NGS-HSM_700bl_Module 2_01062009

8/14/2019 NGS-HSM_700bl_Module 2_01062009

1/40

www.ngs.edu | 800.838.2580

8/14/2019 NGS-HSM_700bl_Module 2_01062009

2/40

HSM 700bl Principles and

Applications in HomelandSecurity & Defense

Module 2:

This material is protected by United States copyright laws. You must treat this publication like any other proprietarymaterial. No part of this material may be copied, photocopied, reproduced, translated, or reduced to any electronicmedium by individuals or organizations outside of the National Graduate School without prior written consent fromthe National Graduate School. For information, please call 800.838.2580 or visit www.ngs.edu.

State & Local Emergency Preparedness and Management & HS&D and the

Private Sector
http://www.ngs.edu/http://www.ngs.edu/

8/14/2019 NGS-HSM_700bl_Module 2_01062009

3/40

36-Jan-09

HS&D Overlapping Mission Sets

8/14/2019 NGS-HSM_700bl_Module 2_01062009

4/40

46-Jan-09

Emergency MGT Definition, Vision,Mission

DefinitionEmergency management is the managerial functioncharged with creating the framework within whichcommunities reduce vulnerability to hazards and cope withdisasters.

Vision

Emergency management seeks to promote safer, lessvulnerable communities with the capacity to cope with

hazards and disasters.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

5/40

56-Jan-09

Emergency MGT Definition, Vision,Mission

MissionEmergency management protects communities bycoordinating and integrating all activities necessary tobuild, sustain, and improve the capability to mitigateagainst, prepare for, respond to, and recover fromthreatened or actual natural disasters, acts of terrorism, orother man-made disasters.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

6/40

66-Jan-09

Emergency Management Principles Emergency management must be:

Comprehensive emergency managers consider and take intoaccount all hazards, all phases, all stakeholders and all impactsrelevant to disasters.

Progressive emergency managers anticipate future disastersand take preventive and prepara-tory measures to build disaster-resistant and disaster-resilient communities.

Risk-driven emergency managers use sound risk managementprinciples (hazard identifica-tion, risk analysis, and impactanalysis) in assigning priorities and resources.

Integrated emergency managers ensure unity of effort among alllevels of government and all elements of a community.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

7/4076-Jan-09

Emergency Management Principles Collaborative emergency managers create and sustain broad

and sincere relationships among individuals and organizations toencourage trust, advocate a team atmosphere, build consensus,and facilitate communication.

Coordinated emergency managers synchronize the activitiesof all relevant stakeholders to achieve a common purpose.

Flexible emergency managers use creative and innovativeapproaches in solving disaster challenges.

Professional emergency managers value a science andknowledge-based approach based on education, training,experience, ethical practice, public stewardship and continuousimprovement.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

8/4086-Jan-09

State Government Responsibilities

The State Emergency Management (EM) office isresponsible for protecting communities andcitizens within the state.

The State office carries out statewide EM

activities, helps coordinate emergencymanagement activities involving more than onecommunity, or assists individual communitieswhen they need help.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

9/4096-Jan-09

To accomplish its goals the state EM officeintegrates an all hazards approach into aComprehensive Emergency Management Plansto coordinate all state and some on-

profit/voluntary organizations during emergencyand disaster events.

Analogous to the programs at the federal level,state EM programs are built around four basic

programmatic areas:

Mitigation, Preparedness, Response, and Recovery


8/14/2019 NGS-HSM_700bl_Module 2_01062009

10/40106-Jan-09

If a community lacks the resources needed to protect itselfor to recover from a disaster, the state may help withmoney, personnel, or other resources.

Financial assistance is available on a supplemental orallocation basis through an application process for eachstate.

Requests for resources are made by the county EM officeto the state EM office


8/14/2019 NGS-HSM_700bl_Module 2_01062009

11/40116-Jan-09

State Government Responsibilities During emergencies and disasters the Governor can

declare a severely impacted geographic section of the

state a disaster area. This qualifies affected areas to callon state resources.

If damages are so extensive that the combined local andstate resources are not sufficient, the Governor applies to

the President for federal disaster assistance. If the needfor federal assistance funds is justified, the Presidentissues a major disaster declaration and federal resourcesare made available,

8/14/2019 NGS-HSM_700bl_Module 2_01062009

12/40126-Jan-09


i.e., the Stafford Act is invoked. The State EM provides

state level administration of emergency and disasterassistance via the Stafford Act. Other functions of the stateEM include technical assistance t to individuals andbusinesses, and securing other funds, such as SmallBusiness Administration loans and mitigation grants.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

13/40136-Jan-09

State Government Responsibilities This system ensures that the state and federal limited resources are

used wisely and fairly, and the needs of disaster victims are met. State

emergency management offices often have various names andprocedures for operating. Titles of EM offices include EmergencyManagement, Civil Preparedness, and Emergency Services.

During non-disaster periods the State EM provides funding throughallocation and competitive grants, technical assistance for program

development and the delivery of training and examining. In some states, there are several layers of government between the

local and the state level. Therefore, it is often helpful for you tobecome familiar with your states emergency management structure.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

14/40146-Jan-09

Preparedness Activities

Risk Assessment Response capability assessment, Improvement,

and Maintenance

Emergency Planning; Training and Exercises

Incorporation of local, regional, state, and federalresources

8/14/2019 NGS-HSM_700bl_Module 2_01062009

15/40156-Jan-09

State and Local Preparedness forTerrorism: Policy Issues and Options

Amount and Uses of Federal AssistanceObservers haveurged Congress to increase levels of financial andtechnical assistance available to states and localities.Some observers have also asked for more flexibility with

federal funds. Coordination of Federal AssistancePreparednessprograms administered byvarious federal agencies oftenare not well coordinated, causing frustration among stateand local officials seeking assistance. Some call for onefederal office to coordinate the content and availability ofpreparedness programs.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

16/40166-Jan-09


Amount and Uses of Federal AssistanceObservers haveurged Congress to increase levels of financial andtechnical assistance available to states and localities.Some observers have also asked for more flexibility with

federal funds. Coordination of Federal AssistancePreparednessprograms administered byvarious federal agencies oftenare not well coordinated, causing frustration among stateand local officials seeking assistance. Some call for onefederal office to coordinate the content and availability ofpreparedness programs.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

17/40

176-Jan-09


Preparedness of the Medical CommunityObservershave emphasized the needto give public health agenciesand hospitals a greater role in emergency planning andincrease their capability to respond to weapons of mass

destruction. Mutual Aid CompactsCompacts are not uncommon, but

some observers believe states and localities need toformalize and update their compacts.

Joint Training ExercisesObservers argue that more jointtraining exercises are needed to adequately prepare local,state, and federal responders for terrorist attacks.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

18/40

186-Jan-09


Communications Infrastructure and Other EquipmentFirst responders mayneed specialized equipment torespond to a terrorist attack, including an interoperablecommunications system.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

19/40

196-Jan-09

Selected Policy Issues and PolicyOptions

Amount and uses of federal assistance Coordination of federal assistance

Preparedness standards

Preparedness of the medical community

Mutual aid compacts

Joint training exercises

Communications systems and other

8/14/2019 NGS-HSM_700bl_Module 2_01062009

20/40

206-Jan-09

Statewide Template Initiative

8/14/2019 NGS-HSM_700bl_Module 2_01062009

21/40

216-Jan-09

Statewide Initiative Questions forFirst Responders/Emergency MGT

First Responders and Emergency Services

Who are they?

What do they require/need?

How are requirements/needs determined and prioritized?

How is consensus gained for requirements/needs?

Is there any process to monitor training and equipment acquisition for respondersfor standardization and quality?

How is standardization of equipment purchasing achieved?

How are requirements tied to capability?

How are new capabilities obtained and sustained?

Have protected/exclusive communications paths and command authorities beenestablished?

Is there a standard, unified, system for incident command?

8/14/2019 NGS-HSM_700bl_Module 2_01062009

22/40

226-Jan-09


Is there a standard, unified, system for incident command?

8/14/2019 NGS-HSM_700bl_Module 2_01062009

23/40

236-Jan-09


Are the command systems implemented and trainedacross city, county, and state agencies?

Have homeland security information requirements beendocumented?

Are public utility services, public health, hospitals andother medical care providers, and emergency medicalservice providers involved in planning and training?

Are their emergency plans tested and training evaluated?

8/14/2019 NGS-HSM_700bl_Module 2_01062009

24/40

246-Jan-09

Private Sectors Role in HomelandSecurityA General Framework

Programs that internalize the costs of security to privatemarkets by establishing new standards or incentives tomake businesses and customers in an industry face thefull costs of possible losses.

Programs that socialize the costs of security by having thegovernment and taxpayers directly bear the costs ofreducing losses, whether through the governments ownefforts or its financing of efforts by businesses andcustomers.

Programs that provide the private sector with informationon the risk of attacks, the losses from attack, andopportunities to reduce losses.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

25/40

256-Jan-09

NSHS & The Private Sector

The private and non-profit sectors also must be fullpartners in homeland security.

As the countrys principal providers of goods and services,and the owners or operators of approximately 85 percentof the Nations critical infrastructure, businesses have bothan interest in and a responsibility for ensuring their ownsecurity.

The private sector plays key roles in areas as diverse assupply chain security, critical infrastructure protection, and

research and development in science, technology, andother innovations that will help secure the Homeland.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

26/40

266-Jan-09


The non-profit sector, including volunteer and relief groupsand faith-based organizations, provides important supportservices for the Nation, including meals and shelter,counseling, and compassion and comfort to Americans,particularly in the aftermath of an incident.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

27/40

276-Jan-09


Although we have substantially improved our cooperationand partnership among all levels of government, privateand non-profit sectors, communities, and individualcitizens, we must continue to strengthen efforts to achievefull unity of effort through a stronger and further integrated

national approach to homeland security. We strongly encourage the private sector to conduct

business continuity planning that recognizesinterdependencies and complements governmental efforts

doing so not only helps secure the United States, butalso makes good long-term business sense for individualcompanies.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

28/40

286-Jan-09


Like other homeland security activities, protectingthe health of citizens is a shared responsibility one that starts at the individual and family level,involves government and the private sector, and

relies heavily on local action.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

29/40

296-Jan-09


The private and non-profit sectors fulfill key roles and workclosely with communities, States, and the FederalGovernment.

The private sector plays an essential role implementingplans for the rapid restoration of commercial activities andcritical infrastructure operations, which can help mitigateconsequences, improve quality of life, and acceleraterecovery for communities and the Nation.

Non-profit organizations serve a vital role by performing

essential services within communities in times of need,such as mass sheltering, emergency food supplies,counseling services, or other vital support services.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

30/40

306-Jan-09

HS&D Private Sector Legislation

Section 901 of the Implementing Recommendations of the 9/11 Commission

Act (P.L. 110-53) requires the Department of Homeland Security (DHS) tocreate a Voluntary Private Sector Preparedness Accreditation and CertificationProgram.

The provision requires DHS to work with different private sector entities, suchas the Sector Coordinating Councils,104 to develop and promote a program tocertify the preparedness, emergency management and security of privatesector entities that voluntarily choose to seek certification under the program. I

DHS is required to provide Congress with a report detailing any action taken toimplement the Voluntary Private Sector Preparedness Accreditation andCertification Program, including a discussion of the separate methods ofclassification and certification for small business concerns.

The Act requires submission of the report to Congress by March 3, 2008

8/14/2019 NGS-HSM_700bl_Module 2_01062009

31/40

316-Jan-09

HS&D Planning Questions for thePrivate Sector

How is the Private Sector being incorporated into your planningprocess?

What public/private sector agreements are in place to ensure effectivepartnerships between state and local governments and the privatesector?

Have key private sector leaders been identified? Have critical private sector industries been identified in terms of their

specialized resource capability or economic value?

Have private sector resources been identified for potential governmentuse through appropriate agreements and contracts?

Are small and medium sized enterprises integrated into state and localplans?

8/14/2019 NGS-HSM_700bl_Module 2_01062009

32/40

326-Jan-09

Module 2 Reading Requirement

Instructors Module/Week 2 PPT presentation

Kamien, D. (2006) the McGraw-Hill Homeland Security Handbook.McGraw-Hill Publishing. New York, N.Y. Chapters 19, 20 42, 47, 52

Haddow, George and Bullock, Jane. The Future of EmergencyManagement. Institute for Crisis, Disaster and Risk Management,George Washington University: Washington. June 2005.

Canada, B. (2003) CRS Report: Homeland Security: State and LocalPreparedness, Retrieved from website:http://homelandsecurity.tamu.edu/framework/statelocalgovt/state-local-shared-issues/homeland-security-standards-for-state-and-local-preparedness.html/

8/14/2019 NGS-HSM_700bl_Module 2_01062009

33/40

336-Jan-09


DHS (2003) Statewide Template Initiative. Presidents HomelandSecurity Advisory Council, Washington D.C.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

34/40

346-Jan-09


Morabito, A. & Greeenberg, S.(2008) Engaging the Private Sector

To Promote Homeland Security: Law Enforcement-Private SecurityPartnerships, U.S. Dept. of Justice. Washington D.C.

Stockton, P. & Roberts, P. (2008) Findings from the Forum onHomeland Security after the Bush Administration: Next Steps inBuilding Unity of Effort.

Farmer, R. (2004) Homeland Security and the Private Sector, U.S.Congressional Budget Office, Washington D.C.

Oneil, S. (2008) Private Sector and Fusion Centers, HomelandSecurity Affairs, Supplement No. 2, www.hsaj.org.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

35/40

356-Jan-09

Team Assignment (In Class)

Conduct a SWOT Analysis on the problem. Produce and submit SWOT Analysis charts

supporting analysis on Slide 4 (SWOT Analysis) intoBlackboard Digital Drop Box.

Formulate two courses of action or proposedsolutions for the problem.

Establish criteria to evaluate the solution proposals.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

36/40

366-Jan-09

Team Assignment (In Class)

Produce and submit PPT slide 5 (ProposedSolutions/COAs) identifying the two proposedsolution or courses of action recommendations foryour problem recommendation, into Blackboard

Digital Drop Box.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

37/40

376-Jan-09

Individual Essay Question

Individual Essay Question 1: Haddow & Bullock(2005) address the requirement for communityand business at the state and local levels to beginthe process of reshaping the Emergency

Management system at these lower levels.Support or refute this position and provide analternative to their concluding recommendations.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

38/40

386-Jan-09

Individual Essay Question

Individual Essay Question 2: Is leveraging thePrivate Sector an instrumental strategiccomponent for our National Homeland SecurityStrategy? Support or refute with citations and

case study examples.

8/14/2019 NGS-HSM_700bl_Module 2_01062009

39/40

396-Jan-09

SWOT Analysis Template

8/14/2019 NGS-HSM_700bl_Module 2_01062009

40/40

Please Complete the BlackboardRequirements for This ModuleBefore Moving to Module Three

Documents

NGS-HSM_700bl_Module 2_01062009