1. Richard Sheirer, Senior Vice President Giuliani Partners, LLC New York, New York Former Commissioner of Emergency Management and Director Homeland Security, City of New York Learning from 911 Lessons for Leaders

2. Overview Purpose / Objectives Purpose / Objectives Background of Richard Sheirer Background of Richard Sheirer Similarities of Cities & Facilities Similarities of Cities & Facilities Planning Planning Preparing Preparing Practicing Practicing Executing Executing 10 Lessons from events of 2001 10 Lessons from events of 2001 Conclusion Conclusion

3. Purpose Provide insight and understanding in order to plan, prepare, partner, practice and execute for a major disaster, critical emergency, terrorist attack or events that routinely occur

4. Objective Provide background on Provide background on the City of New York’s approach for dealing with major disasters and the role of the Office of Emergency Services the City of New York’s approach for dealing with major disasters and the role of the Office of Emergency Services Describe key planning activities Describe key planning activities Clarify the kind of preparation required Clarify the kind of preparation required Explain the value of practicing for disasters Explain the value of practicing for disasters Discuss the execution process and what happens during a disaster or critical event Discuss the execution process and what happens during a disaster or critical event Share lessons learned from the experience Share lessons learned from the experience

5. Background of Richard Sheirer Began as dispatcher in New York Fire Department (1967) Began as dispatcher in New York Fire Department (1967) Chief of Dispatch Operations – NYFD (1989) Chief of Dispatch Operations – NYFD (1989) Assistant and Deputy Fire Commissioner – NYFD (1992) Assistant and Deputy Fire Commissioner – NYFD (1992) Deputy Commissioner and Chief of Staff to Commissioner Howard Safir – New York City Police Department (1996) Deputy Commissioner and Chief of Staff to Commissioner Howard Safir – New York City Police Department (1996) Director of Mayors Office of Emergency Management (February, 2000) Director of Mayors Office of Emergency Management (February, 2000) First Commissioner of Emergency Management and Director of Homeland Security (December, 2001) First Commissioner of Emergency Management and Director of Homeland Security (December, 2001)

6. Similarities 1. All Cities & Facilities share characteristics 2. High profile, high visibility 3. Constant media exposure / attention 4. In many cases tourist driven 5. Symbols of what our “enemies” hate

7. Planning The Office of Emergency Management The Office of Emergency Management Why it was created Why it was created How it was organized How it was organized The Police Department and Fire Department of NYC – “Tradition Bound” The Police Department and Fire Department of NYC – “Tradition Bound” The role of leadership – Rudy Giuliani and others The role of leadership – Rudy Giuliani and others

8. Preparing 1. Communication 2. Collaboration 3. Coordination 4. Cooperation Four Key Factors for Success

9. Positive interagency relationships Positive interagency relationships –Federal, State, Local Strong involvement by private sector Strong involvement by private sector Support from the Public Utilities Support from the Public Utilities –Water, power, telephone, etc. Identifying major issues / concerns / challenges affecting performance Identifying major issues / concerns / challenges affecting performance Preparing (continued

10. Practicing Importance of practicing for a disaster Importance of practicing for a disaster Table Top and functional exercises Table Top and functional exercises Simulations Simulations Conducting mock events Conducting mock events Conducting emergency drills Conducting emergency drills Coordinating emergency training Coordinating emergency training Debriefing / analyzing results Debriefing / analyzing results Confront and deal with personal / professional / institutional differences Confront and deal with personal / professional / institutional differences

11. Executing The experience of 9/11 The experience of 9/11 The experience of the NYC Anthrax attacks, October 2001 The experience of the NYC Anthrax attacks, October 2001 The experience of the crash of Flight 587, November 12, 2001 The experience of the crash of Flight 587, November 12, 2001 What worked / what went right What worked / what went right What didn’t work / what when wrong What didn’t work / what when wrong

12. 10 Lessons from the events in 2001 1. Think the unthinkable / think like the enemy – “diabolical, devious, distasteful” 2. Factor in for Murphy’s Law 3. Appreciate that Catastrophic events don’t recognize “TURF” 4. Accept politics over reason / science 5. Be prepared for the knucklehead factor

13. 6. Value / encourage strong leadership 7. Rely on your frames of reference 8. Appreciate the need for redundancy 9. Recognize importance of communication 10. Commit to relentless preparation / practice 10 Lessons (continued)

14. Conclusion America is a major terrorist target America is a major terrorist target They will likely strike something unlikely They will likely strike something unlikely Natural disasters / events will pose greater threats Natural disasters / events will pose greater threats “We” can never let our guard down “We” can never let our guard down First responders / everyone has to be better prepared First responders / everyone has to be better prepared Planning, Preparing, Practicing contributes to prevention Planning, Preparing, Practicing contributes to prevention