Security and

Emergency Management -

An Information Briefingfor

Executives and Senior Leaders

ofState Departments of

Transportation

Welcome

Emergency management

involves preparing for, responding to,

and recovering from a disaster

or emergency.

WHAT IS EMERGENCY MANAGEMENT?

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EMERGENCY MANAGEMENT PROCESSEmergency management is a

process Mitigation Preparedness Response Recovery

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EMERGENCY MANAGEMENT PROCESSEmergency management is a

process Mitigation Preparedness Response Recovery

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MITIGATION

What is it? Who does it?

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PREPAREDNESS

Identify hazards/threats Planning Training Exercising After Action Improvement

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PREPAREDNESS

Identify hazards/threats Planning Training Exercising After Action Improvement

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PREPAREDNESS

Identify hazards/threats Planning Training Exercising After Action Improvement

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EMERGENCY OPERATIONS PLANS

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Emergency Operations/Response

Plans

Who Responds

And How

Where to ObtainResources

What is an Emergency Operations Plan?

NATIONAL RESPONSE FRAMEWORK

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Guides how the nation conducts all hazard incident response.

NATIONAL RESPONSE FRAMEWORKKey Concepts

Aligns key roles and responsibilities across jurisdictions

Links all levels of government (local tribal State, Federal), private sector, and nongovernmental organizations in a unified approach to emergency management

Always in effect: can be partially or fully implemented

Coordinates Federal Assistance without need for formal trigger

Builds on the National Incident Management System (NIMS) with its flexible, scalable, and adaptable coordinating structures 12

HOW THE FRAMEWORK IS ORGANIZED

Doctrine, organization, roles and responsibilities, response actions and planning requirements that guide national response

IncidentAnnexes

Incident-specific applications of the Framework

Support Annexes

Essential supporting aspects of the Federal response common to all incidents

Emergency Support Function Annexes

Mechanisms to group and provide Federal resources and capabilities to support State and local responders

Partner Guides

Next level of detail in response actions tailored to the actionable entity

Core Document

www.fema.gov/nrf

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NATIONAL RESPONSE FRAMEWORK Written for two audiences

Senior elected and appointed officials Emergency management practitioners

Emphasizes roles of the local and tribal governments, States, NGOs, individuals and the private sector

Establishes Response Doctrine Engaged partnership Tiered response Scalable, flexible, and adaptable operational capabilities United of effort through unified command Readiness to act

Establishes planning as a critical element of effective response

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APPLYING THE FRAMEWORK

Most incidents wholly managed locally Some require additional support Small number require Federal support Catastrophic requires significant Federal support State Governor must request Federal support

Minor event might be initial phase of larger, rapidly growing threat Accelerate assessment and response Federal department/agency, acting on own authority, may be initial

Federal responder Integrated, systematic Federal Response intended to occur

seamlessly

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STAKEHOLDER RESPONSIBILITIESState Governments Governors have responsibility for public safety and

welfare. States coordinate resources and capabilities and

obtain support from other States and the Federal government.

States supplement and facilitate local efforts before, during , and after incidents.

State key roles and responsibilities Governor Homeland Security Advisor Director, State Emergency Management Agency State Coordinating Officer

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NRF

State & Tribal Governments

LocalGovernments

FederalGovernment

Private Sector & NGO

STATE RESPONSE STRUCTURES The local incident command structure directs

on-scene emergency management activities and maintains command and control of on-scene incident operations.

State EOCs are activated to support local EOCs.

The State EOC is the central location from which State-supported off-scene activities are coordinated.

Elected and appointed state officials are located at the State EOC, as well as personnel supporting core functions.

A key function of the State EOC is to ensure that those who are located at the scene have resources required for the response.

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Local Officials and Emergency Operations

Center

Incident Command Post (ICP)

State Officials and Emergency Operations

Center (EOC)

FEDERAL LEADERSHIP AND THE FRAMEWORK

NRF implements Post-Katrina Emergency Management Reform Act provisions with regard to key Federal incident response leadership positions.

It outlines roles, responsibilities, and interfaces among the: Secretary of Homeland Security FEMA Administrator Principal Federal Official Federal Coordinating Officer

It outlines roles of and relationships with and among other key Federal and State leaders

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NRF

State & Tribal Governments

LocalGovernments

FederalGovernment

Private Sector & NGO

PRIVATE SECTOR, NGOS AND THE FRAMEWORK

The Framework systematically incorporates public sector agencies at all levels with:

Private sector organizations (business and industry), and

Nongovernmental organizations that play key roles in response.

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NRF

State & Tribal Governments

LocalGovernments

FederalGovernment

Private Sector & NGO

EMERGENCY SUPPORT FUNCTIONS

There are the 15 Emergency Support Functions (ESFs) identified in the NRF.

What is an ESF?

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ESF 1, TRANSPORTATION

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According to the NRF, the U.S. DOT is responsible for:

As the State ESF 1 primary agency, your DOT might do these types of activities:

Monitoring and reporting the status of, and damage to, the transportation system and infrastructure

Inspect or assist in inspecting bridges, roads, rails and/or airfields after a severe flood or earthquake

Identifying temporary alternative solutions that can be implemented to ensure that the movement of people and materials can be continued during the response

Establish detours and set up alternate route signs on state highways; clear state highways of debris; clear runways for movement of aircraft; and assist with traffic control and contra-flow

Performing activities conducted under the direct authority of the DOT

Close roads, harbors or airfields

Coordinating the restoration and recovery of transportation system and infrastructure

Replace bridges and railroad tracks; dredge harbors

Coordinating and supporting preparedness, response, recovery and mitigation activities among transportation stakeholders

Participate in training and exercises; work with local governments to rebuild or retrofit infrastructure

DOT is the lead agency for ESF #1, Transportation

ESFS 1-8

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ESF Title

1 Transportation

2 Communications

3 Public Works and Engineering

4 Firefighting

5 Emergency management

6 Mass Care, Emergency Assistance, housing and Human Services

7 Logistics Management and Resource Support

8 Public Health and Medical Services

ESF 9-15

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ESF Title

9 Search and rescue

10 Oil and Hazardous Materials Response

11 Agriculture and Natural Resources

12 Energy

13 Public Safety and Security

14 Long-Term Community Recovery

15 External Affairs

NATIONAL INCIDENT MANAGEMENT SYSTEM

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NIMS

Consistent use Common approach Working together Intent

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NIMS

Consistent use Common approach Working together Intent

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NIMS COMPONENTS

Preparedness Communications and

Information Management Resource Management Command and

Management Ongoing Management

and Maintenance

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INCIDENT COMMAND SYSTEM

Most important NIMS concept

Common IC structure All levels of

government use it

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Weaknesses/problems prior to ICS: Lack of accountability Poor communication Lack of orderly, systemic

planning Lack of common management

structure Lack of effective integration

methods

WHY ICS?

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ICS is: A proven management

system based on successful business practices.

The result of lessons learned in the organization and management of emergency response to incidents.

WHAT IS ICS?

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INCIDENTS

Definition Examples

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ICS MANAGEMENT CHARACTERISTICS Common Terminology Modular Organization Management by Objectives Incident Action Planning

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ICS MANAGEMENT CHARACTERISTICS Manageable Span of

Control Incident Facilities and

Locations Comprehensive

Resource Management Integrated

Communications

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ICS MANAGEMENT CHARACTERISTICS Establishment and

Transfer of Command Chain of Command and

Unity of Command Unified Command

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ICS MANAGEMENT CHARACTERISTICS Accountability Dispatch/Deployment Information and

Intelligence Management

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STANDARDIZED ORGANIZATION

Incident Command Organizational Structure

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ICS ORGANIZATION

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Command Staff

General Staff

ICS GENERAL STAFF

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PlanningOperations LogisticsFinance/

Administration

IncidentCommander

ICS COMMAND STAFF

Public Information Officer Safety Officer Liaison Officer(s)

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EMERGENCY OPERATIONS CENTERS

Coordination Focal point Communication Hub Operations and Planning

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TYPICAL EOC STRUCTURE

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PlanningSection

OperationsSection

LogisticsSection

Finance/ Administration

Section

EOC Leader

Public Information

Officer

Safety Officer

Liaison Officer(s)

Command Staff: The Command Staff provides information, safety and liaison services for the entire organization.

General Staff: The General Staff provides management functions for the EOC and coordinates with other EOCs and its own field organizations.

EOC AND FEDERAL RELATIONSHIPS

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EOC AND FEDERAL RELATIONSHIPS

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DOT PRESENCE IN EOCS

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Task Local ESF 1 State ESF 1 JFO ESF 1

ESF 1 Representative

County Highway Department

State DOT US DOT Regional Transportation

Representative (RETREP) Senior

Transportation Representative

Superintendent of Highways or

County Engineer

Secretary of State DOT, or his/her

designee

US DOT Regional Transportation Coordinator

(SES Level) (RETCO) Evacuation of

General Population

Establishes feeder routes to

collection points

Provides resources as

needed

Coordinates for air, rail or bus transportation

Clearing Debris

Clears county and other local roads

Clears State roads; provides

resources to counties

Provides funding for contractor support

Establishing Detours

For county and other local roads

For State roads Provides supplemental transportation support if

needed Recovery Activities

Identify priority projects for

recovery funding

Collate projects for identification as candidates for Public Assistance

Funds

Provides State and local infrastructure personnel with

PA Program guidance at meetings

Preparedness Activities

Coordinates with appropriate level Emergency Management Agency; conducts planning, training, exercise activities

Mutual Aid EMAC

OBTAINING RESOURCES

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What is expected of a State DOT?

Establishing an emergency management program Identify critical tasks Develop comprehensive plans Establish training program Exercises Incorporate lessons leaned

EXPECTATIONS

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EMERGENCY MANAGEMENT PROGRAM FUNCTIONS

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Functional Areas Grants Planning Training Exercises Corrective

Actions

EMERGENCY MANAGEMENT PROGRAM FACTORS

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Factors to consider: Size of state Vulnerabilities DOT organization District and regional

offices Funding

Centralized or decentralized Program leadership

EMERGENCY MANAGEMENT PLACEMENT Many options available Two primary

considerations 24x7 unfiltered access

to top leadership Organizational

perception

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EMERGENCY MANAGEMENT PLACEMENT

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Communications

Office of General Counsel

Office of IG

FederalProgram

s

Intermodal

SystemsDirector

ate

EM ProgramCoordinat

or

Chief of Staff

Secretary

BEST OPTION

Fin/Admin

Directorate

Operations and

EngineeringDirectorate

Level1

EMERGENCY MANAGEMENT PLACEMENT

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Intermodal

SystemsDirector

ate

Chief of Staff

Secretary

SECOND BEST OPTION

Fin/Admin

Directorate

Operations and

EngineeringDirectorate

EM Program

Office

Level1

EMERGENCY MANAGEMENT PLACEMENT

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Intermodal

SystemsDirector

ate

Chief of Staff

Secretary

THIRD BEST OPTION

Fin/Admin

Directorate

Operations and

EngineeringDirectorate

EM Program

Office

Level 1

Level2

EMERGENCY MANAGEMENT PLACEMENT

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WORST OPTION

Intermodal

SystemsDirector

ate

Secretary

Fin/Admin

Directorate

Operations and

EngineeringDirectorate

EM Program

Office

Operations

Division

Highways

Branch

Tool Road

Section

Level2

Level3

Level4

Level5

Level1

Demonstrating

Leadership

LEADERSHIP

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Stress the importance of preparing for and responding to disasters

Be visible during response operations

Ensure key emergency management positions are filled

Provide adequate funding for training and special equipment

SUMMARY

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Memory of events fades with time

Organizations and plans can become stale

Federal support is more robust but dependent on local and state plans

Frequently senior leadership changes reduce availability of practical experience.

REFERENCES NRF

http://www.fema.gov/emergency/nrf/. NIMS

http://www.fema.gov/emergency/nims/

On-Line Courses: http://training.fema.gov/IS/

Highway Infrastructure Security and Emergency Management (HIS/EM) Professional Capacity Building (PCB): http://www.fhwa.dot.gov/security/emergencymgmt/profcapacitybldg/

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