1. Flooding Scenario 6/23/2016 Mesa Public Safety Training Facility Sponsored by: Arizona Department of Health Services Emergency Preparedness Division

2.  Breakdown into groups of 5  Select someone in the group as a leader. (Commander)  Someone to communicate your plans and actions to the group. (Information Officer)  Someone to consider the issues relating to safe practices. (Safety Officer)

4. It’s 9:00 on Tuesday, June 26th, 2016. There has been a break on a water main that serves water to your DTA. City officials are hoping to have needed repairs to stop the leak, complete by midnight tonight but are advising affected residents and businesses its going to take longer to inspect the larger system to minimize additional outages. They are advising you to plan on no water until mid-afternoon of Thursday the 28 th.

5. The water has not been turned off just slowed down. Businesses close to the break are collecting water, approximately 4-6 inches intrusion (as of 9:00). City officials predict that water will reach your facility in about 3 hours. They are offering sand bags, at no cost, if you can send someone to pick them up. Due to the break, there are some traffic restrictions in and around the your DTA and the site of the break.

6. THE BREAK June 27, 2016, 9:00 AM

7. View ‘downhill’ from the break

8. View immediately next to break

9. View of business next to leak

10. You Have 4 options!  Remain at the facility without running water.  Move to a different site not affected by the break.  Close the doors until Thursday afternoon 6/28 (maybe).  A combination of the other options.

11. Regardless of the option(s) you choose, planning or preplanning will help to achieve a successful outcome. Determining in a systematic way what needs to be accomplished is a process used to establish objectives and strategies.

12.  Objectives are based on  Life Safety  Incident Stabilization  Property Conservation/Environment  Generate a list of strategies.  Select the strategy that:  Is within acceptable safety norms.  Makes good sense (is feasible, practical, and suitable/least intrusive).  Is cost effective.  Is consistent with sound environmental practices.  Meets political considerations.

13. Laws, Agency Mission/Policy Agency Administrator, Direction through management objectives, briefings, local policy and delegation Incident Situation Analysis Incident Objectives Strategy Tactics Relationship Among Incident Objectives, Strategy & Tactics

14.  State what will be accomplished.  Establish the general plan or direction for accomplishing the incident objectives.  Specify how the strategies will be executed.  Specific, Measurable, Action Oriented, Realistic, Time Sensitive. (SMART)

15.  Generate a list of alternative strategies.  Select the strategy that:  Is within acceptable safety norms.  Makes good sense (is feasible, practical, and suitable).  Is cost effective.  Is consistent with sound environmental practices.  Meets political considerations.

16.  Establish Tactics: Describe what must be done.  Assign Resources: Determine and assign the kind and type of resources needed for the selected tactics.  Monitor Performance: Determine if the tactics and resources selected for the various strategies are both valid and adequate.

17. Tactics: Supervisors remains within eye contact of members, maintain ratio 2-9, conduct periodic head counts no less than 30 minutes apart. Report immediately when member or staff missing. Report to Incident Commander. Strategy #1: Place members in shelter, establish a lobby area. Strategy #2: Once in shelter all members & staff remain indoors, no exceptions! Selected Strategy: Supervisors conduct accountability report. Resources: Adequate staff to maintain 1-4.5 ratio, method of communicating accoutability confirmation missing person to IC. Objective: Maintain accountability for members and staff through out event.

18. Tactics: Use 15 passenger vans and cutaways, to transport members to ‘Alpha’ site, 2 miles away. Strategy #1: Walk staff and members by groups to local Mall. Strategy #2: Contact guardians to pick up members and take home. Through AzHAN, Selected Strategy: Through use of MOU use vehicles from partner DTA. Resources: 3 drivers, 2-15 passenger vans, 1 cutaway that can accommodate 2 wheelchairs, (estimate 5 trips each) Objective: Move all members and staff to alternate site ‘Alpha’ by 9:30 on 5/27.

19. Tactics: Activate HAN, create appropriate message with call back number to provide details. Ensure a live person is available to answer return calls or communicate with guardians. Strategy #1: Phone, text, email, cell phone contact guardians. Strategy #2: Using TV/radio media get message out. Selected Strategy: Utilize Health Alert Network, Resources: 1 staff member familiar with HAN computer/phone adequate work space. Objective: Contact all member guardians to advise move alternate site by 1030

20. Option 1  Remain at the facility without municipal running water.  Develop at least 3 objectives that need to be addressed to remain open at the existing location. (your chosen strategy)  Chosen tactics should be S.M.A.R.T.

21. Option 2  Move to a different site not affected by the break.  Develop at least 3 objectives that need to be addressed. (your chosen strategy) if you decide moving to another site is your best option.  Chosen tactics should be S.M.A.R.T.

22. Option 3  Close the doors until Thursday 6/28 or Friday 6/29.  Develop at least 3 objectives that need to be addressed if closing the business until water is restored is your chosen strategy.  Chosen tactics should be S.M.A.R.T.

23. Option 4  Combination of the other 3 options!  Develop at least 3 objectives that need to be addressed if a combination of options is chosen until water is restored is your chosen strategy.  Chosen tactics should be S.M.A.R.T.

24.  Is there a plan or agreement Memorandum of Understanding (MOU) with other DTA’s in place to move (relocate) resources (human and mechanical) during this type of incident?  What might be some of the barriers to this?  Preconceived thoughts on what should be done vs what can’t be done?  Licensing  Insurance  Cost  Training  Resources (staff, equipment)  Relationship building