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Emergency Management Planning New York Style. MaryAnn E. Marrocolo Assistant Commissioner Planning and Preparedness New York City Office of Emergency Management. What have we learned? What does this mean for emergency planning? Creating Plans to Facilitate Execution and Action In Summary…. - PowerPoint PPT Presentation
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MaryAnn E. MarrocoloAssistant Commissioner Planning and PreparednessNew York City Office of Emergency Management
Emergency Management PlanningNew York Style
Agenda
What have we learned?
What does this mean for emergency planning?
Creating Plans to Facilitate Execution and Action
In Summary…
What have we learned?
Question
Comparing major urban centers and small town/rural areas, there are more similarities than differences in emergency preparedness.
a. True
b. False
Hurricane Andrew
Inadequate communication between levels of government concerning specific needs
Lack of full awareness of supply inventories and agency capabilities
Failure to have a single person in charge with a clear chain of command
Inability to cut through bureaucratic red tape
Oklahoma City Bombing
The IEMS and ICS weakened early due to:
– Immediate response of numerous local, state, and federal agencies
– Three separate locations of the Incident Command Post
– Deployment of many Mobile Command Posts, representing support agencies
Lack of knowledge of IEMS, disaster response/ recovery planning and implementation, and emergency management functions
9/11 Initial Response
Response operation lacked integrated communications and unified command, both within and among individual responding agencies
Crucial information for informed decision-making was not shared among agencies.
2004-2005 Sonoma County Grand Jury Report
Written plans and checklists are not consistent among county, cities, agencies, and departments
In some cases written plans are non-existent.
The spasmodic use of checklists misses a great opportunity to put effective planning into action at times of great personal stress and confusion.
Most senior management and elected officials interviewed were distanced from, and in some cases ignorant of, salient pieces of the plans.
Hurricane Katrina
Command and Control was impaired at all levels of government
Failure to heed past lessons learned from exercises and actual events
Leaders were not well versed in protocol and failed to successfully implement the National Response Plan, and with it, NIMS
Question
In my experience, the most important of the following factors which leads to an inadequate response is:
a. Lack of clarity of who is in charge
b. Confusion about roles and responsibilities
c. People’s failure to follow the plan
d. Poor communication with “end users”
Have we learned anything at all?
It is unclear who is in charge or what their job is.– Roles and responsibilities
are confused.
People do not execute the plan.
WHY? Our plans fail to
communicate to the “end user” what is to be done.
What does this mean for emergency planning?
Re-thinking the Traditional
Emergency planning guidance is antiquated and does not meet the needs of modern emergency response.
– SLG 101 was last updated in 1996 and made no structural changes to its predecessor CPG 1-8 (1990).
Increasingly complex emergencies require plans that clearly articulate:
– Roles and responsibilities
– Response options
– Actions and tasks
Moving from Concept to Action
Action & Execution
Options
Roles
Tasks
Creating Plans to Facilitate Execution and Action
Plan Simplification
Plan Simplification (cont.)
A Format that Clearly Answers…
Who?
What?
When?
Where?
How?
A Format that Links Options and Tasks to Operational Phases
Operational Overview
CIMS Phases of an Incident
– Activation and implementation
– Investigative operations
– Life safety operations
– Recovery and restoration operations
Case Study: Transit Strike
A Format that Relates Options to Tasks
Operational Strategies
Connective tissue for options and tasks
Case Study: Transit Strike (cont.)
A Format that Relates Roles to Tasks
Agency Operations
Field Operations
ESF Operations
OEM Operations
Exec OperationsLevel of Detail
Case Study: Transit Strike (cont.)
Case Study: Transit Strike (cont.)
Question
In my jurisdiction, we have simplified our public health response plan into practical checklists for the end users.
a. True
b. False
Case Study: Transit Strike (cont.)
Case Study: Transit Strike (cont.)
In Summary…
Don’t learn the same lesson twice.
Don’t forget the end user… it’s not you.
Don’t forget to link options, roles, and tasks.
