1. Noble County Indiana

2.  This is a whole-community approach to be able to withstand, respond to, and recover from the impact of a disaster in a timely way.  “Whole Community” means engaging business, government, faith-based, non- profit sectors, community groups and volunteers to be part of the capabilities and resources of the community in recovery.

3.  If something big happens, the state & feds will come in and take over!  Help will come... But how soon?  What will/can you do until it arrives? ▪ What local assets can be deployed? ▪ Who do you call to get them? (On Saturday night?)  How will you communicate your needs?  Recharge phone/radios? - Texting/Social Media  GPS? What good is that?  It thinks the streets/addresses are still there!

4.  We gathered some key people and kicked some ideas around  We decided that Forming a “COAD” was the first step ▪ Community Organizations Active in Disasters  A “COAD” helps communities in a disaster by creating relationships prior to an incident/event so we they can make the best use of limited local resources

5.  It is a collaborative network of organizations, agencies, individuals, businesses, faith-based, etc., which work together to minimize the effects of a disaster.  Everyone retains their autonomy but by coordinating their efforts they avoid duplication of services. ▪ Equal partners united under a common goal

6.  We contacted Steve Cain for guidance  He gave us information/templates  We made a list of possible members  Think outside the box (American Legion? Nursing Homes?)  We scheduled a meeting  We had Steve there to answer questions  We eventually drafted by-laws/Elected Officers  Found a fiscal agent to manage funds/donations  We developed our own Standard Operating Guidelines  This SOG is unique to Noble County

7.  SOG vs. Bylaws:  The “Purpose” section outlines the “functions” the COAD will be addressing: ▪ Mass Care/Sheltering ▪ Clothing ▪ Food ▪ Emotional/spiritual support ▪ Donated goods management ▪ Emergent volunteer management ▪ Unmet needs

8.  The “Concept of Operations” section outlines positions and responsibilities: ▪ The Response Coordinator ▪ Individual COAD Members ▪ Transitioning to an “Unmet Needs” Committee  Other sections: ▪ Preparedness ▪ Response ▪ Case Management Process

9.  It’s tough to keep people interested when there are no disaster taking place  With the guidance of our SOG, we can function. ▪ We will be adding annexes:  “just-in-time” training”,  Check-lists & go-kits  Quarterly meetings and exercises

10.  “Incidents must be managed at the lowest possible jurisdictional level and supported by additional capabilities when needed.” ▪ (National Response Framework)  Who’s in charge of the COAD operations?  How do their activities coordinate with the overall response including state/federal?

12. “Coordinator” Not “Commander”

13. Organization and documentation could lead to recovery dollars!!

14. # +High -Low Tasks Time of the Incident Stabilization Window of Response Recovery Resources The Bottom Line: It’s About “Response Time” Start

15. Tasks Resources Time of the Incident Window of Response # +High -Low Stabilization ? The Bottom Line: It’s About “Response Time” Start

16.  Failing to prepare is preparing to fail Questions/Comments?

17.  YOYO ▪ You’re On Your Own  YAHOO ▪ You Always Have Other Options