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NAFA Fleet Management Seminar-- Module #1
Fleet Organization & Responsibilities -Rev-5 1
Expect the Unexpected!…And the Expected!
Preparing For Disasters
City of Beverly Hills Office of Emergency Management (310)285-1025
PURPOSE
To encourage disaster planning. To increase one’s knowledge of th di t l ithe disaster planning process.To provide information that can be taken back and implemented.
Definitions: Definitions: EmergencyEmergency
An unplanned event that can cause death/injuries to employees, customers, and/or can shut down or disrupt
ti h i l/ i t loperations, cause physical/environmental damage or threaten the facilities in the structure or public image.
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Definitions: Disaster
A Disaster occurs when a disruption reaches p
such that there are injuries, deaths, or property
damage and when a disruption affects many or
all of the community’s essential functions.
THINGS WILL BE DIFFERENT ON D-DAY
Organizations will be differentSchedules will be differentLanguages will beLanguages will be differentYour job may be differentYou may work with people you don’t know.Your home situation may be upset
THINGS WILL BE THINGS WILL BE DIFFERENT ON DDIFFERENT ON D--DAYDAY
OR You might do actually what you do OR You might do actually what you do now, with increase work load, with now, with increase work load, with less resources in less time and withless resources in less time and withless resources, in less time, and with less resources, in less time, and with more stress.more stress.
It is important to know what to do and It is important to know what to do and how to do it.how to do it.
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PROGRAMSEmergency Management/Business Continuity Programs/Plans Identifying ThreatsPlanning When No One Else Does!
GOALS
Protect life, save property & environment.
Control and direct emergency operations
Continue government operations
Rapidly resume key services
P t t th i iP t t th i i
GOALSGOALS
Protect the remaining resourcesProtect the remaining resources
Coordinate operations with others Coordinate operations with others
Accurate documentation for cost recoveryAccurate documentation for cost recovery
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Mitigation & PreventionMitigation & Prevention
P H A S E S
PreparednessPreparedness
ResponseResponse
RecoveryRecovery
1. Take out a piece of paper.2. Divide into four spaces (one
for each of the Emergency Management phases), leaving some room at the bottom of the paper.
3. As we review each phase,3. As we review each phase, write down one goal for each category that you will complete within the next 6 months upon returning to work.
4. At the bottom of your paper, write down a personal goal for preparing yourself and your family for an emergency.
MitigationMitigation
Miti ti f H dMiti ti f H dMitigation of HazardsMitigation of Hazards
Employee Life Safety IssuesEmployee Life Safety Issues
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PREPAREDNESS
Community Preparedness 3 to 7 days
Our Preparedness Is No Different– What do we need to do in our
workplaces to prepare to be on our own, without outside help, for 3 to 7 days?
PREPAREDNESS
Employee Family PreparednessEmployee Work P dPreparednessWhat is My Role? When do I respond? Where do I report? What do I bring? How will I be notified? What’s required?
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PREPAREDNESS
Identifying Critical, Essential and Routine Services
Maintain Key Vehicles & Equipment atMaintain Key Vehicles & Equipment at High Level of Readiness
Maintenance and Repair Facility: Ensure that your shop can withstand a Major Disaster (essential facility status)
PREPAREDNESSPREPAREDNESS
Parts: Ensure that enough quantity of Parts: Ensure that enough quantity of critical parts are on hand to support critical parts are on hand to support the initial phase of the recovery the initial phase of the recovery operationoperationoperationoperation
Fuel: Establish an onFuel: Establish an on--handhand--quantity quantity threshold that is sufficient to support threshold that is sufficient to support the initial phase of the recovery the initial phase of the recovery operationoperation
PREPAREDNESSPREPAREDNESS
Fuel LogFuel Log
Always >½ tankAlways >½ tank
Key AccessKey Access
EmployeesEmployees
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PP LL AA NN SSREAD! WRITE!READ! WRITE!Understand StructureUnderstand StructureUnderstand Where You Fit InUnderstand Where You Fit In
Hazard Mitigation PlanHazard Mitigation PlanEmergency Operations PlanEmergency Operations PlanDepartment Operation PlanDepartment Operation Plan
To achieve To achieve recovery recovery from anfrom anemergency emergency
PP LL AA NN SS
…and…andresumptionresumption
of full serviceof full serviceto customers!to customers!
Business Contingency PlansBusiness Contingency Plans
PLANSPLANS
Continuation of Operation PlansContinuation of Operation Plans–– Protecting essential Protecting essential
facilities/equipment/records and assetsfacilities/equipment/records and assets–– Reduce/Mitigate disruptionReduce/Mitigate disruption–– Minimize loss or injury, life, loss and Minimize loss or injury, life, loss and
property damageproperty damage
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List FunctionsIndentify Essential OnesCritical 1-3 daysEssential 3-5 days
C O P
Routine 5-7 days
Identify key positions & Identify key positions & succession planssuccession plans
-- Back to essential functionsBack to essential functions
C O PC O P
-- Delegation of AuthorityDelegation of Authority
Plan “B” for key databases, Plan “B” for key databases, equipment,equipment,and systemsand systems
DEPARTMENT EOP’sDEPARTMENT EOP’s
Should include:Should include:–– Recall & Notification ProceduresRecall & Notification Procedures–– Emergency & Important ContactsEmergency & Important Contacts–– Inventory Supplies & EquipmentInventory Supplies & Equipment–– Critical Vendors & BackCritical Vendors & Back--UpsUps
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–– Radio CommunicationsRadio Communications
–– Forms and DocumentationForms and Documentation
–– Emergency Response ProceduresEmergency Response Procedures
DEPARTMENT EOP’sDEPARTMENT EOP’s
–– Emergency Response ProceduresEmergency Response Procedureshow, roles & responsibilities, teams, how, roles & responsibilities, teams, frameworkframework
–– Succession PlanningSuccession Planningthree to five deepthree to five deepcross trainingcross training
DEPARTMENT EOP’SDEPARTMENT EOP’S
Staff Involvement in DevelopmentStaff Involvement in Development
RESPONSERESPONSE
ICS & NIMS ICS & NIMS
((www.training.fema.govwww.training.fema.gov))
StructureStructure
Mutual AidMutual Aid
EMAC Govt.EMAC Govt.
Sustaining ResponseSustaining Response
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RESPONSE:RESPONSE:HAVING A WARNINGHAVING A WARNING
Plan ActivationPlan Activation
Secure AssetsSecure Assets
Fuel Plans: Top offs, Conservation etc.Fuel Plans: Top offs, Conservation etc.
Return of all Vehicles: Use of Vehicles Return of all Vehicles: Use of Vehicles for Emergency Activity Onlyfor Emergency Activity Only
R E C O V E R YPublic Assistance
http://www.fema.gov/government
/grant/pa/index shtm/grant/pa/index.shtm
Online PA Training Course
Stanford Act
44 Code of Regulations
RECOVERY
Pre-established Accounting Structure
Pre-established Staff Positions
Tracking Systems in Place
Knowing more then FEMA
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RECOVERY:RECOVERY:Insurance IssuesInsurance Issues
Understand Insurance Policies
Know what you have: Inventory/Assets Lists
Coverage and FEMA Reimbursement
R E C O V E R YR E C O V E R YEmergency WorkEmergency Work–– Work that lessons Work that lessons
immedimmed. threat to . threat to
Permanent WorkPermanent Work–– Restores Restores
permanentlypermanentlylife, safety, or life, safety, or improved propertyimproved property
A: Debris RemovalA: Debris RemovalB: Emergency B: Emergency Protective MeasuresProtective Measures
C: RoadC: RoadD: Water ControlD: Water ControlE: Buildings & E: Buildings & EquipmentEquipmentF: Public Utility F: Public Utility
RECOVERY: RECOVERY: Contracts/Contracts/ProcurementProcurement
Allows the Allows the procurement of procurement of materials and materials and services services according to own according to own standards as standards as long as meets orlong as meets orlong as meets or long as meets or exceeds State exceeds State and Federal and Federal Guidelines.Guidelines.Bidding and PreBidding and Pre--biddingbiddingContractsContracts
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Recovery: PurchasingRecovery: Purchasing
Like for Like: No Replacement ValueLike for Like: No Replacement Value–– 5 year old vehicles = 5 year old vehicles5 year old vehicles = 5 year old vehicles
RECOVERY:Equipment & Supplies
InventoryIn-stock and Purchased and UsedTrackingFEMA Equipment Lists
Paid on Time Used/StandbyRented Equipment
Salvage Value
RECOVERY: VECHICLES
Like for LikeCurrent Value not Replacement ValueInventory: type of car year modelInventory: type of car, year, model, condition, VIN registration numberSalvage AmountInsurance
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RECOVERY: PERSONNELRECOVERY: PERSONNEL
Tracking By Site
Overtime vs. Regular Time
Overtime for Exempt Employees
E X E R C I S E SE X E R C I S E STabletops, Tabletops, Drills, And Drills, And Functional Functional ExercisesExercises
Putting Putting Together Your Together Your OwnOwn
EXERCISESEXERCISES MACH 5: 52 Five MACH 5: 52 Five Minute Disaster Minute Disaster
Exercises to help Exercises to help you and your team you and your team
become better become better d C bd C bprepared. Can be prepared. Can be
used at Policy used at Policy Level Staff Level Staff
Meetings to Meetings to Tailgate MeetingsTailgate Meetings..
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GROUP ACTIVITY & DISCUSSIONGROUP ACTIVITY & DISCUSSION
• Share a success storyShare a success story
FINAL THOUGHTSFINAL THOUGHTS
“The only thing tougher than“The only thing tougher thanl i f di t il i f di t iplanning for a disaster is planning for a disaster is
explaining why you didn't!“explaining why you didn't!“
--UK SourceUK Source
R E S O U R C E SR E S O U R C E S
www.fema.gov
www.oes.gov
www.cdc.gov
www.dhs.gov
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Pamela Mottice MullerPamela Mottice MullerDirector Office of Emergency Director Office of Emergency
Management, City of Beverly HillsManagement, City of Beverly Hills310310--285285--1925 1925
[email protected]@beverlyhills.org