Partners in Emergency Preparedness Conference

Partners in Emergency Preparedness Conference
FEMA Update Updates on various FEMA Preparedness and other Agency programs and initiatives Partners in Emergency Preparedness Conference April 14, 2009 Patrick Massey Federal Preparedness Coordinator Director, National Preparedness Division FEMA Region 10

Presentation Topics Overview of FEMA Nationally
Overview of FEMA Region 10 Preparedness IV. Hazard Mitigation V. Grants Programs VI. Disaster Operations VII. Disaster Assistance Assessments Planning NIMS Training Exercises Continuity Programs Community Preparedness

I. Overview of FEMA Prepared. Responsive. Committed.
Every day, people all across the country prepare for and face disasters – both natural and man-made. The Federal Emergency Management Agency – FEMA is there, Prepared… Responsive… Committed…

FEMA Mission Lead Nation’s Efforts to: Prepare for, Protect against,
Rapidly respond to, and Recover from disaster. Mitigate risk. All Hazards: Natural disasters Terrorism Other man-made disasters The primary mission of FEMA is to reduce the loss of life and property and protect the nation from all hazards, including natural disasters, acts of terrorism and other man-made disasters. FEMA leads and supports the nation in a risk-based, comprehensive emergency management system of preparedness, protection, response, recovery and mitigation. We work closely with federal, tribal, state and local governments, as well as voluntary agencies and the private sector, to plan for potential emergencies. Together we strengthen readiness capabilities and promote personal preparedness among all Americans, working to build a culture of preparedness nationwide. - FEMA NOT a first-responder!

The Federal Emergency Management Agency (FEMA)
Office of the Administrator Acting Administrator– Nancy Ward Acting Deputy Administrator – David Garratt Gulf Coast Recovery Assistant Administrator James Stark Law Enforcement Advisor to the Administrator Rick Dinse Center for Faith-Based and Community Initiatives Director Carole Cameron Acting Office of Policy and Prog. Analysis Director Pat Stahlschmidt Acting Executive Secretariat Exec. Secretary Elizabeth Edge Office of External Affairs Director Robert Jensen Acting Associate Deputy Administrator Bob Shea Regional Administrators Region I - Paul Ford, Acting Region II - Mike Moriarty, Acting Region III – Jon Sarubbi Region IV - Major P. May Region V - Janet Odeshoo, Acting Region VI – Gary Jones, Acting Region VII – Art Freeman, Acting Region VIII –Doug Gore, Acting Region IX – Karen Armes, Acting Region X – Denis Hunsinger, Acting Office of Equal Rights Director Pauline Campbell Disability Coordinator Cindy Daniel Office of Chief Counsel David Trissell Office of Chief Financial Officer Norman Dong Management Assistant Administrator Albert Sligh National Capital Region Coordination Director Ken Wall Acting Logistics Management Assistant Administrator William “Eric” Smith Disaster Assistance Assistant Administrator James Walke Acting Disaster Operations Assistant Administrator Bob Powers Acting Grant Programs Assistant Administrator Ross Ashley National Preparedness Deputy Administrator Corey Gruber Acting United States Fire Admin Assistant Administrator Denis Onieal Acting National Continuity Programs Assistant Administrator Ann Buckingham Acting Mitigation Assistant Administrator Mike Buckley Acting Dotted Lines are Coordination Solid Lines Are Command and Control Names in Italics are in Acting positions As of 1/21/09

Who is FEMA? 3,000 authorized full-time permanent employees
8,000 on-call disaster assistance employees The FEMA workforce is comprised of dedicated men and women with an important and vital mission. However, the Agency is much smaller than most people realize. 3,022 permanent full time staff are supplemented by temporary full time and part time staff, along with on call employees for disaster support. Disaster Assistance Employees (DAEs), also known as reservists, are a critical staff resource to FEMA as they perform disaster response and recovery activities across the country, usually at temporary work sites in disaster damaged areas. Individuals with a broad range of hands-on emergency management, fire, rescue, emergency medical services, law enforcement, military and private sector experience lead FEMA’s efforts at the national and regional levels. FEMA is taking a more business-like, professional approach to strengthen the agency’s workforce structure, achieve the right mix of skills and know-how, and strike the right balance of permanent, reservist and temporary personnel. To achieve enduring success we will continue to “Shape the Workforce”, transforming FEMA to a new level of competency and professionalism as the Nation’s Preeminent Emergency Management Agency.

New FEMA Vision TRANSFORM FEMA INTO THE NATION’S PREEMINENT EMERGENCY MANAGEMENT AND PREPAREDNEDSS AGENCY ▪ Marshall an effective national response ▪ Improve delivery of service to victims ▪ Reduce vulnerability to life and property ▪ Strengthen our partnerships with states ▪ Earn public confidence How do we transform FEMA into the nation’s lead emergency management and preparedness agency? We will marshal an effective national response more quickly and effectively, bringing together the right people and resources. In addition, we will provide timely, compassionate and less bureaucratic disaster assistance to hasten the recovery of individuals and communities. FEMA is dedicated to reducing vulnerability to life and property as we work with our partners to prepare, plan, and mitigate before disaster strikes, and leverage those opportunities to reduce risk and the actual loss of life and property. We will demonstrate mission effectiveness and efficiency, in proper balance, to regain the trust, faith and confidence of the American public. Organizationally, no asset should be more prized, or more dear when lost, than the confidence of the public we serve. We will work with our many partners to build an Agency the Nation can once again look to with pride.

Operational Core Competencies
Service to Disaster Victims Operational Planning and Preparedness Incident Management Disaster Logistics Hazard Mitigation Emergency Communications Public Disaster Communications Integrated Preparedness Continuity Programs The nine core competencies are: Service to Disaster Victims Operational Planning and Preparedness Incident Management Disaster Logistics Hazard Mitigation Emergency Communications Public Disaster Communications Integrated Preparedness Continuity Programs The agency has sharpened its vision to build upon these nine operational core competencies.

II. FEMA Region 10 90 Full-time staff
Office located in Bothell, WA - “The Bunker” 90 Full-time staff 400+ Disaster Reservists MERS detachment co-located Satellite offices: Hermiston, OR Anchorage, AK Also have 7 DCE guys 2 DOJ guys We now have 4 FCOs Close-out center (annex) in bothell; and open JFOs Dennis Hunsinger, Acting Regional Administrator

FEMA Region 10 FY09 Goals Disaster Readiness Program Delivery
Stakeholder Outreach Professional Development Disaster Readiness – including RRCC, Disaster Ops and Logistics, PDA and disaster declaration requests. Program Delivery – Stafford Act programs, Grants admin, NFIP, tech hazards, etc. Stakeholder outreach – RAC, WREMAC, intergovernmental, media, congressional, citcorps, etc. Professional development -

III. Preparedness Assessments Planning NIMS Training Exercises
Community Preparedness Continuity Programs

Goal: Implement the Preparedness Cycle
CONPLAN, OPLANS Plan Organize, Train & Equip Exercise Evaluate & Improve Internal, External, T&E Integration RAMP, CAP NIMS / NRF Goal is to form communities (state and Fed and HQ) in each of these spheres This is a several year effort to develop and perfect the cycle. HSEEP, NEP, NIECG The National Preparedness Cycle The National Preparedness Cycle The National Preparedness Cycle EVALUATE & IMPROVE The evaluation and improvement of combined capability to perform assigned missions and tasks to standards necessary to achieve successful outcomes PLAN The collection and analysis of intelligence and information and the development of policies, plans, procedures, mutual aid agreements, strategies, and other publications EVALUATE & IMPROVE The evaluation and improvement of combined capability to perform assigned missions and tasks to standards necessary to achieve successful outcomes PLAN The collection and analysis of intelligence and information and the development of policies, plans, procedures, mutual aid agreements, strategies, and other publications EVALUATE & IMPROVE The evaluation and improvement of combined capability to perform assigned missions and tasks to standards necessary to achieve successful outcomes PLAN The collection and analysis of intelligence and information and the development of policies, plans, procedures, mutual aid agreements, strategies, and other publications Plan Organize, Train & Equip Exercise Evaluate & Improve Plan Organize, Train & Equip Exercise Evaluate & Improve Plan Organize, Train & Equip Exercise Evaluate & Improve EXERCISE The utilization of exercises to demonstrate existing capability to perform assigned missions and tasks ORGANIZE, TRAIN & EQUIP Establishment and maintenance of teams, an organizational structure, leadership, qualified staff, equipment, and relevant training necessary to perform assigned missions & tasks EXERCISE The utilization of exercises to demonstrate existing capability to perform assigned missions and tasks ORGANIZE, TRAIN & EQUIP Establishment and maintenance of teams, an organizational structure, leadership, qualified staff, equipment, and relevant training necessary to perform assigned missions & tasks EXERCISE The utilization of exercises to demonstrate existing capability to perform assigned missions and tasks ORGANIZE, TRAIN & EQUIP Establishment and maintenance of teams, an organizational structure, leadership, qualified staff, equipment, and relevant training necessary to perform assigned missions & tasks

Doctrine development:
Preparedness – National Preparedness Goal (NPG) and Target Capabilities (TCL) Exercises – National Exercise Program (NEP) Incident Management – National Incident Management System (NIMS) Planning – Integrated Planning System (IPS) and Comprehensive Preparedness Guides (CPG)

Assessments Target Capabilities List (TCL) Update Project
Gap Analysis Program (GAP) Comprehensive Assessment System (CAS)

The Target Capabilities List (TCLs)
Common Mission Area Respond Mission Area Communications Community Preparedness and Participation Intelligence/Information Sharing and Dissemination Planning Risk Management Animal Health Emergency Support Citizen Evacuation and Shelter-in-Place Critical Resource Logistics and Distribution Emergency Operations Center Management Emergency Public Information and Warning Emergency Public Safety and Security Response Emergency Triage and Pre-Hospital Treatment Environmental Health Explosive Device Response Operations Fatality Management Fire Incident Response Support Isolation and Quarantine Mass Care (Sheltering, Feeding, and Related Services) Mass Prophylaxis Medical Supplies Management and Distribution Medical Surge Onsite Incident Management Responder Safety and Health Search and Rescue (Land-Based) Volunteer Management and Donations WMD/Hazardous Materials Response and Decontamination Prevent Mission Area CBRNE Detection Counter-Terror Investigations and Law Enforcement Information Gathering and Recognition Intelligence Analysis and Production Protect Mission Area Critical Infrastructure Protection Epidemiological Surveillance and Investigation Food and Agriculture Safety and Defense Laboratory Testing The Target Capabilities List (TCL) identifies and defines capabilities that the Nation may need to achieve and sustain, depending on relevant risks and threats, in order to be prepared. - Users refer to the TCL to design plans, procedures, training, and exercises and evaluations that develop and assess capacity and proficiency to perform their assigned missions and tasks in major events. The TCL is intended to serve as foundational reference document and planning guide to achieve national preparedness. Recovery Mission Area Economic and Community Recovery Restoration of Lifelines Structural Damage Assessment Common Mission Area Respond Mission Area Communications Community Preparedness and Participation Intelligence/Information Sharing and Dissemination Planning Risk Management Animal Health Emergency Support Citizen Evacuation and Shelter-in-Place Critical Resource Logistics and Distribution Emergency Operations Center Management Emergency Public Information and Warning Emergency Public Safety and Security Response Emergency Triage and Pre-Hospital Treatment Environmental Health Explosive Device Response Operations Fatality Management Fire Incident Response Support Isolation and Quarantine Mass Care (Sheltering, Feeding, and Related Services) Mass Prophylaxis Medical Supplies Management and Distribution Medical Surge Onsite Incident Management Responder Safety and Health Search and Rescue (Land-Based) Volunteer Management and Donations WMD/Hazardous Materials Response and Decontamination CBRNE Detection Counter-Terror Investigations and Law Enforcement Information Gathering and Recognition Intelligence Analysis and Production Prevent Mission Area Protect Mission Area Critical Infrastructure Protection Epidemiological Surveillance and Investigation Food and Agriculture Safety and Defense Laboratory Testing Recovery Mission Area Economic and Community Recovery Restoration of Lifelines Structural Damage Assessment

TCL Update Project Update content to reflect current policies, guidance, capabilities Establish ‘frameworks’ that are more user-friendly, especially for TCL application to preparedness decision making Strengthen the role of a jurisdiction’s unique risks and circumstances Establish measurable targets for planning and assessment purposes Provide an objective means to justify investments and priorities Provide strong links among applicable standards, Federal policies and guidance, and terminologies Help synchronize administrative and programmatic reporting Promote mutual aid and resource sharing Promote integration across programs along the preparedness lifecycle

Impacts from the TCL Update
Individual capabilities will be implemented on a rolling basis as they are developed until the entire TCL is updated TCL updates will be reflected or referenced within federal preparedness programs (e.g., grant investment justifications, planning guidance, exercise evaluation guides, assessments) The TCL provides guidance for building and measuring capabilities, it is not meant to prescribe how to perform operations or to be viewed as a standard Entities are not expected to deliver a capability by itself – rather it is anticipated for capabilities to be met through mutual aid and regional collaboration.

Updated Frameworks Under Development
From the original 37 capabilities, the following six (6) are under development to test the means for updating the TCL: Animal Disease Emergencies Multi-Agency Coordination/Emergency Operations Center Management Intelligence Mass Transit Protection Incident Command Weapons of Mass Destruction (WMD)/Hazardous Materials (HazMat) Rescue FEMA convened Technical Working Groups comprised of local officials from all Regions of the country to develop the first set of draft Frameworks being circulated for a wider national review

Target Capability Frameworks
Key Points The Target Capabilities are comprised of three (3) inter-related charts that define: Classes: Who needs what capabilities; Performance Objectives: How much of the capability is needed; Resource Elements: What resources are jurisdictions encouraged to reference to achieve the capability? Intended audience The Target Capabilities have been written for those who have a responsibility to ensure that their jurisdiction is prepared for large-scale incidents. Generally speaking, the audience for each Target Capability will be the entity/jurisdiction with statutory authority to deliver a capability; authority may be at the State level, local level, or even private level (e.g., some mass transit entities). Each Target Capability is designed for a specific audience, but FEMA has designed the Target Capabilities to be useable by all emergency response practitioners, regardless of their specialization. What makes the Target Capabilities different from TCL 2.0 The Target Capabilities aim to streamline the TCL in order to provide jurisdictions with clearer guidance on the levels of capability they need in order to prevent, protect against, respond to, and recover from major events. The Target Capabilities clearly identify who should have a capability (Classes), the minimum capability level an entity/jurisdiction should have (Performance Objectives), and how Performance Objectives can be achieved (Resource Elements). A Target Capability Framework comprises three charts: Performance Classes, Performance Objectives, and Resource Elements

Performance Classes: Examples
WMD/HazMat Rescue Risk Factors Class I Class IV Population Cities and Counties with population greater than 3 million Cities / Counties with population between 100,000 and 500,000 Population Density Cities / Counties with population less than 100,000 and density greater than 2,500 people per square mile Critical Infrastructure Chemical Animal Disease Emergencies Risk Factors Class I Class IV Yearly Sales Value of Livestock, Poultry, and their Products States with yearly sales of livestock, poultry, and their products of greater than $5 billion. Counties and tribes with yearly sales of livestock, poultry, and their products of greater than $50 million. Animal Population Density States with greater than X concentrated feeding operations Counties and tribes with greater than X concentrated feeding operations The six initial Target Capabilities are still draft and FEMA is accepting comments and feedback. Please send feedback to FEMA through the account. FEMA is moving forward on the development of at least 12 additional draft Target Capabilities. To this end, FEMA has started partnering with key stakeholders and meeting with subject matter experts to gather input on the FY09 Target Capabilities. Once the additional 12 (or more) draft Target Capabilities are complete, they will go through the same adjudication period described on this slide.

Gap Analysis Program (GAP)
GAP Critical Areas: Transportation and Evacuation Communications Temporary Emergency Power Mass-Care and Emergency Assistance Logistics Management and Resource Support Public Health Search and Rescue What we need GAP What we have The purpose of the FEMA Gap Analysis Program is to engage State, Federal, and other partners in a process that identifies and addresses shortfalls in meeting disaster resource and planning requirements. Gaps are identified by comparing current capabilities to disaster response requirements.

Comprehensive Assessment System (CAS)
“A Comprehensive Assessment System (CAS) that assesses, on an ongoing basis, the Nation’s overall preparedness, including operational readiness.” – PKEMRA 649(a) Analysis and information that: Informs the Federal Preparedness Report (FPR), State Preparedness Reports (SPR), and, ultimately, National Preparedness Report (NPR) Helps set policy requirements and allocate finite resources Supports the Grant Programs Directorate (GPD) Cost-to-Capability (C2C) Initiative Guides improvements in training, exercises and operations Assess compliance with the national preparedness system, National Incident Management System, National Response Plan, and other related plans and strategies (PKEMRA 649 (c)(1)) Assess capability levels at the time of assessment against target capability levels (PKEMRA 649 (c)(2)) Assess resource needs to meet desired target capability levels (PKEMRA 649 (c)(3)) Assess performance of training, exercise, and operations (PKEMRA 649 (c)(4)) OUTCOMES REQUIREMENTS - Now working on a CAS – mandated by legislation

CAS Grant Reporting Data After Action and Corrective Action Data
CRR NEXS FEMA RAMP IJs GAP CAP NIMS DATA NPS PCA TICP FYHSP BISRs C2C CTGP EMAP TEI CSID EMI - TAIS DPETAP FPR SPR LLIS EMAC Training Data Exercise Data Grant Reporting Data PKEMRA Reporting Requirements Existing and Legacy Assessment Data After Action and Corrective Action Data Preparedness Standards Data Aid Agreements Data C2C – retrospective analysis in FY Prospective Analysis in FY10 and beyond. Other assessments like EMAP (not included in this discussion) - In the future --- PREPCAST… a TCL based survey which will collect data on preparedness capabilities from jurisdictions nationwide and replace the annual SPR data call.

National Response Framework (NRF)
Doctrine, organization, roles and responsibilities, response actions and planning requirements that guide national response Core Document Emergency Support Function Annexes Mechanisms to group and provide Federal resources and capabilities to support State and local responders Notes The NRF is composed of two integrated parts: a printed component and an on-line component. The printed core document: The core document is the heart of the Framework. It describes response doctrine and guidance; roles and responsibilities; primary preparedness and response actions; and core organizational structures and processes. The core document will be reviewed every four years. The on-line component: The NRF Resource Center ( contains supplemental materials including annexes, partner guides, and other supporting documents and learning resources. This information is more dynamic and will change and adapt more frequently as we learn lessons from real world events, incorporate new technologies, and adapt to changes within our organizations. Emergency Support Functions (ESFs): The 15 ESFs provide a mechanism to bundle Federal resources/capabilities to support Federal, State, tribal, and local responders. Examples of functions include transportation, communications and energy. Each ESF has a coordinator, primary and support agencies that work together to coordinate and deliver the full breadth of Federal capabilities. Support Annexes: The 8 Support Annexes describe supporting aspects of Federal response common to all incidents: among them are Financial Management, Public Affairs, Volunteer and Donations Management; Private Sector Coordination and Worker Safety and Health. Each Support Annex has a Coordinating Agency and Cooperating Agencies. Incident Annexes: The 7 Incident Annexes describe how the Framework will be applied in specific types of incidents: among them, Biological, Cyber, Food and Agriculture, Mass Evacuations, Nuclear/Radiological and Terrorism. Each Incident Annex has a Coordinating Agency and Cooperating Agencies. Note that the Incident Annexes are currently being updated and, in the meantime, the existing Incident Annexes to the NRP remain in effect. Partner Guides: The Partner Guides provide more specific “how to” handbooks tailored specifically to four areas: local governments; State and tribal governments; the Federal government; and the private sector and nongovernmental organizations. Support Annexes Essential supporting aspects of the Federal response common to all incidents Incident Annexes Incident-specific applications of the Framework Partner Guides Next level of detail in response actions tailored to the actionable entity 24

National Incident Management System 2008
1st edition NIMS Guidance Document issued in 2004 2nd edition NIMS Guidance Document issued in 2008 2008 NIMS Document: Preparedness Communications and Information Management Resource Management Command and Management Ongoing Management and Maintence NIMS guidance document – issued 2004 NIMS Revised guidance document – December 2008 Emphasize the role of preparedness and to mirror the progression of an incident. This will point out that NIMS is much more than ICS.

National Incident Management System 2008 Changes
Preparedness: Additional roles of elected and appointed officials to define their responsibilities prior to and during an incident Added key roles of NGOs and private sector, detailing how they should be integrated into preparedness efforts Communications & Information Management This component was heavily revised to better articulate the importance of communications and information management and is now comprised of three main sections. Resource Management The majority of the concept and principles within this component remained unchanged; however, clarifying language was added wherever possible to ensure readability.

National Incident Management System 2008 Changes
Command and Management Clarified the purpose of Area Command and how it fits into ICS Expanded the Multiagency Coordination System (MACS) section to better define the process of Multiagency Coordination and the elements that make up the System Replaced the term MAC Entities with MAC Groups Major system elements within MACS now include Emergency Operation Centers (EOCs) and communications/dispatch centers. Ongoing Management and Maintenance As part of the restructuring of the component, the Supporting Technologies chapter of the 2004 NIMS was moved into the Ongoing Management and Maintenance Component in the 2008 version.

NIMS – the path forward NIMS Compliance Metrics (FY09 and FY10)
NIMS Strategy Document NIMS 5-year Training Plan ICS Position-specific Training ICS Emergency Responder Field Guide NIMS Intelligence/Investigative Function Guide NIMS Compliance Metrics – states and locals still use NIMSCAST. FY09 letters – same metrics as FY08. Hope to have FY10 Metrics out by August. NIMS Strategy Document – hope to publish by this Fall NIMS 5-year training plan – Being revised; and hope to be released at same time as the NIMS Strategy Document ICS Position-specific training – some of these courses and the requirements are being developed (Section Chief and Branch Director positions). Also looking to standardize ICS-300 and 400 curriculum. ICS Emergency Responder Field Guide – draft developed – a job aid for first responders NIMS Intel and Investigative Field Guide – optimal options for placing this function in ICS structure NIMS Credentialing Guidance – draft released for comment. Supporting mutual aid in large disasters by establishing common business rules, and outlining the identity, qualification and authorization to deploy. NIMS Credentialing Guide

Planning Integrated Planning System (IPS)
Comprehensive Preparedness Guides (CPGs) EMPG – 25% on planning; SHSP – planning is one of three top priorities – still an emphasis in HS grants. At FEMA – perhaps one of our biggest gaps. We recognize this – moving forward on hiring planning staff! Planning is hard – cant be done in a vacuum – lots of coordination. Integrated Planning System (IPS) – provides common processes for developing plans: Strategic, operational and tactical level operations…across prevent, protect, respond, recover. Discuss types of plans: capabilities-based, functional, scenario-based. Comprehensive Preparedness Guides: CPG-101 is out in final draft – “Developing and Maintaining State and Local Emergency Plans” - Evacuation planning and shelter operations - Logistics Management for large-scale catastrophic events - Managing mass casualty incidents - Public information planning - volunteer and donations management

National Planning Scenarios
Source: National Response Framework (NRF) p.75 Scenario Set National Planning Scenarios Explosives Attack – Terrorist Use of Explosives (TUE) Scenario 12: Explosives Attack – Bombing Using Improvised Explosive Device (IED) Nuclear Attack (IND) Scenario 01: Nuclear Detonation – Improvised Nuclear Device (IND) Radiological Attack (RDD) Scenario 11: Radiological Attack – Radiological Dispersal Devices (RDD) Biological Attack – with annexes for different pathogens (BW) Scenario 02: Biological Attack – Aerosol Anthrax Scenario 04: Biological Attack – Pneumonic Plague Scenario 13: Biological Attack – Food Contamination Scenario 14: Biological Attack – Foreign Animal Disease (FAD) Chemical Attack - with annexes for different agents (CW) Scenario 05: Chemical Attack – Blister Agent Scenario 06: Chemical Attack – Toxic Industrial Chemicals (TIC) Scenario 07: Chemical Attack – Nerve Agent Scenario 08: Chemical Attack – Chlorine Tank Explosion Natural Disasters – with different annexes for different disasters Scenario 09: Natural Disaster – Major Earthquake Scenario 10: Natural Disaster – Major Hurricane Cyber Attack Scenario 15: Cyber Attack Pandemic Influenza Scenario 03: Biological Disease Outbreak – Pandemic Influenza Right now the direction is for each Region to develop OPLANS based on the 8 scenario sets. These are listed in order of priority. 30

National Planning Scenarios Strategic Guidance Statements
Implementing IPS Federal HQ CONPLANS DHS develops, updates, or amends the Scenarios. Coordinates with other Federal Departments and agencies. Focused on risked-based planning. Updated at least biennially. Developed by DHS; grouped into eight categories. Outlines strategic priorities, broad national objectives. Describes the envisioned “end-state.” Developed by DHS; one for each SGS. Defines mission, roles, authorities, and responsibilities. Establishes mission-essential tasks. National Planning Scenarios Strategic Guidance Statements Regional CONPLANS Strategic Plans Developed by FEMA – ESF inputs. Describes the process for integrating and synchronizing existing Federal capabilities at the Regional level to accomplish NRF tasks. Describes how Federal capabilities will be integrated into State plans. 31 31

Design, Development, and Coordination
Exercise Design, Development, and Coordination National Exercise Program (NEP) Region 10 Exercise Program Homeland Security Exercise and Evaluation Program (HSEEP) Regional Exercise Support Program (RESP) Northwest Interagency Exercise Coordination Group (NIECG) Training and Exercise Planning Workshop (T&EPW) Coordinate Federal exercise design and development National Exercise Schedule (NEXS) Corrective Action Program (CAP) HSEEP – provides a standardized methodology and terminology for exercise design, development, conduct, evaluation, and improvement planning. HSEEP Methodology is taught through HSEEP Training courses. Lessons Learned Information Sharing (LLIS) System

National Exercise and Simulation Center (NESC)
To establish a state-of-the art National Exercise & Simulation Center (NESC) at FEMA Headquarters to serve the Department’s all-hazards preparedness and response program through the use of a central facility that pools resources, maximizes efficiency, and provides sustained exercise and training support to all stakeholders. NESC Core Computer Modeling & Simulation Human/SME Modeling & Simulation Improvement Management & Exercise Eval Exercise Design & Delivery TEEX SANDIA DoD JHU APL DHS S&T EPA Private Others FBI VNN CIA HHS/CDC DHS U.A. LLIs AARs NxMSEL LLIS Log CAP RAMP Ops Plans

Training FEMA Disaster Workforce Task Books and credentialing
Newly released Independent Study Courses: IS-100a: Introduction to ICS (updated) IS-200a: Single Resources and Initial Action Incidents (updated) IS-700a: Intro to NIMS IS-800b: Intro to NRF IS : ESF Training (except ESF-6) IS-775: EOC Management and Operations IS-102: Deployment Basics for FEMA Response Partners IS-821: Critical Infrastructure and Key Resources Support Annex IEMC 2008 City of Spokane 11/08 Washington state 10/08 City of Bellingham 8/08 Pierce County 5/08 Federal Way 9/09 Roles and Resources Kathy has been the Regional Training Manager for FEMA for 17 years – she’s experienced many changes in the organization and has developed a broad network of contact nationally, regionally, and locally ---- if you contact our training office --- I’m confident either kathy or scott will get you an answer or point you in the right direction. Information Sharing Works closely with state training office Coordination and collaboration Training office: researches information, develops content, designs curriculum IEMC Each year EMI hosts about 20 – apps are due January 15th --- this year 3 from our region are doing IEMCs: Now about 150 higher education programs in EM. - Almost 2 million Independent Study courses were completed in 2008 on-line.

Continuity Programs Approved by the FEMA Administrator on January 21, 2009 CGC 1 provides Continuity guidance on: Continuity Program Management information for the States, territories, tribal, and local government jurisdictions, and private sector organizations Elements and components of a viable continuity capability Coordination of interdependencies Continuity plan operational phases and implementation FEMAs role is Federal focus – COOP Working Groups through FEBs (COOP is Business Continuity Planning) - COOP: things like: essential functions, vital records mgt, back-up facilities, orders of succession. HSPD-20 / NSPD-51 – establishes National Essential Functions; mandates agencies identify PMEFs and MEFs FCD-1 – outlines Fed role in COOP FCD-2 – mandates MEFs Managers’ Course and Planners Course training. “Sound Response” June 11 – Seattle Federal agency COOP TTX --- based on Sound shake scenario. Late April is similar Federal COOP exercise in Portland.

Continuity “Excellence Series”
“Professional Continuity Practitioner” Continuity Excellence Series – Level I COOP Awareness Course Introduction to COOP Effective Communication COOP Manager’s T-t-T Course COOP Planner’s T-t-T Workshop Intro to Incident Command System (ICS) Principles of Emergency Management Intro to National Incident Management System (NIMS) A National Response Framework (NRF), An Introduction Exercise Development Course/Exercise Design Course/or COOP Exercise Design/Development T-t-T Course Complete attendance in continuity exercise Determined Accord, and NARA/CoSA Vital Records Training (optional, recommended) Just this year, FEMA launched a new certification program – the “Professional Continuity Practitioners” – upon completing the courses here listed, continuity planners can obtain a continuity professional certificate…or, as the next slide will show you…

Continuity “Excellence Series”
“Master Continuity Practitioner” Continuity Excellence Series – Level II Applicants must attain Continuity Excellence Series – Level I, Professional Continuity Practitioner Exercise Evaluation and Improvement Planning Leadership and Influence Devolution Training Building Design for Homeland Security T-t-T Course for Continuity of Operations Instructional Delivery for Subject Matter Experts Instruct COOP Manager’s T-t-T Course Facilitate COOP Planner’s T-t-T Workshop, and Written Comprehensive Exam We also offer a more advanced certification – Master Continuity Practitioner – this certification is a step above the Professional Series – and it requires many more courses, and a written test. We are very pleased to offer new series to continuity professionals all over the nation – we see this as another big step in ensuring that our nation’s continuity capability rests in the hands of dedicated professionals whose training and experience has aptly prepared them to meet any crisis or emergency head on. This training is not only offered here in the beltway area, but online for continuity practitioners all over the nation. Key to our success in the federal government is the ability to closely coordinate our continuity activities outside of the National Capital Region – far beyond the beltway – to include, coordination at the international level.

Integrated Public Alert and Warning Systems (IPAWS)
IPAWS – “a more comprehensive system to alert and warn the American people”. Current EAS system conversion to IPAWS. Deploying Digital Emergency Alert System (DEAS) in 8 states to provide EOCs with an alternate means of distributing alerts and warnings. Provide a means to alert and warn on the basis of geographic location. Use of Common Alerting Protocol (CAP) standard – multiple broadcast other commo pathways to reach the public through many means (cell-phones, text messages, Internet, digital radio, NOAA weather radios, etc.) Also more Primary Entry Points (PEPs) Receive alert and warning information through as many means as possible

Community Preparedness
2 primary components Volunteer programs (i.e., Citizen Corps) Citizen Preparedness (i.e., Individual and Family preparedness) Also, (1) integration of NGOs and volunteers into local, state, and Fed response operations; and (2) improved notifications and alert and warning to citizens. The next few slides focuses on Volunteer programs (citizen corps) and not on citizen preparedness issues. FEMA undertaking a lot of research now in both venues. Research on levels of personal preparedness --- it seems to remain low nationally – why? FEMA recently conducted a national household survey of 2,500 adults --- over 1 in 4 have not taken any preparedness measures – they think emergency responders will help them. Also, research on what it means to be prepared…. What about drills or exercises for the public? Like at work???

Why is it critical to involve the Community?
Less than 1% of the U.S. population is an emergency responder In 95% of situations, victim/ bystander first to respond Journal of Emergency Medical Services (2004); National Fire Protection Association (2003); National Law Enforcement Officers Memorial Fund (2003)

Citizen Corps Partners
The Community Emergency Response Team (CERT) program educates and trains citizens in basic disaster response skills Fire Corps promotes the use of citizen advocates to provide support to fire and rescue departments The Medical Reserve Corps (MRC) Program helps medical, public health, and other volunteers offer their expertise Neighborhood Watch/USAonWatch incorporates terrorism awareness education into its existing crime prevention mission Partner Programs Volunteers in Police Service (VIPS) works to enhance the capacity of state and local law enforcement to utilize volunteers

Affiliates Citizen Corps Affiliate Programs and Organizations offer communities resources for public education, outreach and training; represent volunteers interested in helping to make their community safer; or offer volunteer service opportunities to support first responders, disaster relief activities, and community safety efforts. There are now 25 Citizen Corps Affiliates. We encourage you to reach out to these organizations locally and collaborate on initiatives.

Katrina: Astrodome Harris County Citizen Corps Council
And they had less than a day’s notice to launch the operation! Over 60,000 volunteers helped process 60,000 evacuees and shelter 30,000 at Reliant Center Katrina: Astrodome

FEMA Region 10: Citizen Corps
AK ID OR WA Councils CERT Neighborhoods Watch Volunteers in Police Service Medical Reserve Corps Fire Corps CitCorps councils ---- Embrace, promote, localize state strategies, policies, plans Build on community strengths to develop action plans to involve the whole community, including special needs groups Focus on public education, training, and volunteer opportunities for community and family safety Promote and oversee Citizen Corps programs Organize special projects/community events Capture smart practices and report accomplishments CERT- Eight units and final exercise = 21 – 28 hours Conducted locally by fire departments, law enforcement and/or emergency management agencies Trainers are usually professional responders Emphasis on hands-on training . As of April 8, 2009

Citizen Corps Council Growth - nationally
Citizen Corps Councils have grown enormously since the inception of the Citizen Corps Program. -First responder/emergency management ~ law enforcement, fire service, EMS/EMT, and public works Elected officials Volunteer community and non-profit organizations Business leaders, especially critical infrastructure Faith-based leaders School system representatives Transportation sector Medical facilities Large venue facilities Media executives Minority and special needs representation Community/Neighborhood networks

IV. Hazard Mitigation Division
Flood Map Modernization Hazard Mitigation Plans Risk Assessment (HAZUS) Earthquake program Risk Analysis R10 Map Mod (04-08) $30 million Hazard Mitigation Plans Hazard Mitigation grants Floodplain Management compliance Flood Insurance Risk Reduction We anticipate that at the conclusion of the Map Modernization effort in 2010, 82% of Region X population will have received a new GIS-based digital floodplain map. In total, we’ve invested ~$29.5 million in Region X floodplain mapping under Map Modernization from 2004 to 2008 Currently we have 126 plans covering over 700 jurisdictions (tribal included) with adopted or approvable local hazard mitigation plans covering approx 8 million people. OR and WA both have enhanced State plans thus raising their HMGP eligibility to 20% Levees and lack of adequate flood control is a public safety issue. Look for our maps to reflect provisionally accredited levees or failed levees in many locations. Risk Reduction includes all of our hazard mitigation grant programs as well as the floodplain management component of the NFIP. To better serve our customers, we are streamlining our process by offering grant and building standard solutions to deal with identified hazards. NFIP, though a subset of Risk Reduction, is currently undergoing a many substantive changes. New guidance affecting building requirements, flood insurance rating procedures, and even revisions to the code of federal regulations are ongoing. Building stronger linkages between the International Codes and minimum floodplain building standards has been improved. Levees: All levees, including any structure acting as a levee i.e. road embankment, above ground canal, etc must be re-accredited before FEMA can issue a new or revised FIRM. The nation-wide push to evaluate structural flood control is a joint effort by FEMA and the USACE that was formalized in August, 2005 only weeks before Katrina. The policy applies retroactively to all of our past, current, and future studies. Regionally, we’ve seen approximately 12 major levee systems de-accredited, the most notable being the Green River and Bothell in King County. About 40 more communities were issued a “Provisionally Accredited Levee” (PAL), meaning, the levee appears to meet all required structural certification requirements, but the community needs 24 months to acquire all necessary documentation to substantiate the levee condition. At the end of this 24 month period the maps will be revised to either a) remove the provisional accreditation or b) show floodplain landward of the levee and de-accrediting the levee system. R10 HMGP - $160 million R10 PDM - $23 million R10 FMA - $7 million Mark Carey, Director

V. Grants Programs Division
Infrastructure Security grants Homeland Security Grant Program State Homeland Security Grant Program (SHSP) Urban Areas Security Initiative (UASI) Metropolitan Medical Response System (MMRS) Citizen Corps Program (CCP) SHSP Tribal UASI Non-profit Security Grant Program (NSGP) Operation Stonegarden (OPSG) Transit Security Grant Program (TSGP) Port Security Grant Program (PSGP) Buffer Zone Protection Program (BZPP) Freight rail / Intercity Bus / Intercity rail / Trucking security HSGP guidance requires that states use at least 25 percent of their SHSP and UASI grant awards for law enforcement terrorism prevention oriented planning, organization, training, exercise, and equipment activities (FY 2009 HSGP Guidance and Application Kit, pp.4-11). Assistance to Firefighters Grants (AFG) Emergency Management Performance Grant (EMPG) Interoperable Emergency Communications Grant Program (IECGP) Richard Donovan, Director

VI. Disaster Operations Division
Response Operations Regional Response Coordination Center Operational Planning Disaster Logistics Emergency Communications Also Prep and Ops ---- we coordinate closely with the DCE (no co-located at R10) Disaster Ops – working pre-scripted Mission Assignments (MAs) over 300 completed RRCC – Watch – use of EMIMS Lon Biasco, Director

VII. Disaster Assistance Division
Individual Assistance Planning and Prep Mass Care Emergency Assistance Housing Human Services Conduct rapid Preliminary Damage Assessments (PDAs) Rapid Establishment of Disaster Recovery Centers (DRCs) – fixed or mobile Planning – evac, sheltering, feeding, voluntary org coordination, housing and human services, debris removal, generator requirements Public Assistance Debris removal Emergency Protective Measures Restoration of damaged facilities Individual Assistance MASS CARE – Shelter, feeding, bulk distribution EMERGENCY ASSISTANCE – Mass evacuation services, facilitated re-unification, family and child locator, Registration for disaster assistance, voluntary agency coordination HOUSING – Direct housing operations, hotel/motel program, temp roof repair, rental assistance, SBA loans HUMAN SERVICES – Disaster case mgt, crisis counseling, disaster legal services, Disaster unemployment Public assistance – reimbursement of eligible costs (save those receipts!) ESF-3 with USACE / ESF-14 Last year: 2007 December storms in Washington Washington Storms – December 2007: 10,750 IA Registrations; $20 M in IA, $31 M SBA, $83 M in PA for 176 apps Washington Storms – December 2008: 10,727 IA Registrations; $20 M in IA, $32 M SBA, $78 M in PA for 376 apps Charles Axton, Director

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Partners in Emergency Preparedness Conference

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Partners in Emergency Preparedness Conference

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