency’s structure, resources, and capabilities.
Be authorized to speak on behalf of their agency, commit agency resources, coordinate actions, andmake decisions in fulfilling the agency’s disaster related roles and responsibilities.
Possess effective planning, coordination, and communications skills and the ability to workeffectively across agencies.
Be accessible by phone after hours, able to respond on short notice, and work extended hours.
Work well in stressful and chaotic environments.
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Honolulu Department of Emergency Management
City and County of Honolulu |General Emergency Management Duties: Department Directors | May 2021
GENERAL EMERGENCY MANAGEMENT DUTIES: DEPARTMENT DIRECTORS The City’s Department Directors are responsible for ensuring their agencies’ participation in all phases of emergency management in
compliance with their statutory duties, City emergency plans, and the Administrative Directive 220. Below are examples of tasks and
requirements that Department Directors will need to support or supervise through each phase.
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Honolulu Department of Emergency Management
City and County of Honolulu |Department Readiness Checklist | May 2021
DEPARTMENT READINESS CHECKLIST Departments must be ready to perform two primary missions during an emergency or incident:
• Provide emergency support and information requested by the City Emergency Operations Center• Ensure essential department functions continue or are rapidly restored
This readiness checklist is designed to assist senior leaders in evaluating their department’s readiness to effectively perform these functions.
READINESS ACTIONS – PLANS
1. Does the agency have a current Continuity of Operations Plan (COOP)? ☐Yes ☐No ☐N/A
a) Does the plan define critical agency functions? ☐Yes ☐No ☐N/A
b) Does the plan provide procedures for preventing disruptions and restoring criticalfunctions during an emergency? ☐Yes ☐No ☐N/A
c) Does the plan provide alternate procedures for performing critical functions duringdisruptions to normal systems? ☐Yes ☐No ☐N/A
d) Is there a position responsible for maintaining the COOP? ☐Yes ☐No ☐N/A
e) Is the COOP updated annually? ☐Yes ☐No ☐N/A
f) Is a copy of the current COOP on file with DEM? ☐Yes ☐No ☐N/A
g) Has a copy of the current COOP been distributed throughout the department? ☐Yes ☐No ☐N/A
2. Does the agency have a current written plans and procedures for carrying outemergency functions assigned in the City’s Emergency Operations Plan?
☐Yes ☐No ☐N/A
a) Does the plan describe the department’s emergency organizational structure? ☐Yes ☐No ☐N/A
b) Is there a procedure for how emergency notifications will be made to key personnel? ☐Yes ☐No ☐N/A
c) Is there a position responsible for maintaining the departmental emergencyplans/procedures? ☐Yes ☐No ☐N/A
d) Are department emergency plans/procedures updated annually? ☐Yes ☐No ☐N/A
e) Has a copy of the current department plans/procedures been distributed throughout thedepartment? ☐Yes ☐No ☐N/A
3. Are key documents available in both hard copy and electronic form if thestate/department’s computer network is down?
☐Yes ☐No ☐N/A
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Honolulu Department of Emergency Management
City and County of Honolulu |Department Readiness Checklist | May 2021
READINESS ACTIONS – STAFFING
1. Does the agency have DEC/AECs identified (1 primary and 2 alternates) that meet theposition description provided by DEM? ☐Yes ☐No ☐N/A
2. Has the Department designated all workers as Disaster Response Workers or DisasterSupport Workers and provided this information to the Department of HumanResources?
☐Yes ☐No ☐N/A
3. Does the Department provide initial and annual notification to workers about whetherthey are designated as a Disaster Response Worker or Disaster Support Workers andwhat this designation means?
☐Yes ☐No ☐N/A
REFERENCES: Emergency Roles: Department Emergency Coordinators Administrative Directive 220
READINESS ACTIONS – TRAINING AND EXERCISE
1. Have all DEC/AECs completed required DEM training? ☐Yes ☐No ☐N/A
2. Have Disaster Response Workers received basic and specialized training necessary toperform their emergency duties? ☐Yes ☐No ☐N/A
3. Have all Disaster Support Workers completed require training? ☐Yes ☐No ☐N/A
4. Is initial and recurrent training provided to all staff on the department’s emergencyand continuity policies, plans, and procedures? ☐Yes ☐No ☐N/A
5. Are internal exercises regularly held to practice and test emergency and continuityplans and procedures? ☐Yes ☐No ☐N/A
6. Does the agency participate in the annual Makani Pahili Hurricane exercise? ☐Yes ☐No ☐N/A
REFERENCE: Training and Exercise Program Overview Administrative Directive 220
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Honolulu Department of Emergency Management
City and County of Honolulu |Department Readiness Checklist | May 2021
READINESS ACTIONS – FACILITIES, SUPPLIES, AND EQUIPMENT1. Do essential department facilities have back-up voice communications equipment if
regular voice communications systems are disrupted (e.g. satellite phone; land-mobileradio)?
☐Yes ☐No ☐N/A
a) Are key staff regularly trained to operate the equipment? ☐Yes ☐No ☐N/A
b) Is someone in charge of regularly maintaining and testing the equipment? ☐Yes ☐No ☐N/A
c) Do key emergency staff know where the equipment is located and have access to it? ☐Yes ☐No ☐N/A
d) Is the amount of equipment adequate to ensure key emergency workers cancoordinate with the EOC and with agency offices performing essential functions? ☐Yes ☐No ☐N/A
2. Does the department have back-up communications equipment that will provideinternet access if regular communications systems are disrupted? ☐Yes ☐No ☐N/A
a) Are key staff regularly trained to operate the equipment? ☐Yes ☐No ☐N/A
b) Is someone in charge of regularly maintaining and testing the equipment? ☐Yes ☐No ☐N/A
c) Do key emergency staff know where the equipment is located and have access to it? ☐Yes ☐No ☐N/A
d) Is the amount of equipment adequate to ensure all key emergency workers cancoordinate with the EOC and with agency offices performing essential functions? ☐Yes ☐No ☐N/A
3. Does the department have a generator at its key locations? ☐Yes ☐No ☐N/A
a) Will the generator power the DOC? ☐Yes ☐No ☐N/A
b) Will the generator(s) power all facility areas/equipment required for essentialdepartment functions? ☐Yes ☐No ☐N/A
c) Is fuel stored with the generator? ☐Yes ☐No ☐N/A
d) Is the generator regularly tested? ☐Yes ☐No ☐N/A
e) Is someone in charge of regularly maintaining and testing the generator? ☐Yes ☐No ☐N/A
f) Are multiple staff trained on how to operate the generator? ☐Yes ☐No ☐N/A
g) Is the generator secure and protected from wind and flooding? ☐Yes ☐No ☐N/A
4. Are emergency supplies, including food/water, for workers available at worksites thatwill be operating during a disaster? ☐Yes ☐No ☐N/A
5. Have workers been advised of supplies they are expected to bring with them during anemergency? ☐Yes ☐No ☐N/A
6. Can the department access its essential computer files if the computer network isdown? ☐Yes ☐No ☐N/A
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Honolulu Department of Emergency Management
City and County of Honolulu |Department Readiness Checklist | May 2021
READINESS ACTIONS – FACILITIES, SUPPLIES, AND EQUIPMENT7. (Optional) Does the department have a designated Department Operations Center
(DOC)? ☐Yes ☐No ☐N/A
a) Has the DOC been hardened to withstand hurricane forces? ☐Yes ☐No ☐N/A
b) Is the DOC located outside a tsunami evacuation zone? ☐Yes ☐No ☐N/A
c) Is the DOC located outside a flood zone? ☐Yes ☐No ☐N/A
d) Have the necessary supplies been identified to support the DOC once it activates(office supplies; internet access; phones; furniture)? ☐Yes ☐No ☐N/A
e) Is the DOC accessible 24 hours or is there a security plan in place to provide after-hours access? ☐Yes ☐No ☐N/A
READINESS ACTIONS – FINANCE AND ADMINISTRATION
1. Does the department have internal procedures for identifying, tracking and documentexpenses incurred during emergency operations? ☐Yes ☐No ☐N/A
2. Are all administration staff familiar with federal emergency procurementrequirements that must be followed to ensure reimbursement of emergency expensesduring a presidentially declared disaster?
☐Yes ☐No ☐N/A
3. Does the department have contracts or Memorandums of Agreement in place tosupport emergency activities it is responsible for performing? ☐Yes ☐No ☐N/A
a) Have contracts been reviewed for compliance with federal procurementregulations to ensure eligibility for reimbursement if used during apresidentially declared disaster or emergency?
☐Yes ☐No ☐N/A
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Honolulu Department of Emergency Management
City and County of Honolulu |Training and Exercise Program Overview | May 2021
TRAINING AND EXERCISE PROGRAM OVERVIEW The Department of Emergency Management oversees a training and exercise program to support City agencies and key non-governmental partners to build and sustain the capabilities needed to ensure preparedness for all types of emergencies and disasters. Administrative Directive 220 requires all departments provide personnel time to participate in these activities.
TRAINING DELIVERY AND PRIORITIES Emergency management training is a mix of City-developed courses and national training provided through FEMA and their recognized training partners. Most of the basic courses are available online or through remote learning. Each year, specialized instructor-led training is scheduled to build capability in specific areas identified as priorities by DEM and its partners. Opportunities also exist to travel to mainland training centers for advanced or specialty classes.
REQUIRED EMERGENCY MANAGEMENT TRAINING
DEPARTMENT EMERGENCY COORDINATORS DISASTER RESPONSE WORKERS DISASTER SUPPORT WORKERS
DEM COURESES
• Emergency Coordinator Orientation
• E Team Orientation
FEMA INDEPENDENT STUDY
• IS-700 National Incident ManagementSystem Introduction
• IS-800 National Response Framework• IS-100 Introduction to the Incident
Command System• IS-200 Basic Incident Command System for
Initial Response• IS-2200 Basic EOC FunctionsOTHER SPECIALIZED TRAINING
Specialized training may be required based on duties assigned in City plans or by statute
FEMA INDEPENDENT STUDY
• IS-700 National IncidentManagement SystemIntroduction
• IS-800 National ResponseFramework
• IS-100 Introduction to theIncident Command System
• IS-200 Basic Incident CommandSystem for Initial Response
OTHER SPECIALIZED TRAINING
Specialized training may be required based on duties assigned in City plans or by statute
DEM COURESES
All City workers not designated to perform a disaster response role by their departments are considered disaster support workers and must complete the following training to be ready for a temporary emergency assignment:
• Shelter Operations
• Residential DamageAssessment
RECOMMENDED TRAINING FOR ALL CITY WORKERS DEM offers a City Employee and Family Preparedness Training to provide City personnel with the tools needed to be prepared at home so they are able to report for duty during an emergency or disaster.
DEM Training: Current offerings are posted on Honolulu U and include a mix of classroom based, virtual, and self-paced online learning classes developed by DEM.
FEMA Independent Study: Free self-paced online courses covering a range of emergency management topics.
Emergency Management Institute (EMI) Resident Training
National Consortiums
TRAINING RESOURCES
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Honolulu Department of Emergency Management
City and County of Honolulu |Training and Exercise Program Overview | May 2021
EMERGENCY MANAGEMENT EXERCISES Exercises are a key component of preparedness – they provide opportunities to test plans, assess skills, and practice working together. DEM’s exercise program is supported by a corrective action process, which tracks progress toward implementing program improvements to address deficiencies identified during exercises or real-world events.
DEM organizes various types of exercises that typically involve the participation of other City departments and external partners. DEM develops an annual exercise schedule that identifies specific exercise focus areas based on overall preparedness priorities.
The following are recurring exercises that involve all Departments and partners.
Monthly Notification Drill
This drill occurs the first working day of each month to coincide with the regular test of the statewide siren system. It requires minimal effort on the part of participants but is important in helping DEM ensure its internal notification system is functioning. DECs, AECs, Directors, and Deputies will receive a test notification message via phone, text, and email and are simply asked to reply to confirm receipt. DECs and AECs are also asked to log onto E Team, the online system used in the EOC, and are assigned a simple action to practice using the system.
Makani Pahili Hurricane Exercise
Usually held over the second week of June, this event is a series of exercises requiring the participation of different agencies each day. The focus and types of exercise activities change each year.
DEPARTMENT LEVEL EXERCISES Departments are encouraged to conduct internal exercises to test their plans and procedures. DEM may be able to provide guidance on exercise design and assist with exercise evaluation.
Questions? Call DEM at 723-8960 and ask to speak to the Training and Exercise Officer.
DISCUSSION-BASED EXERCISES do not involve the movement of actual resources. Examples:
Seminar: Informal discussion to orient participants to plans, policies, or procedures. Similar to a briefing.
Workshop: Discussion used to build specific products; more structured than a seminar.
Tabletop Exercises (TTX): Discussions of simulated scenarios to assess plans, policies, and procedures.
Games: Competitive simulation involving two or more teams.
OPERATIONS-BASED EXERCISES involve command centers or the movement of resources in the field. Examples:
Drill: Coordinated, supervised activity to test a single function in a single agency.
Functional Exercise: Activity to test command and control among coordination centers. No field assets (“Boots on Ground”).
Full-Scale Exercise: Multi-agency, multi-function evaluation of command and control centers and field assets.
EXERCISE TYPES
I-2
Honolulu Department of Emergency Management
City and County of Honolulu |Emergency Management Grant Programs | May 2021
EMERGENCY MANAGEMENT GRANT PROGRAMS
HOMELAND SECURITY GRANT PROGRAM Description: Homeland Security (HLS) grants fund state, local, tribal, and territorial efforts to prevent domestic and foreign terrorism, and to prepare the nation for threats and hazards that pose the greatest risk to the security of the United States. The amount of funding available to the City and federal funding priorities change each grant year.
Cost Share and Period of Performance: HLS grants are funded at 100% with no cost-share and have a 3-year period of performance.
Application Timeline: DEM follows an annual grant cycle to promote funding opportunities and provide assistance with proposals. Departments develop applications for projects that meet grant parameters and address current priority areas where the City is trying to build or sustain capabilities.
September: Strategy meeting to prep for grant cycle
September – November: Departments vet proposals internally
November: Grant proposal preparation
December: Initial review of proposals with DEM
February: Draft proposals due to DEM
March: DEM selects proposals
April: State review for final selections
May: State submits final application to the federal government
September: 3-Year Cycle Begins
More Information: https://www.fema.gov/sites/default/files/2020-06/fema_preparedness-grants-manual.pdf or call DEM at
723-8950 and ask to speak to the Grants Management Officer.
HONOLULU LOCAL EMERGENCY PLANNING COMMITTEE– HAZMAT PROGRAM Description: The Honolulu Local Emergency Planning
Committee (LEPC) funds efforts that build and sustain
hazardous materials (HAZMAT) safety, security, and
response capability in the community. The grant
supports community education and accident prevention
efforts, and helps prepare responders for HAZMAT
releases or spills that pose risk to the public.
Application Timeline: Grant requests from City
departments and non-governmental organizations are
accepted year round as long as funds remain available.
Proposals are reviewed at quarterly Honolulu LEPC
meetings. Program funding is provided by the Hawaii
Department of Health- Hawaii State Emergency
Response Commission (HSERC).
More Information: Call DEM at 723-8950 and ask to speak with the HAZMAT Officer.
Examples of HLS Eligible Projects
Examples of HLS Ineligible Projects
Development of plans
related to homeland
security
Training and exercises
to maintain core
capabilities and meet
National Priorities
Cybersecurity
hardening of City
networks against
malicious attacks
Purchase of weapons
Purchase of weapon
accessories, including
ammunition
Unauthorized
exercise-related costs
Maintenance or wear
and tear costs for
vehicles, medical
supplies, etc.
Examples of Eligible Projects Examples of Ineligible
Projects
Chemical emergency preparedness
and accident prevention education
(registration, transportation, lodging,
materials)
Chemical emergency planning and
exercises
Community chemical and HAZMAT
education materials
Specialty HAZMAT response
equipment
Salaries and
overtime costs
associated with
training,
attendance, or
other grant
activities.
Costs for
regulatory
required training
or equipment
J-1
Honolulu Department of Emergency Management
City and County of Honolulu |Emergency Management Grant Programs | May 2021
FEMA’s HAZARD MITIGATION ASSISTANCE GRANTS Hazard mitigation is any sustainable action that reduces or
eliminates long-term risk to people and property from
future disasters. Mitigation planning breaks the cycle of
disaster damage, reconstruction, and then, repeated
damage. Hazard mitigation focuses on long-term solutions
that reduce the impact of disasters in the future.
Description: FEMA’s Hazard Mitigation Assistance Grants
provide funding to state and local governments so they can
build and rebuild in a way that reduces, or mitigates, future
disaster losses in their communities. This grant funding is
available annually, nationwide, through grant competition
and, locally, after a presidentially declared disaster. Post-
disaster, to be eligible to receive Hazard Mitigation Grant
Program funds, the jurisdiction must already have a FEMA-approved Local Hazard Mitigation Plan.
FEMA Hazard Mitigation Assistance has four grant programs. The two nationally competitive annual programs
are the Flood Mitigation Assistance (FMA) Program and the Building Resilient Infrastructure and Communities
(BRIC) Program. The post-disaster mitigation grant programs are the Hazard Mitigation Grant Program (HMGP)
and HMGP Post Fire Grant.
Cost Share and Period of Performance: All hazard mitigation grants require a 25% cost share and 75% federal
funding and have a 3-year period of performance.
Application Timeline: The application period for nationally competitive BRIC and FMA grants is open from
September 30 to January 31, each year. Post-disaster mitigation grants are announced by the Hawaii Emergency
Management Agency when they become available. Applications are due within one (1) year of the federal
declaration.
More Information: Visit https://www.fema.gov/grants/mitigation or call the City Office of Climate Change,
Sustainability and Resiliency at
768-2277 and ask to speak with
the Hazard Mitigation and Long-
Term Recovery Program Manager.
ANNUAL PROGRAMS – NATIONALLY COMPETITIVE:
POST-DISASTER - COMPETITIVE W/IN AFFECTED STATE
WHO’S ELIGABLE
Building Resilient Infrastructure &
Communities (BRIC)
Flood Mitigation Assistance
Hazard Mitigation Grant Program (HMGP)
HMGP Post-Fire Grant
STATE
AGENCIES
COUNTY
AGENCIES
PRIVATE
NON-
PROFITS
Examples of Potential Eligible Projects
Examples of Ineligible Projects
Safe room
construction
Infrastructure or
structure retrofit
Minor flood control
Structure elevation
Actions that don’t
reduce risk to people,
structures or
infrastructure
Constructing new
buildings or facilities
Projects to address
deferred or future
maintenance, repairs
or replacement
Response equipment
J-2
Honolulu Department of Emergency Management
City and County of Honolulu | May 2021
REFERENCES
Hawaii Revised Statute Chapter 127A Emergency Management
Administrative Directive 220
Hazard Mitigation Plan Executive Summary
