Tale of An Emergency Manager in Afghanistan

I want to share this story of Mike Cook, the Emergency Manager for the City of Edmonton who spent a year in Afghanistan helping them to improve their fire service and disaster response.  He tells a wonderful, but also sad story of the state of things there.  My congratulations and appreciation to Mike, and those like him, who are committed to helping not only their own communities, but those a world away.

Managing an Exercise Program – Part 3: Identifying Program Resources and Funding

This post is part of a 10-part series on Managing an Exercise Program. In this series I provide some of my own lessons learned in the program and project management aspects of managing, designing, conducting, and evaluating Homeland Security Exercise and Evaluation Program (HSEEP) exercises. Your feedback is appreciated!

Managing an Exercise Program – Part 1

Managing an Exercise Program – Part 2: Develop a Preparedness Strategy

Managing an Exercise Program – Part 3: Identify Program Resources and Funding

Managing an Exercise Program – Part 4: Conduct an Annual Training & Exercise Planning Workshop.

Managing an Exercise Program – Part 5: Securing Project Funding

Managing an Exercise Program – Part 6: Conducting Exercise Planning Conferences

Managing an Exercise Program – Part 7: Develop Exercise Documentation

Managing an Exercise Program – Part 8: Preparing Support, Personnel, & Logistical Requirements

Managing an Exercise Program – Part 9: Conducting an Exercise

Managing an Exercise Program – Part 10: Evaluation and Improvement Planning

 

Exercises can be very resource intensive, have no doubt about that.  Generally speaking, the more you invest in them, though, the more you get out of them.  Certainly discussion-based exercises are usually not as expensive as operations-based exercises.  For all exercise types, however, the largest costs are in the design (staff or consultant time, as well as meeting time), and conduct (again, staff or consultant time, plus the time of the participants).  What resources do you need for your exercise program as a whole?  How do you get them?

First of all, let’s discuss human resources.  In Managing an Exercise Program – Part 1, I discussed the importance of having an exercise program manager and what some of the qualifications should be for that person.  A program manager is probably the most important human resource you could have for exercises, but certainly this person can’t do it alone.  A good exercise program is able to leverage the experience, support, and ideas of others – both within and outside.  The exercise program manager needs to be a great networker, able to draw people from various agencies into a mutually beneficial partnership.  Some of these agencies will come and go, but some will be strong, permanent partners.  Each partner agency, including your own, should be contributing to the efforts of the group – not only with ideas, but with people to serve as controllers, evaluators, planning team members, etc., physical resources suitable for whatever types of exercises you conduct, and perhaps even funding.

In March of 2008, I founded and co-chaired the New York State Exercise Coordination Committee, composed of several state agencies, departments, authorities, and the Red Cross.  Meeting regularly and communicating often, we were able to pool our resources not only for each individual exercise, but for exercise program management as a whole throughout New York State.  We formulated consistent policies and practices, allocated Homeland Security funds state-wide for exercises and corrective actions, and developed and delivered exercise-related workshops and training courses.  We became the core group for the Training & Exercise Planning Workshop (more on this in the next part) and applied for and coordinated funding requests to FEMA for the Regional Exercise Support Program (RESP), which provided contractor resources to state and local exercise initiatives.  We were not only able to help each other, but we were able to benefit the state as a whole.  This model can be applied to other states; county and local governments; and consortia of public, private, and not for profit groups.

Keep in mind that the HSEEP cycle is just that, a cycle.  You will constantly be revisiting each of these steps – sometimes out-of-order – including determining needs and sourcing of resources.

HSEEP Cycle

HSEEP Cycle

What resources do you think you will need to manage your program?

Be on the lookout for Managing an Exercise Program – Part 4: Conducting an Annual Training & Exercise Planning Workshop.

Kudos to Cleveland

As I was typing away at the State Preparedness Report for a client late into the night last night, I would check new blog posts while the FEMA web tool would save and load new pages (the PREPCAST portal was gruelingly slow as the deadline for every state is December 31st).  Every couple of hours, a new post would go up in the WordPress Emergency Preparedness category from the Cleveland, Ohio Public Safety Department as they updated readers on the weather, road conditions, snow removal, parking, and safety matters.  Essentially, they would provide a mini situation report for the public and include whatever information residents needed to know.

This is certainly a best practice and excellent utilization of a blog to provide up to date information.  Great job Cleveland!

How does your jurisdiction disseminate emergency information?

Active Shooter Info from DHS

Good active shooter info from DHS.

Bruce Harman's avatarThe Security Takeaway

The tragedy in Newtown, Conn.  raised awareness of the Active Shooter threat. Listed below please find links to a number of reference and training resources which highlight response to the Active Shooter threat.

DHS Reference Materials:

DHS, Active Shooter – Booklet:   How to Respond www.dhs.gov/xlibrary/assets/active_shooter_booklet.pdf

 FEMA Online Courses:

Active Shooter:  What You Can Do http://training.fema.gov/EMIWeb/IS/IS907.asp

 

 

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10 Myths About Mass Shootings

Last night I came across a blog by James Alan Fox, a Professor of Criminology, Law, and Public Policy at Northeastern University.  The blog was posted in the Chronicle of Higher Education and provides some interesting information relative to mass shootings.  Sadly, it doesn’t provide us with any conclusions or solutions, but does dispel some of the concepts and information that are out there about mass shootings.  Information like this will hopefully prevent us from diving into knee-jerk reactions.

The worst part of all this is that there is often times not actionable intelligence that law enforcement can follow-up on to prevent these types of incidents.  It’s not anything like an organized terrorist effort that involves a great deal of communication between conspirators.  The result is that mass shootings can occur literally anywhere and at any time.  Schools, movie theaters, community centers, malls, restaurants, and post offices are all among the places we go and expect to be safe.  We all wish we had an answer.

Here’s Professor Fox’s blog…

Top 10 Myths About Mass Shootings

December 18, 2012, 2:42 pm

By James Alan Fox

Even before the death toll in last Friday’s school massacre in Newtown, Conn., was determined, politicians, pundits, and professors of varied disciplines were all over the news, pushing their proposals for change. Some talked about the role of guns, others about mental-health services, and still more about the need for better security in schools and other public places. Whatever their agenda and the passion behind it, those advocates made certain explicit or implied assumptions about patterns in mass murder and the profile of the assailants. Unfortunately, those assumptions do not always align with the facts.

Myth: Mass shootings are on the rise. Reality: Over the past three decades, there has been an average of 20 mass shootings a year in the United States, each with at least four victims killed by gunfire. Occasionally, and mostly by sheer coincidence, several episodes have been clustered closely in time. Over all, however, there has not been an upward trajectory. To the contrary, the real growth has been in the style and pervasiveness of news-media coverage, thanks in large part to technological advances in reporting.

Myth: Mass murderers snap and kill indiscriminately. Reality: Mass murderers typically plan their assaults for days, weeks, or months. They are deliberate in preparing their missions and determined to follow through, no matter what impediments are placed in their path.

Myth: Enhanced background checks will keep dangerous weapons out of the hands of these madmen. Reality: Most mass murderers do not have criminal records or a history of psychiatric hospitalization. They would not be disqualified from purchasing their weapons legally. Certainly, people cannot be denied their Second Amendment rights just because they look strange or act in an odd manner. Besides, mass killers could always find an alternative way of securing the needed weaponry, even if they had to steal from family members or friends.

Myth: Restoring the federal ban on assault weapons will prevent these horrible crimes. Reality: The overwhelming majority of mass murderers use firearms that would not be restricted by an assault-weapons ban. In fact, semiautomatic handguns are far more prevalent in mass shootings. Of course, limiting the size of ammunition clips would at least force a gunman to pause to reload or switch weapons.

Myth: Greater attention and response to the telltale warning signs will allow us to identify would-be mass killers before they act. Reality: While there are some common features in the profile of a mass murderer (depression, resentment, social isolation, tendency to blame others for their misfortunes, fascination with violence, and interest in weaponry), those characteristics are all fairly prevalent in the general population. Any attempt to predict would produce many false positives. Actually, the telltale warning signs come into clear focus only after the deadly deed.

Myth: Widening the availability of mental-health services and reducing the stigma associated with mental illness will allow unstable individuals to get the treatment they need. Reality: With their tendency to externalize blame and see themselves as victims of mistreatment, mass murderers perceive the problem to be in others, not themselves. They would generally resist attempts to encourage them to seek help. And, besides, our constant references to mass murderers as “wackos” or “sickos” don’t do much to destigmatize the mentally ill.

Myth: Increasing security in schools and other places will deter mass murder. Reality: Most security measures will serve only as a minor inconvenience for those who are dead set on mass murder. If anything, excessive security and a fortress-like environment serve as a constant reminder of danger and vulnerability.

Myth: Students need to be prepared for the worst by participating in lockdown drills. Reality: Lockdown drills can be very traumatizing, especially for young children. Also, it is questionable whether they would recall those lessons amid the hysteria associated with an actual shooting. The faculty and staff need to be adequately trained, and the kids just advised to listen to instructions. Schools should take the same low-key approach to the unlikely event of a shooting as the airlines do to the unlikely event of a crash. Passengers aren’t drilled in evacuation procedures but can assume the crew is sufficiently trained.

Myth: Expanding “right to carry” provisions will deter mass killers or at least stop them in their tracks and reduce the body counts. Reality: Mass killers are often described by surviving witnesses as being relaxed and calm during their rampages, owing to their level of planning. In contrast, the rest of us are taken by surprise and respond frantically. A sudden and wild shootout involving the assailant and citizens armed with concealed weapons would potentially catch countless innocent victims in the crossfire.

Myth: We just need to enforce existing gun laws as well as increase the threat of the death penalty. Reality: Mass killers typically expect to die, usually by their own hand or else by first responders. Nothing in the way of prosecution or punishment would divert them from their missions. They are ready to leave their miserable existence, but want some payback first.

In the immediate aftermath of the Newtown school shootings, there seems to be great momentum to establish policies and procedures designed to make us all safer. Sensible gun laws, affordable mental-health care, and reasonable security measures are all worthwhile, and would enhance the well-being of millions of Americans. We shouldn’t, however, expect such efforts to take a big bite out of mass murder. Of course, a nibble or two would be reason enough.

Apocalypse Inquiry

I must share a brief story which I found to be rather humorous.

Just a few minutes ago I received a phone call from a local news station.  The caller, a reporter, asked for me by name and verified that I was a partner of Emergency Preparedness Solutions, LLC – my consulting firm.  She then asked if I had received any calls recently from anyone asking what they should do for the apocalypse – since, apparently, it is coming on December 21st.  I laughed and said ‘no’.  Despite doing a handful of presentations recently for businesses and not for profits I’ve not gotten any serious inquiries about apocalyptic preparedness – nor do I expect to, unless this post happens to spur some.

While we can’t predict the future, I expect that this coming Friday will be just like any other day on our temperamental planet.  My advice to everyone is to be prepared all the time!  Be informed, make a plan, build a kit, and get involved.

Happy Apocalypse!

Hurricane Sandy was a Surprise?

The second to last paragraph of this ABC News article contains a pretty shocking statement made by NYC Mayor Michael Bloomberg: “The city was not expecting Sandy.”  Really?  I think Mayor Bloomberg should have spoken to the good folks in his Emergency Management agency.  Or read one of the several reports cited in this article.  Or spoken to Michael Balboni who has been involved in emergency management and homeland security in New York State for many years.  Or looked at a map.

Optimistically, I think the Mayor’s intent here was to say that the chances of something like Hurricane Sandy happening were so low that there wasn’t much focus on it.  I’m still not thrilled with that, either, but I think that’s where he was going.

Folks, while the chance of such a strong system making landfall in the greater New York City area was pretty slim, it was still a possibility – and a very dangerous one.  A possibility, in fact, that a great deal of discussion and preparation had gone into.  The preparations that were done were good, but clearly not enough.  There needed to be massive investments of resilient, disaster mitigating infrastructure that would protect against the impacts of a storm such as this.  But we’re not too late.  We can still do these things.  Sadly, there isn’t a lot of money behind it, but we need to engage the political momentum behind this storm – just as we’ve seen in the aftermath of other major disasters such as 9/11 or Hurricane Katrina – which have funded massive projects.  We’ve seen ideas like a giant sea wall, which I’ve previously blogged about.  Or the mitigation projects engineered in, under, and around the city of Hong Kong, which I’ve also recently blogged about.  All these things are possible and very much necessary for the City of New York and other high risk coastal areas.

It’s time for our elected officials to take emergency management seriously.  The investments made in preparedness and mitigation can drastically reduce the loss of lives and property.

Disaster Preparedness – Hong Kong

Seal of Hong Kong

Seal of Hong Kong

I’m interrupting my series on exercise program management (which I’m sure I’ll do several more times) to highlight a news spot I first saw on last night’s NBC News.  The segment was about Storm Preparedness in Hong Kong.  In it they briefly outline the threats to Hong Kong, including being struck by a cyclone seven times a year on average, and they highlight the preparations they’ve taken.  These preparations include underground reservoirs to contain flood waters and runoff and a system of barrier fences to mitigate against landslides.  I always like to see how other people around the world are prepared for their hazards.  Necessity is the mother of invention, as they say, and other places around the globe have come up with innovative ways to protect themselves from natural disasters.  Comparisons were made in this brief segment between NYC and Hong Kong – with the silent inference that if these measures are already being taken elsewhere, then certainly the City of New York can do it.

One thing I noticed wasn’t actually discussed in the video – they showed a brief clip of a Hong Kong area news broadcast which was alerting citizens. Broadcasts are the cornerstone of their notification and alert system and use levels of ‘signals’ to communicate the severity of the threat (the Hong Kong broadcast clip that NBC includes shows them issuing a Signal 10, their most serious).  An easy internet search led me to the Hong Kong Security Bureau which handles emergency management.  This preparedness guide explains their signal system and shows how they color code other hazards based on level of severity such as wild fires and storms.  Their documents are in both Chinese and English.

A little more poking around their website found versions of their contingency plans.  I quickly perused their contingency plan for natural disasters which seemed to include all the right elements.  Certainly, with an average of seven cyclones annually along with the threat of wild fires and landslides all around the city, Hong Kong is well versed in preparedness.  While a quick search for any studies on citizen preparedness didn’t come up with much, I’m hopeful that the preparedness message is getting to them as well.  The broadcast indicated that Hong Kong had recently suffered through a storm event of similar strength as Hurricane Sandy, and survived with no fatalities.  Based on this alone, it would seem to me that the citizens of Hong Kong do take this seriously.

We can always learn from others – especially those who haven’t been jaded by our way of doing things, which I think more often than not holds us all back.  We need to look beyond our borders and share ideas.  It seems to be done in many other fields, but not so much in emergency management.

Managing An Exercise Program – Part 2: Developing the Preparedness Strategy

This post is part of a 10-part series on Managing an Exercise Program. In this series I provide some of my own lessons learned in the program and project management aspects of managing, designing, conducting, and evaluating Homeland Security Exercise and Evaluation Program (HSEEP) exercises. Your feedback is appreciated!

Managing an Exercise Program – Part 1

Managing an Exercise Program – Part 2: Develop a Preparedness Strategy

Managing an Exercise Program – Part 3: Identify Program Resources and Funding

Managing an Exercise Program – Part 4: Conduct an Annual Training & Exercise Planning Workshop.

Managing an Exercise Program – Part 5: Securing Project Funding

Managing an Exercise Program – Part 6: Conducting Exercise Planning Conferences

Managing an Exercise Program – Part 7: Develop Exercise Documentation

Managing an Exercise Program – Part 8: Preparing Support, Personnel, & Logistical Requirements

Managing an Exercise Program – Part 9: Conducting an Exercise

Managing an Exercise Program – Part 10: Evaluation and Improvement Planning

 

 

In my last post, I outlined the initial needs of managing a preparedness exercise program, including sources of information for a preparedness assessment.  Recognized as a best practice, I’m following the model of the Homeland Security Exercise and Evaluation Program (HSEEP).  The next step of program management is developing a preparedness strategy.

HSEEP Cycle

HSEEP Cycle

The development of a preparedness strategy is an activity that will involve the highest levels of your organization.  Drawing upon the data collected in the last step (the preparedness assessment), the preparedness strategy will address overcoming the identified gaps in your preparedness.  The mnemonic to remember here is POETE or Planning, Organization, Equipment, Training, and Exercises.  The gaps you identified in your assessment should fall into one of these categories.

Once you have catalogued your gaps, you must develop strategies to overcome each gap.  Here are some helpful hints in strategic planning:

1) Define the gap and identify the underlying cause(s).

2) Create objectives to overcome each gap.  Remember that objectives must be SMART (Specific, Measurable, Attainable, Realistic, and Time-oriented).

3) Establish priorities.  Some gaps may have a higher priority to accomplish based on the vulnerability they pose, legal or regulatory requirements, or other matters.  Additionally, some objectives may need to be accomplished prior to others for many of the same reasons, as well as practical flow of processes.

4) Assign required actions – identify specific actions required to accomplish each objective (there may be several).  Identify who will be responsible for each action and who will be responsible for supporting their work.  Establish a realistic deadline.  NOTE: some gaps may take a long time (years) to overcome.  As such, do the best you can to outline objectives and keep in mind that strategic plans are ‘living documents’.  Early on, you may not be assigning tasks to overcoming certain gaps, but someone will be responsible for monitoring related issues.

5) Marry needed resources to each action item established above.  This may be personnel, funding, facilities, etc.

6) As work is being done to accomplish these tasks, continual monitoring and assessment is necessary to ensure that everyone is staying on track and that the strategic plan continues to reflect the direction and priorities of today.

There are many references out there for strategic planning.  With a bit of insight you can translate this guidance into something useful for these purposes.  The end goal of this step is to have a document in hand that identifies what your organization needs to accomplish to be better prepared.  From this, you will soon develop exercise goals which will be the cornerstone of your exercise program.

What successes have you found from your strategic planning experience?

Coming soon – Managing an Exercise Program Part 3: Identifying Program Resources and Funding.