iaem: working for you - edward minyard

Vol. 26 No. 2 February 2009

Global Newsboard ........ 2

IAEM Staff ..................... 2

Recognizing EMas a Profession ......... 3

IAEM Scholarships ....... 4

CEM Corner: Compre-hensive Essay ........... 5

Children’s Needs: AForgotten Element inDisaster Planning ...... 6

S&P Committee ........... 17

Nominations for New IAEMAward Categories ....19

EM News ..................... 20

EM Resources .............21

The Bulletin Online ...... 22

EM Calendar ................23

Special Focus Issue:EM Communications

Tale of Two Communica-tion Approaches ........ 7

Contributions of AmateurRadio to EM .............. 8

Communicating WithVictims at the Scene . 9

Will to Communicate ...10

Collaboration Is Key ..... 11

Unique Chance to ImprovePublic Warning ......... 12

Potential for Online SocialNetworks in EM ........ 14

It’s Not Just Voice ........ 15

Communications CostMoney and Lives ...... 16

201 Park Washington Court, Falls Church, VA 22046-4527Phone: 703-538-1795 • Fax: 703-241-5603 • E-Mail: [email protected] • Web Site: www.iaem.com

(continued on page 22)

Call for ArticlesSpecial Focus Issue:

“Research to Practice” Deadline: April 10, 2009

– See Page 23 –

IAEM: Working for You

IAEM Members Spoke at EMI Coursefor HBCU Senior Leaders. (L-R)IAEM-USA Region 3 President KathleenHenning, CEM, Ellis M. Stanley, Sr.,CEM, IAEM-USA Training & Educa-tion Committee Chair Kay Goss, CEM,and Wayne Blanchard, Ph.D., CEM,EMI Higher Education Project, arepictured at the Jan. 14-16 FEMA EMIcourse for senior leadership of Histori-cally Black Colleges and Universities.More photos can be seen on Page 4.

Auckland University of Technol-ogy (New Zealand) Supports IAEMProject to Seek Recognition of thePrinciples of Emergency Management.Auckland University of Technology hasbecome the latest organization to recog-nize the Principles of EmergencyManagement in a project launched bythe IAEM-Global Board and its Market-ing & Membership Work Group. IAEMis reaching out globally to leading centersof learning, government agencies andorganizations in the EM field to seekrecognition of the principles as a baselinefor the profession and its activities.Learn more at www.iaem.com/publica-tions/Reports.htm.

IAEM-USA Supported Nomina-tion of Janet Napolitano, the NewHomeland Security Secretary. IAEM-USA President Russell Decker, CEM,sent a letter expressing support for thenomination of Arizona Gov. JanetNapolitano as DHS Secretary. The Jan.13 letter went to Sen. Joe Lieberman,Chairman, and Sen. Susan Collins,Ranking Member, U.S. Senate Commit-tee on Homeland Security and Govern-ment Affairs. Napolitano was installed asthe third U.S. Homeland SecuritySecretary on Jan. 21, 2009.

IAEM-USA Leaders Met With KeyFEMA Officials. On Jan. 8, IAEM-USAleaders met with key Federal EmergencyManagement Agency officials at FEMAHeadquarters. (L-R) Eddie Hicks,IAEM-USA Second Vice President; RussDecker, CEM, IAEM-USA President;David Paulison, outgoing FEMAAdministrator; Robie Robinson, CEM,IAEM-USA Region 6 President; andNancy Ward, FEMA Region IX RegionalDirector, who was named as ActingFEMA Administrator until the confir-mation of a new FEMA Adminstrator.

New Jersey’s EMS-USCG Sector NYactivated its Port Security EMS Response Planfor the first time following the Jan. 15 US Airwaysemergency landing in the Hudson River. Theplan previously had been recognized by an IAEM2008 Certificate of Merit in the InteragencyDisaster Preparedness Award category. HenryCortacans reports that the response plan was ahuge success. Learn more on Page 21.

Congratulations to 2008 IAEM Award Winner’sSuccessful Contribution to Response Efforts

Following Airliner’s Emergency Landing

NCCP 2009- Details on Page 24 -

mailto:[email protected]

www.iaem.com

http://www.iaem.com/publication/Reports.htm

2

February 2009IAEM Bulletin

By Pamela L’Heureux, IAEM-Global Communications Director, IAEM-USA First Vice President

Risk Management for One

Global Newsboard

Due to the many availablemodes of transportation,getting to any location in

the world seems easier. So easy, infact, that your wife, mother, sisteror daughter can travel alone toalmost any place at any time forbusiness or pleasure. Internationalcooperation and collaboration arean integral part of our daily lives,and we travel at a moment’s notice,especially during times of emergen-cies.

As an emergency manager whohas traveled all over the world, I’dlike to share a few preparednessand safety rules I follow, no matterwhere I am. Emergency managersshare their plans – so here is the“Risk Management for One” planthat I follow when I am on theroad.

Get help when needed. Inthe United States, program ICE (incase of emergency) into your cellphone; this is normally your hometelephone. Calling #77 or *77 willget you to the highway patrol inmost states – and of course, 911also works from cell phones. ThePoison Control Help Hotline at 1-800-222-1222 is the same through-out the country; once dialed, youautomatically get the closest center.

Trust your instincts. Ifsomething doesn’t feel right, it’sprobably not. Leave the area.Always err on the side of caution.

Take emergency supplies.When you pack, remember yourflashlight and extra batteries. Itdoesn’t have to be a big flashlight;it just needs to work when thepower goes out. You can make afirst aid kit from a pencil case orzip lock baggy. Include Neosporin,band-aids and tweezers (which canbe used as a screwdriver for glassesor splinter puller). A 99-cent raincape from WalMart is easy to storeand can save your clothes fromgetting drenched and ruined.

Use basic items for morethan one task. Remember that ascarf can be used as a head cover-ing, neck warmer, shoulder cover-ing or make-do carry bag – inaddition to being a fashion state-ment. A pair of socks can be usedas gloves in a pinch, and a creditcard can be used as an ice scraper– I know this from experience.

Make sure you know whereyou’re going. Carry index cards,and write down the hotel address ormeeting address, so you can showthem when asking for directions.It’s safer than showing your entireitinerary. Even when I have a GPSwith me, I carry a map.

Check for emergency exits.Once you have arrived at yourhotel and checked in, when you getto your room door, count thenumbers of steps to the exit – thenopen the exit door. (Once I discov-ered that the nearest exit door inmy hotel was locked.).

Know where to get weatheralerts. Inquire at your hotel’s frontdesk as to what county, parish,province or district you are locatedin, in case of weather alerts. Abanner across the bottom of the TVscreen alerting to a tornado warningfor York County does you no goodif you do not know you are in YorkCounty.

Do an inspection of yourrental car every morning. Makesure the tires look okay. Lookinside and outside of the car beforeyou get in. Always carry your keyswith the silver portion sticking out.Keep your tank at least half-full atall times. Never leave valuables inthe car.

Be sensible about where yougo. Whether you are traveling forbusiness or pleasure, ask the frontdesk whether there are placeslocally where you should notventure. As a point of interest, thelocation where I am right now has

Contact Your IAEM StaffChief Executive OfficerElizabeth B. Armstrong, MAM, CAEPhone: 703-538-1795, ext. 7E-Mail: [email protected]

Deputy Executive DirectorEMEX Exhibit ManagerClay D. Tyeryar, MAM, CAEPhone: 703-538-1795, ext. 6E-Mail: [email protected]

Membership Director/RegistrarSharon KellyPhone: 703-538-1795, ext. 2E-Mail: [email protected]

Communications ManagerScholarship Program DirectorDawn Shiley-DanzeisenPhone: 703-538-1795, ext. 3E-Mail: [email protected]

Program ManagerMary AcklesonPhone: 703-538-1795, ext. 1789E-Mail: [email protected]

IAEM Bulletin EditorWeb Site Content ManagerKaren ThompsonPhone: 828-693-5045E-Mail: [email protected]

IAEM U.S. Policy AdvisorMartha BraddockPhone: 703-644-8557E-Mail: [email protected]

IAEM HeadquartersPhone: 703-538-1795Fax: [email protected] - www.iaem.com

four times the national rape aver-age. Therefore, I use caution andam aware of my surroundings as Iwalk to and from my vehicle. Iavoid dark locations and go outwith a group at night.

This article is not meant tofrighten you, but simply to encour-age you to use your EM skills toput together your own “RiskManagement for One” plan –especially when you need to takecare of you in the field.









www.iaem.com

3


Education and Leadership Support the Effort to HaveEmergency Management Seen as a Profession

By Tony Pearce, IAEM Global Professional Services Director, President of IAEM-Oceania

Firstly, I would like to wishall IAEM members ahappy, safe and prosperous

New Year. It gives me greatpleasure as both the IAEM-GlobalProfessional Services Director andPresident of the IAEM-OceaniaCouncil to be given the opportunityto share my views on the need forus to continue the fight to haveemergency management seen as aprofession and to discuss the rolethat I see education and leadershiphaving in that process.

Lack of Recognitionas a Profession

My first issue concerns the lackof recognition by many in andoutside of government that emer-gency management is in fact aprofession and should be viewed assuch. There is no doubt in my mindthat one of the ways in which wewill build public confidence in theability of governments and thoseothers charged with providingprevention, response and recoveryservices, before, during and afteremergencies, is for the business ofemergency management to be seenas a profession.

Professionalism needs to be seenboth in the context of the provisionof education and the attaining ofqualifications by individuals, as wellas in the way that organisationsview practitioners and resourcethem to be able to carry out theirroles. Failing to educate andresource those expected to carryout formal emergency managementroles is akin to choosing not to haveinsurance. It is only when disasterstrikes that you realise the implica-tions of such decisions.

Recent overseas examples ofresponse to large scale emergencieshas clearly shown that trainedemergency responders, wellequipped and resourced, are of little

value if those who are expected tocoordinate their utilisation in timesof major emergency have littleexperience and limited education.

Knowledge of Community PlusTraining/Education Are Needed

Today’s emergency managerneeds to have a broad understand-ing of community need and anability to anticipate the likely resultsof their decision making on com-munities. In order to be confidentand competent in practice, emer-gency managers require trainingand education that encompasses theconcepts of response management,recovery management, the socio-logical and psychological aspects ofemergencies, the legal implicationsof decision making during emergen-cies, and the political dimension tomanaging emergencies both in theshort and longer term.

How often have we heard ofsituations where a person chargedwith facilitating the EM functionsof their organisation, both ingovernment and the private sector,has said that they wish they couldget the training that they need toconfidently carry out that function?Such comments are not isolated,and this is both disappointing andan indicator to me that we are notrecognising the significance andimportance of the role that emer-gency managers play.

An associated and almost asfrequent occurrence is that whereemergency managers with signifi-cant responsibilities in theirorganisations explain to me that theemergency management role is a“tack on” to other responsibilitiesthat invariably take priority.Unfortunately, there are few amongus who have the luxury of sayingthat emergency management is ourcore business, and that we aretrained and resourced to carry out

that function. This is a situationthat has to change. You wouldn’tgo to a doctor who practicedmedicine part time as a secondaryfunction to being a mechanic, sowhy should we accept that thoseupon whom we might depend uponfor our very survival in times ofemergency are placed in such asituation.

The Role of IAEM

Clearly, the role that the IAEMCertified Emergency Manager®

Program plays in addressing someof my comments above is pivotal,as is the opportunity for thedevelopment of our members thatthe IAEM scholarships provide. Iwould like to thank our CEM® andScholarship Commissioners for thegreat work that they do and wouldencourage all members to supportthat work by considering submis-sion of your CEM® packet or bycontributing to the work of theScholarship Commission through-out the year as opportunities arise.

Contributions toGood EM Leadership

Leadership in emergencymanagement is the second issue forthe future that I want to discuss.Whilst I am no leadership guru noram I an academic in the area ofleadership, I believe that a numberof things contribute to good emer-gency management leadershipincluding the previously mentionededucation and experience. Othersignificant elements include anability to appreciate one’s environ-ment, good interpersonal skills, andan ability to communicate a visionin such a way that others can bothappreciate the rationale behind itand feel confident in their ownability to achieve that vision.


4


My first assertion is that goodleaders are made, not born. What Imean by this is that whilst personaltraits, natural behaviour and generaldemeanour are a significant part ofthe full picture in a good leader, lifeexperiences and exposure to anarray of situations is necessary toensure that an individual actuallyhas a base upon which to applytheir personal attributes.

Leadership Development

Likewise, I am not sure thatleadership is something that can betaught, but it can be learnt. We canteach people to be good managers,as this in many ways is a mechanis-tic process for which there arecountless models, texts and theo-ries. However, the development ofleadership, in the context of which Ihave already alluded, requires time,exposure to experiences, and the

recognition and development of anindividual’s inherent personalattributes. Developing leadership isabout knowledge of others’ situa-tions and capacities, it’s abouthaving the skill to communicate andengage, and it’s about a desire forself-development and an awarenessand understanding of situationalcontext.

Leadership in emergencymanagement is not about positionor status. We are all familiar withpoor leaders who have occupiedformal powerful positions inorganisations, and in the obverse,of those who do not actually havedesignated formal power or statusbut emerge over a period of time asthe informal leaders inorganisations. A good leader willengage both individuals and theteam by creating an environment ofunderstanding and direction whilebuilding or enhancing solid two-way communication lines.

Leadership in emergencymanagement involves behaviouralflexibility and steadfast determina-

tion, being able to keep your coolamidst chaos whilst heighteningactivity, and increasing focus asappropriate to situational need.

Conclusion

What’s important in relation tothe world of emergency manage-ment – regardless of the cause ofthe crisis, whether it’s a naturaldisaster or man-made – is that agreat many people will look to usfor leadership. They will look to usto take charge and to direct out-comes, not activities. The emer-gency manager’s role in any crisiswill be to maintain calm and guideothers so that they sense thatsomeone is in control. The abilityto make quick decisions will berequired – and that will take adegree of courage on occasions.We must believe in ourselves,believe in our training, believe inour colleagues, and back ourselvesto make the hard call.

EM Profession(continued from page 3)

IAEM Participation at First EMIHistorically Black Colleges & Universities

Emergency Planning CourseIAEM members were among the speakers at a course on “EM Planning,

Preparedness, Training and Eudcation for Colleges and Universities,” heldJan. 14-16, 2009, at the Emergency Management Institute (EMI) for seniorleadership (presidents, chancellors, provosts and vice presidents) of Histori-cally Black Colleges and Universities (HBCU).

Ellis M. Stanley, Sr., CEM (left), atFEMA Adminstrator David Paulison’slast official talk at the Federal Emer-gency Management Agency’s Emer-gency Management Institute courseheld Jan. 14-16, 2009 for seniorHBCU leaders.

(L-R) Brendan McCluskey, FirstVice Chair, IAEM-USA Universi-ties & Colleges Committee;IAEM-USA Region 3 PresidentKathleen Henning, CEM; andPast IAEM President (1985-86)Ellis M. Stanley, Sr., CEM.

IAEM’s Scholarship Commis-sion is pleased to announce that it isnow accepting applications forscholarships for the 2009-2010school year. Eligible individuals willbe full-time students workingtoward a degree in emergencymanagement, disaster managementor a related field.

Please help us spread the wordabout the scholarships. The appli-cation deadline is May 15, 2009.The application with completeinstructions is posted at:

www.iaem.com/resources/scholarships/application.htm

2009 IAEM ScholarshipApplication Available

www.iaem.com/resources/scholarships/application.htm

5


By Brian V. Bovyn, CEM, Emergency Services Supervisor, Manchester, New Hampshire Police Department

In the quest for the CEM®, akey, yet often underrated,component is the comprehen-

sive essay. The essay is a keycomponent in the Certified Emer-gency Manager® application, sinceit helps to validate the candidate’soverall knowledge of the tenets ofemergency management and howthey apply in a real-world applica-tion. In fact, the essay is designedto take the place of an interview.

Each candidate is given a generalscenario, within which the candi-date must discuss how he/shewould apply the specific KSAs(knowledge, skills and abilities) ineach of the phases of emergencymanagement. It is very important toaddress each of the components(the KSAs listed and the fourphases of emergency management).What the commissioners arelooking for is an expectation of howthe candidate would effectivelyproblem solve, not how the candi-date solved a previous problem.

An Effective Essay

An effective essay begins with apowerful thesis statement. Thethesis statement drives the essayand sets up the topic sentences thatwill support the narrative. As thecandidate moves through the essayfrom topic to topic, the essayshould transition smoothly, with ahigh degree of depth and accuracy.The strong thesis statement isanother way of saying the problemstatement. The terms may be usedinterchangeably.

The essay should be comprehen-sive enough to thoroughly explainprocesses, expected problems andpotential solutions to those prob-lems. For example, if the writerwere discussing the inclusion of aCommunity Emergency ResponseTeam (CERT) in his/her program,he/she would discuss the benefitsof a CERT team and the problemsor issues likely to be encountered:

funding, liability, labor issues withpaid emergency management staff,concerns by chief elected officialsand other similar issues.

The essay should discuss keyemergency management laws orregulations that support the subjectmatter, as well as anticipatedproblems and possible solutions tothe problems identified.

Spelling, grammar and syntax inthe essay are also considered by theCEM® Commission. When theessay is nearing the end, thecandidate should write a solidconclusion that ties the essay backto the thesis statement at thebeginning of the essay.

Keys to RememberAbout the Essay

Read the instructions care-fully, and answer all portions of thescenario in sufficient detail todemonstrate comprehensiveknowledge of each of the phases ofemergency management.

A successful essay is typicallyabout 1,000 words or five pages inlength. The essay can be longer orshorter; however, it must discuss allfour phases of emergency manage-ment, applicable KSAs, laws andregulations, and anticipated prob-lems and possible solutions. Athree-page essay likely does notaccomplish the goal of covering allsubject matter in enough detail.

Write a powerful thesisstatement (problem statement) toset the tone and direction of theessay.

Write a conclusion that tiesthe essay back to the thesis state-ment.

Proofread the essay forspelling, grammar and syntax.

Make sure to write a state-ment of authentication,and sign anddate it, at the end of the essay.

Make sure to put the essayinto a properly tabbed and labeledthree-ring binder.

Review of the Essay

The essay is reviewed and ratedby the CEM® Commission forindividual components or attributesof the essay. Each component hasthe following point values:

A point range of 0-3 points isgiven for each of the 12 KSAs.

A point range of 0-1 points isgiven for each of the six sections ofthe essay.

A passing score for the essayis 24 out of 42 possible points.

Conclusion

The CEM® comprehensive essayis a blank canvas for the writer,providing the candidate with anopportunity to showcase his/herknowledge of comprehensiveemergency management and tovalidate that knowledge for his/herpeer emergency managementprofessionals.

Author’s Note: Thank you toDaryl Spiewak, CEM, TEM,TCFM, for contributing to thisarticle.

CEM® CORNERThe Comprehensive Essay

The Certified EmergencyManager® Program is aninternationally recognizedprogram, created and adminis-tered by IAEM, that certifiesachievements within theemergency managementprofession.

Learn how you can becomea CEM® applicant at:

www.iaem.com/CEM.

www.iaem.com/CEM

6


Children’s Needs: A Forgotten Element in Disaster Planning

When Hurricane Katrinahit the Gulf Coast inSeptember 2006, it not

only swept away millions of dollarsin personal property, it swept awaythe collective childhood of morethan 164,000 children living in thearea. While America has madeimportant strides on disasterresponse since then, tragically,children and their needs remain analmost forgotten element in disasterplanning.

A 2006 General Accountabil-ity Office report on state childwelfare agencies found that only 20states had in place written disasterplans.

A University of Arkansasstudy found that, of 1,318 emer-gency medical services surveyednationwide, only 248 had specificdisaster plans for meeting the needsof children.

The Arkansas study alsofound that only a quarter of theseservices are prepared to reunitechildren with parents and guardiansin the aftermath of events likeKatrina.

According to a recent reportby Save the Children, only fourstates – Nevada, Utah, Virginia andWashington – have mandated basicemergency preparedness require-ments for schools and child-carefacilities.

Important Strides Made

Quickly reversing this situationmust be a top priority for everyentity responsible for childrenduring disasters. We’re alreadymaking important strides.

One of the things the federalgovernment learned from Katrinawas the importance of pre-planningand pre-positioning prior to when adisaster hits. That means buildingrelationships with state, local,public and private entities to tapinto pre-existing communitynetworks that can be used to react

to and recover from disasters.That same philosophy is being usedto provide for the needs of chil-dren.

In 2006, the National Emer-gency Family Registry and LocatorSystem and the National Emer-gency Child Locator Center wereestablished. These are Web-basedsystems designed to assist in thereunification of families separatedduring disasters. During disasters,the National Emergency ChildLocater Center will operate atelephone bank and manage missingchildren calls in partnership withthe National Center for Missing andExploited Children. The center willdeploy staff to shelters, coordinatereunification efforts with lawenforcement and human serviceagencies, and help shelters ensurethe safety of dislocated children.

It’s already working. The lastmissing child was reunited with hisfamily about a month after Hurri-cane Ike. Compare that with thesituation after Hurricane Katrina,when it took more than six monthsto reunite the last missing child withher mother and siblings.

Training Course Developed byFEMA, Save the Children,

American Red Cross and IAEM

Training first responder andother emergency staff is also key.FEMA’s Emergency ManagementAgency, in conjunction with Savethe Children, the American RedCross and the International Asso-ciation of Emergency Managers,has developed a training course forstate and local emergency managersto help ensure that children’s safetyand well-being are included in allphases of disaster planning, re-sponse and recovery. Additionally,five sessions will be added to theSocial Dimensions of Disasterhigher education course. Thiscourse is used by countless profes-sors and universities across the

country to teach current and futureemergency managers. Takentogether, these efforts will ensurethat emergency managers acrossthe country understand and canrespond to children’s needs.

Advocating for Children

Additionally, steps have beentaken to ensure that children have aseat at the emergency managementtable. Save the Children serves as amember of FEMA’s NationalAdvisory Council and is helpingdevelop policies that benefitchildren and individuals with specialneeds before, during and after adisaster. Berl Jones will serve asFEMA’s first children’s advocate.Berl has the authority to implementnew programs and make immediatedecisions to provide services forchildren in need after a disasterhits.

Community Action

Just as important as action inWashington is action in the statesand local communities. For ex-ample, six New England states areworking with FEMA to educatechildren about disaster relief inschools, and plans are in place toreach all schools in the region. In2007, Save the Children contractedwith Tulsa Partners Inc., anOklahoma non-profit organization,to develop a pilot program for bestpractices to protect children indisasters. This included a review ofthe community’s response capabil-ity to safeguard children andcoordination of childcare centeremergency plans with the city’semergency operations plan. Basedon the success of that pilot pro-gram, Save the Children developeda partnership with New York City’sOffice of Emergency Managementto include children’s issues in their

By FEMA Adminstrator David Paulison andMark Shriver, Vice President and Managing Director of Save the Children


7


A Tale of Two Crisis Communication ApproachesBy Ali Asgary, Ph.D., IAEM-Canada President,

Associate Professor, Emergency Management, York University, Toronto, Ontario, Canada

Two major events thatoccurred in Toronto inAugust 2008 highlighted

the importance of crisis communi-cations. The first event was the so-called Sunrise Propane explosion inthe north central section of the Cityof Toronto in the early Sundaymorning of Aug. 10, resulting in theactivation of the Toronto Emer-gency Operations Centre, twodeaths, evacuation of 12,000people, and considerable privateproperty damage and businessdisruptions around the facility.Truck-to-truck transfer, which isprohibited by safety regulations,was mentioned as the main causeof the explosion.

The second crisis involved theMaple Leaf Foods Inc. plant inToronto, in which there was anoutbreak of listeriosis, a food-bornebacterial illness, that killed 16people across Canada who hadeaten the tainted meat. Maple LeafFoods was required to recall itsrelated products nationwide. Theoutbreak had been caused byimproper cleaning of the equip-ments, according to investigators.

Raising Serious Questions

These events raised seriousquestions about health and safetyprocedures, and called for immedi-ate changes in some of the existingregulations, including local landuses. Both companies – and in thecase of Sunrise Propane, the localand provincial governments as well– were faced with class actionlawsuits by the impacted familiesand community members. Becausethese events happened in the samemonth, one could easily notice andcompare the significance and theimpacts of the different crisiscommunication approaches used bythese companies. The aim of thisshort article is to underline some ofthe key differences and lessons thatcan be learned.

Sunrise Propane Inc. remainedsilent and did not communicateanything to the public, clients oremployees throughout the crisis andwas not actively involved in theemergency response activities. Thecompany simply issued a briefstatement saying that SunrisePropane would not have anythingto say until investigations werecomplete. The Sunrise Propanecrisis communications approach ison the current list of crisis commu-nication strategies that are notrecommended (denial, scape-goating, excuses, justification,bolstering and ingratiation). It wasthe lack of a crisis communicationsplan that led Sunrise Propane todecide not to communicate, whichis considered to be the worstapproach a business or an organiza-tion can choose in crisis situations.

Unlike Sunrise Propane, MapleLeaf Foods Inc. chose a proactivecrisis communication approach,particularly through media relationsand interorganizational networking.Maple Leaf used the dominantparadigm in crisis communicationthat academics refer to as “imagerestoration.” The company’s chiefmanagers appeared very regularlyin the national media and directlycommunicated with the peopleabout causes, actions taken andfuture plans. For example, in one ofhis nationally televised newsconferences, Maple Leaf’s CEOstated that the cost of the meatrecall, which his company hadimplemented in light of the listerio-sis outbreak, was not a hugeconcern. He said the company’sfocus was on doing the right thingand making sure that no one elsewas affected by the food poisoningcrisis that forced the recall of morethan 200 products. The imagerestoration approach used by MapleLeaf focused primarily on theimmediate aftermath of the eventthrough the lens of various strategicmessages, including corrective

actions and minimization, amongothers.

Lessons Learned

Several lessons could be learnedfrom these two crisis communica-tion approaches.

A crisis becomes morecatastrophic when organizations failto properly communicate with thepublic to instill trust and confidenceduring the crisis period.

Crisis communication works.People tend to be more confident inconsuming Maple Leaf productsthan those who live near theSunrise Propane facilities.

People are much moreforgiving of a company thatcommunicates with them openly,even when it is not the comfortablething to do. As a result, Maple Leafwas able to settle the class actionlawsuits in a short period of time.

Crisis communication is agood protection. Saying nothing inorder to have an easier time in thecourt is not going to protect anorganization in today’s world ofcrisis management. Lack of crisiscommunication might lead to acollapse of the whole business dueto lost reputation and trust.

Companies should go beyondimage restoration for effective long-term success in their crisis commu-nication. They should adopt anapproach that is more provisionalthan strategic and capitalize on theopportunities embedded within thecrisis.

Excellent crisis communica-tion requires a supportive organiza-tional communication culture orphilosophy.

Some form of informal crisiscommunication – composed ofrumor, inaccurate information andguesses – usually occurs in theabsence of a formal crisis commu-nications plan.

8


Contributions of Amateur Radio Communications to EMBy Daniel Hahn, MA, CEM, Santa Rosa County Florida,

Division of Emergency Management, Plans Chief, Citizen Corps Coordinator

Amateur radio is theanswer to many of thecommunications issues

facing emergency managers after alarge-scale disaster when there is noform of communications infrastruc-ture remaining operational. AreHAM radio operators a panacea?No, but they sure are a remedy forthe headache the EM director wasstarting to develop.

EM-Supported AuxiliaryCommunications Service

In Santa Rosa County, we havean emergency management sup-ported Auxiliary CommunicationsService (ACS) that incorporatesmembers from a variety of amateurradio networks, including ARES,RACES, Coast Guard Auxiliary,and non-affiliated licensed HAMradio operators. The ACS hasmembers who work in the Ameri-can Red Cross (ARC) shelters andcomply with ARC backgroundinvestigations, work in localhospitals and comply with FERPAand other healthcare regulations,and work in the EOC as part ofESF 2. The ACS also has estab-lished ties with non-affiliated HAMradio operators who are not ACSmembers and who work in themunicipalities and for CERT teams.

Navarre CERT Involves HAMRadio Qualified Personnel

Navarre CERT has 19 HAMradio qualified personnel and itsown tower located at a local firestation. They practice their commu-nications at every event theyparticipate in, and as a unit that haslogged more than 9,000 volunteerhours this year, they are veryactive. The point is that if ajurisdiction can find a few moti-

vated personnel to operate radioequipment out of the EOC andrecruit others from around thecounty, then a communicationsnetwork can be established that canbe of use as a primary or secondarysource of communications.

The ACS meets monthly in theEOC with about 10 regular mem-bers, and the Navarre CERT teamholds free HAM radio training forthe community so as to build upnumbers of qualified personnel whomay be available during a crisis.

There is also a local AmericanRadio Relay League (ARRL)associated club that some ACSmembers come out of. Accordingto the Public Service Communica-tions Manual, Section 1: “TheAmateur Radio Emergency Service(ARES),” Chapter 1, “ARESconsists of licensed amateurs whohave voluntarily registered theirqualifications and equipment forcommunications duty for the publicservice when disaster strikes.”1

(ARRL, n.d.). Presumably thismeans that by joining ARES theyare deliberately making themselvesavailable as communicators duringa disaster.

Furthering CommunicationNeeds With New Sources

The State of Florida uses aHAM radio operator as their ECOfor ESF 2. He in turn utilizes theformal ARES radio clubs as hissource of operators in case there isa local jurisdiction in need of morecommunications support. This isanother means of getting communi-cators into your local jurisdiction ifyou do not have adequate numbersof trained personnel availablelocally.

The ACS in Santa Rosa hasgone a step further in their out-

reach. They actively recruit anyperson interested in furthering thecommunication needs of SantaRosa County during a disaster, andthis includes CB operators. Being arural county, we have vast spreadsof wooded and farmed land wherethere is little infrastructure, sohaving every known form ofcommunication at your disposal isnice, plus it is easier and cheaper tobe a CB operator.

Becoming a HAM RadioOperator Easier Than in the Past

With the removal of the Morsecode requirement, becoming aHAM radio operator is much easierthan it was in the past. About eighthours worth of classes and aninexpensive exam and you are wellon your way. Radios come inseveral versions and some of thehandheld types can be obtained foras little as $100. Isn’t a little timeand money worth the effort toobtain some peace of mind?

Conclusion

Communications are critical tothe successful implementation ofany operation, and amateur radiogives the latitude to help accomplishan operation’s goals. Althoughamateur communications is not apanacea for a jurisdiction’s commu-nications woes, it certainly can helptake away some of the fear of theunknown and the pain of ignorancewith the click of a microphone. Allyou have to do as an emergencymanager is embrace the culture ofvolunteers and invite them toparticipate. You might be surprisedby the results and the turnout.

1 ARRL (n.d.) Public Service Communications Manual Section 1: The AmateurRadio Emergency Service (ARES). Retrieved online Dec. 24, 2008, www.arrl.org/FandES/field/pscm/sec1-ch1.html.

9


Communicating With Victims at the Scene of a DisasterBy Kay Goss, CEM, Senior Principal, SRA International, Inc., and

Chair of the IAEM-USA Training & Education Committee

After Sept. 11, 2001, andAug. 29, 2005, our nationand our profession

became even more keenly aware ofthe prominence and life-savingnature of communicating effec-tively with affected people with onevoice during a disaster, in directingtheir safe passage out of the dangerzone.

Search for Safer Technologies

Since those dramatic experiencesand hard lessons learned, emer-gency management and responderpersonnel have been searching fortechnologies to create safer build-ings, pathways and corridors, aswell as more responsive on-scenetechnologies to enhance emergencyevacuation communications.

Former U.S. Secretary of StateHarold Brown has been experi-menting with evacuation modeling,with a dirty bomb scenario.

Former Ambassador to Denmarkand former U.S. Representative forNew Hampshire Richard Swett, anarchitect by trade and a nationalleader in that profession, has beeninterested in finding best-of-breedtechnologies to meet the challengeof successful building evacuations.

FEMA’s U.S. Fire Administra-tion, in partnership with theInternational Association ofFirefighters (IAFF) andSAFECOM, in December pub-lished a Voice Radio Communica-tions Guide for the Fire Service,which is a huge step forwardtoward enhancing both citizen andemergency services personnelsafety. This timely guide providesupdated information on communi-cations technology, includinghardware, policy and procedures,as well as human interface, anddiscusses critical emergency issuesand concepts. As IAFF GeneralPresident Harold Schaitburger said,“The safety of both firefighters andcitizens depends on reliable,

functional communication tools thatwork in the harshest and mosthostile of environments.”

International hotels are increas-ingly considering emergencycommunications in their construc-tion and planning, realizing thatthey might become a target, as theydraw business leaders from aroundthe world, droves of tourists, andlocal movers and shakers, includingsociety weddings, birthday celebra-tions of the well-to-do, and publicissues fundraisers and functions.

After hotel attacks in Pakistan,Jordan, Afghanistan and Mumbai,India, the search for communica-tions technology has reached a newlevel among those owning andmanaging those facilities. Threats todiplomatic targets persist, many ofwhich have been hardened, and hasmorphed over to internationalhotels.

New Building Safety Codes

The global vision of futurebuildings – especially tall structures– includes their being increasinglyresistant to fire, more easilyevacuated in emergencies, and saferoverall. New, comprehensivebuilding and fire code changes wereapproved recently by the Interna-tional Code Council (ICC) andrecommended by the U.S. Depart-ment of Commerce’s NationalInstitute of Standards and Technol-ogy.

Changes were based on studiesdone about the challenge of the9/11 World Trade Center evacua-tion – as well as on similar findings,through the years, of evaluations ofevacuations during tall buildingdisasters and transportation acci-dents. One of the requirements is tomake exit path markings moreprevalent and more visible, alongwith ensuring effective coveragethroughout a building for emer-gency responder radio communica-tions.

Meanwhile, the inventors andtechnologists at Lightstep Limitedof Belfast, Northern Ireland, havebeen working on a system forcommunicating with building, busand train occupants to ease theirsafe and secure exit and evacuationfrom such incidents, rooted in anyand all hazards. Their work waspresented at the recent FloridaInstitute of Technology’s GlobalCenter for Preparedness 2ndAnnual Conference on NationalPreparedness, December, 2008, inMelbourne, Florida.

In its simplest, straightforwardapproach, it is a Highly IntelligentEvacuation System that uses LEDlighting in its design to ease evacua-tion, including a PathFinder, aguidance system developed forinstallation in floors and stairways.Also, they have designed anExitFinder, which projects emer-gency messaging based on a lightingsystem that is not dependent on theelectrical system of a building orvehicle. There is also a DoorFinderand a HallFinder (CorridorFinder),all for use in blackout situations.

All of these technologies areintegrated with intelligent automaticactivation. With each and everysensor unit continually in communi-cation, if one aspect fails, theremaining sensors take over so thatvisibility is never compromised,even in heavy smoke.

Conclusion

With all of these leading agen-cies, organizations and companiesdoing their part to improve commu-nications during emergencies forresponders and all affected people,a safer and more secure environ-ment is guaranteed. Going forwardwith more robust communicationssystems and taking these efforts tothe next level is a challenge widelyand gladly accepted by emergencymanagers.

10


November 25, 2008, 0933hours, Municipality ofMurrysville Business District,Westmoreland County, Pennsylva-nia – A high pressure transmissionline carrying gasoline ruptured,creating a gasoline “geyser” thatsprayed an estimated 10,000-12,000 gallons of gasoline 75 to100 feet into the air and environ-ment before the rupture wasstopped, almost an hour after theincident began.

At 0939 hours, MurrysvilleFire established an on-scene Incident Command

Post and quickly transitioned toUnified Command (UC). The UCmaintained constant communicationwith the County Department ofPublic Safety’s (DPS) 9-1-1Center. Several miles away, at 0945hours, the Municipality ofMurrysville opened its EmergencyOperations Center (EOC) and fullystaffed it by 1041 hours. The DPSIncident Response Team (IRT) andits Mobile Command and Commu-nications Center (MCCC) arrivedon scene at 1049 hours and imme-diately went operational, providinglogistics and public informationsupport to the UC. The county alsostaffed the county EOC with awatch team.

Three Basic Principles forEffective EM Communications

These five entities – UC,Murrysville EOC, DPS MCCC,DPS 9-1-1 Center and DPS EOC –employed three basic principlesthroughout the 12-hour event toestablish, operate and maintaineffective emergency managementcommunications:

Maximize the use of allavailable means of communica-tions;

Establish and maintain a“common operating picture”; and

Practice “the will to commu-nicate.”

The Will to CommunicateBy Rich Matason, Executive Director, Westmoreland County (PA) Dept. of Public Safety

UC/EOC personnel must beaware of and employ all means ofcommunications available at theincident scene. Radio is one means.Other available means includelandline, cellular, VOIP and satellitetelephones; wireless computerconnectivity; vehicular and footmessenger; or any combination ofthese.

During the Murrysville event,county fire departments, policedepartments, emergency medicalservice agencies, and the countyhazardous materials response teamrelied heavily on radio communica-tions over Westmoreland County’sfour-year-old, highly reliable,county-wide 800 MHz digitaltrunked radio system. Concur-rently, UC and EOC personnelmonitoring operational radiotransmissions from their locationsreceived continuous real-timeinformation on actions being takenand when.

The County IRT employed theMCCC’s wireless telephone andInternet-connected computers andfield 9-1-1 telecommunicationscapabilities throughout the event.County IRT personnel repeatedlyused wireless telephone to coordi-nate with the many media represen-tatives at the scene. They alsoemployed Nextel “direct-connect”to coordinate foam acquisition fromArnold Palmer Regional Airport andto coordinate with the media. Someactions required face-to-facecommunication. For example,Murrysville Police needed to driveto the local school district complexin the affected area to order anevacuation of their buildings to asafer location.

Need for a Common OperatingPicture by All Entities Involved

A “common operating picture”means that all incident and emer-gency management entities can seeand assess the same incidentinformation in real-time. Emer-

gency managers at the Murrysvilleincident gained a good sense ofoccurring events by monitoring theradio. Radio transmissions, how-ever, detailed just part of thepicture. Westmoreland County andits local jurisdictions also use anInternet-based incident manage-ment program called KnowledgeCenter, developed by SSI, Inc.Knowledge Center allows emer-gency personnel to manage thevarious aspects of an event and tolog and document, in real-time, allof the major actions taken byemergency managers and respond-ers participating in the event.

9-1-1 Center telecommunicatorsand supervisors, county EOCwatch team personnel, the MCCCIRT, the Murrysville EOC staff, theUC, and emergency personnel fromsurrounding counties posted 190separate Knowledge Center logentries during the event, all of themin real time. Emergency manage-ment personnel who were loggedon to the Knowledge Center knewexactly what was happening,regardless of their physical location.For example, emergency managersin the Region 13 Task Force area,which includes 13 counties insouthwestern Pennsylvania and theCity of Pittsburgh, were able tomonitor the events from their homecounties as they developed, andwere able to communicate withpersonnel working the incident inMurrysville, by reading and postingentries into the Knowledge Center.This capability afforded everyoneworking the incident, and thoseobserving the incident from afar, atrue common operating picture inreal time.

Conclusion

“The will to communicate” is themind-set that incident command/emergency management personnelmust practice in order to get critical


11


Communication, coordination and collaboration arecritical to effective

emergency management. All levelsof government and the privatesector continue to look for ways toimprove the “Three Cs” as thenation struggles to meet prepared-ness goals.

Under the management of theFederal Emergency ManagementAgency (FEMA), the DisasterManagement (DM) E-Gov initiativestrives to meet the U.S. need forbetter communications by stressinginformation sharing and enhancedservices for citizens and theemergency management commu-nity, including first responders atthe local, tribal, state and federallevels. One of its prime goals thispast year has been the enhance-ment of disaster managementeffectiveness through various inter-active discussion forums, e-maillists, and Disaster Help.gov andDisaster Management Web sites asthe program advances the followingDM initiatives:

Disaster ManagementInteroperability Services (DMIS)Desktop Tools.

DM Open Platform forEmergency Networks (OPEN).

Practitioner-driven Emer-gency Messaging Standards Initia-tive.

DisasterHelp.gov Web site(public side).

The Disaster ManagementProgram was built upon input andrequirements provided by emer-gency management stakeholders,and the program continues to relyheavily on communication andexchange with the emergencymanagement community. Regularinteraction with practitioners fromall levels of the program – state,local and tribal – is most evident inthe DMIS and DM OPEN compo-

Collaboration Is Key to Resolving Communications IssuesBy Avagene Moore, CEM, President, Emergency Information Infrastructure Partnership, and

Diane Samuels, Stakeholder Relations, FEMA Disaster Management Team

nents of the DM Program.As advances in technology

increase our dependence on voice,data, image, and video sharing,interoperability – the ability for twoor more organizations to communi-cate and share information –continues to be a key issue for ournation’s emergency responseorganizations. A comprehensivesystem satisfying the procedural,human factors and organizationalconsiderations of all organizations ispresently nonexistent.

Open Source Software andStandards Development

A sensible strategy would utilizeopen source software, openstandards development, and aframework to overcome communi-cation and interoperability barriers.Such a strategy would leveragetechnological improvements foroverall impact, making it cost-effective too.

FEMA’s Disaster Managementteam recently proposed this type ofstrategy in a Joint DMIS andOPEN Special Interest Groups(SIG) session. The DisasterManagement framework as envi-sioned provides a platform toleverage existing solutions with newcomponents for enterprise-wideand national data interoperability. Itaddresses design issues that oftenundermine the functionality ofmany systems already in use,limiting organizational communica-tions.

The Disaster Management Teamis working closely with emergencymanagement organizations, othergovernment agencies and vendorsto gather feedback on the proposedsolution. The presentation explainsthe types of problems the frame-work addresses. There are dia-grams showing how the proposed

solution communicates from end-user to the back-end services usinga variety of applications, interfacesand services. A recording of thepresentation and slides are availableon the FEMA Disaster Manage-ment Web site at www.disasterhelp.gov/disastermanagement. Com-ments, suggestions and questionsare welcome.

Of special interest to emergencymanagers is the current FEMA andNational Weather Service (NWS)coordination to improve communi-cation and warning services foremergency managers and theirjurisdictions. In April 2009, NWSwill launch the All-Hazards Emer-gency Message Collection System(HazCollect) to collect and effi-ciently distribute non-weatheremergency messages (NWEMs)through the NWS disseminationinfrastructure, NOAA WeatherRadio All Hazards, other nationalsystems, and the Emergency AlertSystem (EAS). See www.weather.gov/os/hazcollect/. Part ofthe coordination between theFEMA DM Program and the NWSHazCollect Program is the develop-ment of a Web-based NWEMStraining program designed foremergency managers and otherwarning authorities.

To originate NWEMs, emer-gency managers will use thedesktop client of FEMA’s DisasterManagement InteroperabilityServices (DMIS) or other commer-cial or government (COTS/GOTS/MOTS)1 incident managementsoftware applications to write andsend text messages. OnceHazCollect is operational, any localemergency manager or warningauthority wanting to use theHazCollect system will go througha double registration and vettingprocess.

To establish a DMIS Collabora-tive Operations Group (COG) or anOPEN Interface, register with


1 A COTS (commercial off-the-shelf) product is one that is used as-is. A MOTS (either modifiedor modifiable off-the-shelf, or military off-the-shelf, depending on the context) product is typicallya COTS product whose source code can be modified. A GOTS (government off-the-shelf) productis typically developed by the technical staff of the government agency for which it is created.

12


Impending changes to the U.S.Emergency Alert System(EAS) present a unique, yet

challenging opportunity for emer-gency managers to improve publicnotification in times of emergency.Much attention has been paid toacceptance by the Federal Commu-nications Commission (FCC) of theCommon Alert Protocol (CAP),included in Part II of Title 47 of theU.S. Code of Federal Regulations.Yet other aspects of the comingEAS upgrade allow us opportunitiesto enhance our overall warningsystems.

Subpart D, Section 11.55 ofTitle 47 states that messages issuedat the state level must be treated inthe same fashion as a presidentialalert message. This gives thegovernor of a given state (or hisauthorized representative) thecapability of issuing an alert to thepeople of his or her state withoutasking for the voluntary complianceof the broadcasters in the state. Inthe past, participation in the EASsystem was voluntary at any levelwith the exception of a presiden-tially-issued alert, which has nevertaken place during an actualemergency since the inception ofthe system. Title 47 changes thatpolicy.

Time to Take a Closer Look

By requiring that we be able toreceive a CAP-formatted message,the FCC forces us to take a closerlook at our existing systems. ManyEAS systems have received little tono attention, other than requiredmaintenance, for many years. Thisis largely due to the “if it ain’tbroke, don’t fix it” mentality thatmany of us as emergency managersare forced to adopt, due to lack ofresources, lack of time, lack ofunderstanding, or a combination ofall of the above.

Perhaps the most significantopportunity that presents itselfthrough the coming new require-

Common Alert Protocol Offers Unique EM OpportunitiesBy Ward Noland, BSEM, State/Local Warning Specialist, EMAC Coordinator, Idaho Bureau of Homeland Security

ments is the chance to take a closerlook at our ability to notify thespecial needs population of ourjurisdiction. The EAS systemupgrade gives the manager theoccasion to study how to bestnotify the blind or visually im-paired, deaf or hard of hearing,wheelchair and/or bedboundpatient, and the non-Englishspeaking population of our commu-nities.

Devices exist that turn onflashing lights, vibrate pillows, callhome or cell phones, translateEnglish text into other languages –the list of available features seemsto be almost endless. If a personchooses, he/she soon will be able toreceive an emergency notificationon his/her PDA, pager, laptop,television, radio, satellite radio anddesktop computer simultaneously.The options available to theemergency manager are numerous,with your budget being the primaryfactor in just what capabilities thatyou choose to use.

EMPG Funds Can BeUtilized for Update of EAS

Alas, the green monster raises itsugly head at just the time that manyof us were contemplating our new,state-of-the-art alert systems andrealizing that yes, with a new andimproved EAS system, we coulddo a better job of notifying thepublic of impending or currentemergencies. But don’t despairquite yet; there is hope out there.Emergency Management Perfor-mance Grants (EMPGs), issued bythe Federal Emergency Manage-ment Agency (FEMA), can be usedto upgrade your EAS system.Rather than attempting to overhaulyour existing system all at once,perhaps a basic system can bepurchased during a given budgetyear, with the intention of addingfeatures in the future as fundsbecome available. We don’t have toreinvent the wheel; we simply may

have to add some new and im-proved capabilities to what alreadyexists.

Conclusion

FEMA is expected to formallyadopt CAP in Spring 2009. Then,under Title 47, a 180-day compli-ance clock begins to tick. Take thecoming changes to the EAS systemnot as another unfunded mandate,but as an opportunity to betterserve the citizens who look to usfor guidance and help before,during and after a disaster.

Will to Communicate(continued from page 10)

information to those who need it bywhatever communications meansare available – radio, telephone,Internet or messenger. Incidentcommand/emergency managementpersonnel who have “the will tocommunicate” will always find away to get the message through.

Maximizing the use of allavailable communications to createa common operating picture so thatemergency management andresponse personnel can see andreact to the response actions takento mitigate the incident, exemplifiesthe will to communicate. This is theessence of emergency managementcommunications.

emergency operations plan. Savethe Children is developing similarpartnerships across the country.

These are all strong first steps,but disasters won’t wait for us toget our act together. That’s why thework ahead of us remains as urgentas ever, for our children and for allof us.

Children’s Needs(continued from page 6)

13


14


Online social networkssuch as Facebook andMySpace are potentially

more than just a meeting groundfor individuals to interact andnetwork. Online social networks(OSN) are being explored for theirpotential to support the emergencydomain in all aspects of emergencymanagement: mitigation, prepara-tion, response and recovery. Thiswould be a one-stop shop where allemergency-affiliated entities cometogether as a network of networksspecifically to support the needs ofemergency professionals.

Uses of Existing Systems

Some emergency groups arealready taking advantage of existingsystems, although they are, for themost part, disconnected from oneanother even within the sameorganization. IAEM has numerousgroups on Facebook, includingstudent chapters and groups fromColorado and the John Jay Collegeof Criminal Justice. A number ofemergency groups recently havebeen established on LinkedIn tofacilitate the exchange of planningand exercise techniques andinformation. Members who havenot done so should explore some ofthe existing systems. This paradigmholds the potential to support moreimportant situations due to itsinherent capabilities.

As Hurricane Gustav ap-proached the Louisiana border,DHS officials reached out toMySpace and requested a fast-track disaster notification system.MySpace stepped up to the plateand provided functions that in-cluded finding dislocated victimsand providing an online trackingsystem for users. This helpedpeople keep track of their displacedrelatives and loved ones.

A study was conducted by thosein the field concerning using anOSN as a tool for emergency

The Potential for Social Networks in Emergency ManagementBy Connie White, Assistant Professor, Department of Emergency Administration & Management,

Arkansas Tech University, and Murray Turoff, Professor, New Jersey Institute of Technology

management. Students, 80% ofwhom were already practitioners,were asked to identify whichfunctionalities would be useful in anOSN for emergency management.Their top five choices were:

Sharing information. Communicating with others. Networking. Sharing documents, files and

other digital resources for all. Uploading videos and locating

experts (tie).

Benefits of OSN to EM

Users can share, distribute andcontribute to information. Lessonslearned and best practices could belocated in one place, with searchability, open for all to learn fromand critique. A digital resourcerepository could be built providingmembers with easily accessibleinformation.

The present uses of communica-tions in OSN are advantageous andprovide solutions for numerousproblems that can arise during theimmediate aftermath of an extremeevent. OSNs provide quick andinexpensive mass communicationability to large distributed groups.

There are numerous ways tocommunicate, given a mass orselect list mailing, notifications,posts to Walls and status messages.OSNs are easy to use and don’thave any problems with portability;anyone anywhere gets the samefeatures.

Peer-to-Peer Feedback

One major contribution is that anOSN provides peer-to-peer feed-back. Emergency managers feelisolated during disastrous events.Other seasoned and experiencedpractitioners could be there tocontribute their expertise andprovide support. Members canbuild and maintain or strengthenexisting relationships. This provides

more opportunities than the tradi-tional rolodex of business cards.

A committee of practitionersshould investigate the developmentof functions that could be useful tothe emergency community. Chatfeatures with experts could provebeneficial. Educational needs couldbe further met by providing tutori-als, offering classes and extendingresearch opportunities. Othertechnologies could be triggered,providing an alternative means ofdistributing information and manag-ing a situation using automation.OSNs can call/text your cell phonein the event of an emergency.Many universities are looking toOSNs, using them as emergencynotification systems.

Pictures and videos can beuploaded, helping efforts withbetter assessments. A vast amountof information could be providedby the public, given their ability tobe allowed to upload video, entertext, or voice audio reports. Thissort of mass local grassroots effortcould greatly reduce response timesby providing more specific informa-tion more quickly and directly tothose who need it most.

Concerns To Consider

There are obvious concerns.Information could be falsified.However, research shows that withmass collaboration, there is a self-correcting behavior to contradictbad information. Another area ofconcern is in the credibility orauthenticity of a user on thesystem. Are they who they say theyare? Should they be there? Privacyof the members of the networkcould be compromised. A big areaof concern is in the reliability of thetechnology and the security of theinformation exchanged.

A delay in the acceptance of thistechnology may be allayed by theemergence of younger people into


15


The famous (or infamous)SAFECOM Interoper-ability Continuum has

been updated this year to includedata interoperability, splitting thetechnology track between voice(radio) and data elements. Withrespect to the data elements, theContinuum ranges from file swap-ping at the lower end, to two-waystandards-based sharing at thehigher end.

The FY 2009 FEMAInteroperable CommunicationsGrant Program relies on the FY2009 SAFECOM RecommendedGrant Guidance for FederalPrograms for data interoperabilitystandards, now including thefollowing guidance:

“Grant funded systems, develop-mental activities, or services relatedto emergency response informationsharing should comply with theOASIS EDXL data messagingstandards. Compliance shouldinclude the OASIS EDXL CommonAlerting Protocol (CAP), version1.1 or latest version, and theOASIS EDXL Distribution Element(DE), version 1.0 or latest version.Systems should also comply withthe Hospital AVailability Exchange[EDXL-HAVE] and ResourceMessaging [EDXL-RM] standards,which are expected to be finalizedin late 2008.”

A not-for-profit consortium, theOrganization for the Advancementof Structured Information Stan-dards (OASIS) “advances standardsfor SOA [Service-oriented Archi-tecture], security, Web services,documents, e-commerce, govern-ment and law, localization, supplychains, XML processing, and otherareas of need identified by itsmembers.” The Emergency DataExchange Language (EDXL)standards are within the purview ofthe Emergency ManagementTechnical Committee (EM TC).

XML refers to ExtensibleMarkup Language. The EDXLstandards establish a set of com-

Communications: It’s Not Just VoiceBy Amy Sebring, Technical Projects Coordinator, Emergency Information Infrastructure Partnership

monly agreed upon tags for delimit-ing data elements in a mannersimilar to HTML tags. Otherwise,proprietary software applicationsthat comply with the standards cansend and receive emergency/disaster-related messages to andfrom each other.

The alerting protocol, CAP, hasbeen adopted internationally and isrelatively mature. The OASISEMTC is currently developing astandard application of CAP for theEmergency Alert System, referredto as the CAP EAS Profile. FEMAis expected to formally adopt CAPin the near future in support of theIntegrated Public Alert and WarningSystem (IPAWS) and the FederalCommunication Commission’sSecond Report and Order on theEmergency Alert System. Anotherstandard application of CAP willalso be used for the cell phone-based Commercial Mobile AlertSystem (CMAS) in the future.

The EDXL-DE standard pro-vides what can be thought of as anenvelope for routing other content.The latter standards, EDXL-HAVEand EDXL-RM, are designed to bepayload for EDXL-DE. Both havebeen formally adopted by OASISrecently, and are therefore rela-tively new.

U.S. Standards DevelopmentSupported by FEMA Funding

The U.S. Dept. of HomelandSecurity’s Science and TechnologyDirectorate, Office of InteroperableCommunications (OIC) supportsthe standards development processwith funding provided by theFEMA Disaster ManagementProgram. Emergency managementstakeholders provide input into theprocess through a PractitionerSteering Group. For the past year,this group has been working on anew messaging standard related toSituation Reporting (SitRep),expected to be submitted to OASISduring the first quarter of 2009.

Subsequently, an OASIS 60-dayreview and comment period will beannounced that will be open toanyone.

To determine whether a soft-ware application complies with theOASIS standards and NIMSprinciples, the NIMS SupportingTechnology Evaluation Program(NIMS STEP) performs testing tovalidate conformance, and pub-lishes the results on the ResponderKnowledge Base. CAP and EDXL-DE are part of the evaluationprotocol currently, with EDXL-HAVE and EDXL-RM expected tobe added in the coming year. (Seewww.nimsstep.org for furtherinformation.)

Significance for EM

What is the significance of theseactivities for emergency managers?

Now may be the time toreview Statewide CommunicationsInteroperability Plans to determinewhether they need to be updated toinclude data interoperability.Grant-funded local/regional projectsmust be consistent with statewideplans.

With respect to EDXL-RM,the resource messaging standard,the emergency managementcommunity can urge that thisstandard be incorporated intofurther development of the NIMSIncident Resource InventorySystem (IRIS), and future, stan-dards-compliant applications usedby members of the EmergencyManagement Assistance Compact(EMAC) to support inter-stateresource deployment.

Further developments in theuse of CAP for public warningshould be closely monitored by theemergency management commu-nity, especially the implementationof the CMAS system, which plansto severely limit the number ofcharacters available for warningmessages.


16


Communications Cost Money and LivesBy Cathy Carter Dempsey, FEMA Disaster Generalist, Huntsville, Alabama

Interoperable radio communi-cation during emergencies isessential to save lives and

protect property or natural re-sources. Seconds count whenpeople are depending on us, asemergency managers, to do what-ever will produce the most benefi-cial outcome. Lives are precious.Most of us think we cannot put aprice on human life, yet whencommunities make radio communi-cation choices based solely oncosts, then indeed a price tag hasbeen placed on someone’s life.

Sept. 11’s sad legacy includedthe communication gaps that costlives on that fatefully tragic day.New York City police officersreceived word the second tower ofthe World Trade Center was soonto collapse while firefighters nevergot that lifesaving message becausethey were using different radioequipment. Lack of radiointeroperability cost lives that daybecause New York did not spendmoney on necessary modern radioequipment, systems and training.Ask yourselves this: Are youdepending on stand-alone radiocommunication equipment incom-patible with nearby communities orincompatible with radio equipmentwithin your own jurisdiction? Ifthe answer is yes, then the bestinterests of public welfare are notbeing adequately addressed in yourcommunity.

Need To Share Data Securely

Emergency managers must beable to securely share data amongas many people as necessary,especially voice messages, in real-time as needed due to the nature ofcritical mission information.Ground line phones may be out ofservice, and/or cell phones andpersonal digital assistants may beunavailable, non-secure or over-loaded by panicked public use.Either way no one has time to dial,text or wait for connections, busysignals, or lengthy message tapes.

Internet access may be non-secure,down or overwhelmed due to theseverity of the disaster. Time is lostwhen messages must be conveyedby couriers. Investing in modernradio equipment that is inter-operable should be a top priorityfor all emergency managers.

Using different radio frequenciesmakes it impossible for respondersto communicate with each otherwhile using older radio equipment.There are newer radio products,called gateway interconnect de-vices, that are used to help facilitatelimited radio interoper-ability byreceiving a radio transmission onone particular frequency and thenautomatically retransmitting thesame message on another fre-quency so communicators canunderstand one another. Dispatch-ers sometimes act as the “middle-men” for communicators who areusing older radios by relayingcritical emergency informationbetween various radio operators ofdiffering systems, varieties ofmanufacturer’s radios, or frequen-cies. The time lost in these relaydelays has cost lives and property.

In my paid and volunteeremergency management work, Inoted how few times emergencypersonnel are encouraged to useradios on a daily basis to communi-cate. Different manufactured radioshave better or worse capabilities,depending on factors such aswhether or not they are being usedin buildings, or in urban versusrural settings. Radio preparednessshould include regular hands-onfamiliarity by daily or at leastfrequent use of interoperable radiosto determine which radio is best foreach location.

Taking the Initiative

Emergency managers need totake the initiative to make sure theirlocal, state and federal politiciansincrease funding for interoperableradio communications as soon aspossible. Make modern radio

communications a priority andencourage uniform standards forthe use of new radio technologyand equipment. Petty jealousy overwho has the best ideas or controlhas to fade away so emergencypersonnel may share in the controlof community-based communica-tion systems. It is difficult for thepublic to support funding if emer-gency managers do not makecitizens aware of the growing needto upgrade antiquated radio equip-ment and outdated training.

Tips for Emergency Managers

Here are 10 tips for emergencymanagers at all levels to use inorder to enjoin their stakeholders toimprove radio interoperability intheir communities:

Define your radio strengthsand weaknesses.

Discover what your firstresponders need.

Determine potential financialresources.

Define short-term goals andstrategies to improve radio inter-operability.

Define long-term goals andstrategies to improve radio inter-operability.

Discover how your jurisdic-tion will better coordinate withnearby jurisdictions.

Develop partnerships. Desire realistic expectations. Delineate the roles appointed

and elected officials may play in theplanning for radio interoperability inyour community.

Demand immediate attentionin your community to the lifesavingimportance of radio interoperability.

Conclusion

Costs should not be the deter-mining factor in interoperable radiocommunications selections ofequipment. With dedication anddetermination, emergency manag-ers can find a way to get what theircommunities need.

17


As a result of a perceivedneed by Mike Selves,CEM, IAEM Past

President, a committee was formedto assist IAEM-USA with respond-ing to the many requests theorganization receives for participa-tion in various standards andpractices efforts across the UnitedStates. As envisioned, the commit-tee will hopefully serve the organi-zation in two broad ways:

Through awareness of themany efforts that exist or areunderway, wisely help in theprioritization of IAEM’s involve-ment.

Keep the IAEM membershipinformed of the progress and valueof endeavors beneficial to theprofession.

The IAEM-USA Standards &Practices (S&P) Committee metduring the IAEM 2008 AnnualConference in Kansas City. Thegroup agreed that the best way tomove forward is to get a handle onwho in IAEM is currently servingon a committee or work group thatis developing or dealing withstandards of any kind. The pointalso was made that IAEM member-ship should be made aware of thevarious standards that impact them.The IAEM Web site, the IAEMBulletin and the annual conferenceprogram could serve as mecha-nisms to educate and engage theIAEM membership in standardswork and the importance of theoutcomes. IAEM membership canbenefit from regular reports fromIAEM members who are serving invarious capacities with organiza-tions that are developing standards.

The S&P Committee officiallyrecommended the following to theIAEM President and Board ofDirectors:

Directory of Standards. Thislisting would include all types ofstandards, with links and otherinformation, that are kept up-to-

Invitation to Work With theIAEM-USA Standards & Practices Committee

date and that reside on the IAEMWeb site or other easily accessiblesite.

Articles in the IAEMBulletin. The number of effortsunderway suggests that there isenough work being done that wecould use the newsletter to regu-larly feature an article on standards.

Composition/Membershipof the Standards & PracticesCommittee. IAEM-USA memberscurrently serving on variousstandards-related committees andgroups will be asked to serve on theIAEM-USA S&P Committee andassist in accomplishing the goals ofthe committee.

Committee Leadership

Russ Decker, CEM, IAEM-USAPresident, asked Dean Larson,Ph.D., CEM, and Avagene Moore,CEM, to co-chair the S&P Com-mittee for thecoming year. BillyZwerschke, CEM,will serve as S&PVice Chair.

Invitation to Serve

IAEM-USAmembers involvedwith various stan-dards programs areasked to stepforward, but anyonewishing to work withthis committee iswelcome to join.Please contact DeanLarson([email protected]),Avagene Moore([email protected])or Billy Zwersche([email protected])to express yourinterest and willing-ness to serve.

By Avagene Moore, CEM, Co-Chair,IAEM-USA Standards & Practices Committee

Collaboration(continued from page 11)

FEMA via the Disaster Manage-ment Web site and receive a DMCOG/DMIS Tools account.Download and install the DMISdesktop client. Register via theNOAA HazCollect Web site toreceive authorization to authorNWEMs. Once approved, theNWEM authoring tool is exposedas a sub-tool to the general DMISAlert Authoring Tool in thatNOAA-authorized COG only;NOAA completes the process witha Web tool and controls thisthrough their HazCollect Server.

NOTE: Any COTS/GOTS/MOTS incident managementapplications wishing to offer aHazCollect NWEM alert authoringtool must be CAP-enabled andinterfaced with DM OPEN. Theauthoring tool is not proprietary toDMIS.

Visit www.disasterhelp.gov/disastermanagement for furtherinformation about the FEMADisaster Management Program.

www.disasterhelp.gov/disastermanagement/




18


The February 2009 Online Bulletin

The extended online editionof the February 2009IAEM Bulletin includes

additional material beginning onPage 25. Download your copy inMembers Only at www.iaem.com.

IAEM New Member Listing,Dec. 16, 2008-Jan. 15, 2009.

“Sycuan Tribal EM Commu-nications,” by Robert S. Nelson,CEM, EFO, CFO, MPA, BattalionChief/Tribal EM Coordinator,Sycuan Band of the KumeyaayNation (Calif.) Fire Dept.

“Volunteer EmergencyCommunications,” by Herbert

The February 2009 Online Bulletin

Editor’s Note: The authorrecently presented a paper on“Achieving Interoperability in PublicSafety and Emergency ResponseIT/Communications Systems” at the2009 Pacific TelecommunicationsConference: Collaborating forChange: Strategies, Opportunitiesand Partnerships, held in Honolulu,Hawaii. The IAEM Editorial Com-mittee thanks the author for grantingpermission for us to publish hispaper as an online supplement tothis issue of the IAEM Bulletin. Thepaper was derived from AchievingInteroperability in Public Safetyand Response IT/CommunicationsSystems, forthcoming from ArtechHouse, Boston-London.

Abstract

Interoperability is a measure ofshared, trusted understanding thatdrives predictable collaborativeaction to achieve a common goal.

ABSTRACT...

Achieving Interoperability in Public Safety andEmergency Response IT/Communications Systems

By Robert I. Desourdis, Jr.,Science Applications International Corporation

Cole, CERT Instructor and IncidentCommander, San Ramon ValleyFire Protection District, andEmergency Coordinator for Train-ing, Contra Costa County Sheriff’sDepartment ARES/RACES Emer-gency Communications Group.

“Communications in aDisconnected Environment,” byScott P. Lewis, CEM, FPEM, TaskForce Leader, Pathfinders IncidentManagement Team.

“Communications in EM: Stilla Long Way to Go,” by EdwardMinyard, CCM, Partner, AccentureTechnology Consulting.

“Communications andResponse to One of the DeadliestCrashes in Florida,” by Marian E.Mosser, Ph.D., Professor, CapellaUniversity, Minneapolis, Minn.

“EM Data InteroperabilityFramework,” by Lee Tincher,Consultant, Disaster Managemente-Gov Initiative, Department ofHomeland Security.

Special PDF Supplement:“Achieving Interoperability inPublic Safety and EmergencyResponse IT/CommunicationsSystems,” by Robert I. Desourdis,Jr., SAIC. (See abstract below.)

EM Practitioner ArticlesAdded to IAEMOnline Collection

The following new articleshave been added to thesearchable online collection

of EM Practitioner Articles inmembers only at www.iaem.com.The EM Practitioner Articlescollection was created by the IAEMEditorial Work Group to collect andpreserve information of value toIAEM members.

“Improving the Current DHSCapabilities Framework,” by DanW. McGowan. This master’s thesis,written for the Naval PostgraduateSchool, discusses the results of anational survey completed by manyIAEM-USA members.

“Managing the Crisis Throughthe Eyes of the Media: Avoiding theSecond Tragedy – This One aPublic Relations Fiasco, by DavidE. Leiva, City of Kenner, LouisianaOffice of Public Information andEmergency Preparedness.

Complete details on articlesubmissions and guidelines can befound on the IAEM Bulletin Webpage at www.iaem.com/Bulletin.Please read the guidelines beforesubmitting your article to DeanLarson, Ph.D., CEM, EditorialWork Group Vice Chair,[email protected].

Failed technological interoperability(e.g., radio interoperability) is notthe root cause for failedinteroperability as a whole – it is asymptom of the disease and not thedisease itself. The nature ofdeficiencies in public safety andemergency response IT/communi-cation systems today are identicalto those documented in the con-gressional report investigating thesuccessful Japanese surprise attackon the U.S. Pacific Fleet at PearlHarbor in December 1941. Thispaper identifies the fundamentalinformation-sharing deficienciesresulting in failed interoperability. Itthen presents a dual top-down/bottom-up approach for mitigatingand eliminating these deficiencies,creating – for the first time – adocumented best practices, infor-mation-sharing architecture acrossall public safety and emergencyresponse organizations.

The Updated CEM® Study Guide: Answers toCommonly Asked Questions About the CEM® Exam

~ download at www.iaem.com/CEM ~

www.iaem.com

www.iaem.com/CEM


19


Social Networks(continued from page 14)

the workforce. This is a systemmore likely to be used by theyounger generation, who grew upwith Nintendo and the Internet, andwho more readily embrace newtechnology.

Wikimapia is already being usedby some local EM professionals toallow others in local government –

and citizens – to contribute to andmaintain a local GIS-type databaseof potential hazard sites andresource sites for various types ofdisasters. What we see is thephenomena that people will adaptsoftware to applications it wasnever designed for if the applicationis valuable to the users.

The lesson to be learned is thatcurrent OSN software is missingtools and functionality that wouldmake the adaptation a lot easier andmore effective. One such area isthe incorporation of group voting todiscover disagreements for discus-sion and resolution, and the abilityto evaluate new documents fortheir relevance to practitioners interms of setting user-controlledrecommender capabilities. All theseare obvious extensions for socialnetwork software to be able toserve communities of practicessuch as those represented byIAEM. Our community needs tomake known to the suppliers whattheir needs are as they evolve overtime, and some sort of member’sonline committee should be estab-lished to do so.

How to Nominate a NewIAEM Award CategoryEach year IAEM recognizes

excellence in the emergencymanagement field through theIAEM Awards Competition. Theprogram and judging process areoverseen by the IAEM Awards &Recognition Work Group. A Callfor Entries for the IAEM AwardsCompetition will be announced inlate Spring 2009.

Do you think that a new awardcategory should be added to thosethat were offered last year? If so,now is the time to make youropinion known. The IAEM-GlobalBoard recently approved a formalnominating procedure for newaward categories.

Complete details and an officialnew award category nominationform have been posted on theIAEM Web site. Nominations mustbe received by Mar. 1, 2009, to beconsidered for the 2009 Awards.Visit the IAEM Web site atwww.iaem.com/Awards to learnmore and to download a nomina-tion form.

Not Just Voice(continued from page 15)

The emergency managementcommunity should participate in theOASIS SitRep review process,when announced, to ensure thenew standard meets its needs.

Finally, if the emergencymanagement community wishes tomake progress toward achieving theupper end of the Continuum, tomore fully support coordination andcollaboration, the importance ofdata interoperability should becommunicated to applicationproviders.

www.iaem.com/Awards

20


EM News

EM Resources FEMA Launches New Web

Site for Disaster Victims. TheU.S. Federal EmergencyMangement Agency has introduceda new user-friendly Web site,DisasterAssistance.gov, developedto ease the frustration felt bydisaster victims obligated to searchthrough multiple federal programsto find aid. The site will centralizethe application process for federaldisaster assistance.

European Civil Protectionto Hold Feb. 5 Information Dayon How to Prepare ProposalsUnder the Civil ProtectionFinancial Instrument. TheDirectorate-General for Environ-ment of the European Commission(Civil Protection Unit) will hold anInformation Day Feb. 5 in Brusselson “How to Prepare ProposalsUnder the Civil Protection FinancialInstrument.” The aim of theInformation Day is to providepotential applicants with usefulinformation on how to prepareproposals to be submitted under thenext calls for proposals and calls fortender in 2009 under the CivilProtection Financial Instrument.

Learn more at http://ec.europa.eu/environment/civil/infoday_2009.htm.

FEMA Releases NationalDisaster Housing Strategy. TheFederal Emergency ManagementAgency has released the NationalDisaster Housing Strategy toprovide federal partners and stateand local governments with afoundational toolbox that wouldsummarize, for the first time in asingle document, the many shelter-ing and housing capabilities,principles and policies that guideand inform the disaster housingprogram. Learn more at www.iaem.com/publications/news/EMNews.htm#FEMA19Jan2009.

National Hazards CenterAnnounces Call for Applicationsfor Mary Fran Myers Scholar-ship. The Mary Fran MyersScholarship Committee is nowaccepting applications for 2009scholarship awards. Scholarshiprecipients will receive financialsupport allowing them to attend the2009 Natural Hazards Researchand Applications Workshop inBroomfield, Colorado, July 15-18,2009. Scholarships can cover partor all of transportation, meals andworkshop registration costs.

Details are posted at www.colorado.edu/hazards/awards/myers-scholarship.html.

Ready Campaign LaunchesSocial Media Initiative. The U.S.Dept. of Homeland Security ReadyCampaign, in partnership with TheAdvertising Council, has introduceda series of new social media toolsto further engage Americans intaking steps to prepare for emer-gencies. Learn about the newinteractive tools at http://ready.adcouncil.org/beprepared/.

Recent FEMA ReportsAvailable. These reports havebeen posted at www.iaem.com/committees/governmentaffairs:

♦ The FEMA 2009 PresidentialTransition Binder is a 238-pagereport prepared by FEMA during2008 to present to the new Admin-istration.

♦ FEMA’s Federal Prepared-ness Report, a 130-page reportsubmitted to Congress on Jan. 26,is the first comprehensive review ofthe combined efforts of federal,state, local, tribal and territorialhomeland security partners over thepast five years.

FEMA Annual Accomplish-ments Fact Sheet Available. Theannual FEMA fact sheet on theagency’s major activities andaccomplishments is posted at

www.dhs.gov/xnews/releases/pr_1229609413187.shtm.

NEMA Publishes 35thAnniversary Web Page. TheNational Emergency ManagementAssociation has published its 35thAnniversary Web Page to acknowl-edge those who have contributed toNEMA and provided leadershipalong the way, and to chronicle thedefining moments in NEMA’shistory. See www.nemaweb.org/?2972.

Web Version of CDC’sPublic Health Emergency Re-sponse Guide for State, Localand Tribal Public Health Offi-cials Released. Contextware, Inc.,recently announced the release ofan all-Web version of the Centerfor Disease Control’s (CDC)Emergency Response Guide.Originally released by CDC in hardcopy and PDF, Contextwareconverted the 65-page guide into astep-by-step, easy-to-navigate Webversion available free to registeredusers, with an enhanced versionwith additional resources availablefor subscription. Learn more atwww.contextware.com/solution/emergency_response.html.

IAEM Member Featured inArkansas Hospitals Magazine

The Winter 2009 issue of theArkansas Hospitals magazinefeatures an article by NancyRobertson Cook, “Hospital Emer-gency Preparedness ManagersFocus on Collaboration and Com-munication.” This article discussesthe three Arkansas hospitals thatprovide a full-time emergencypreparedness manager, includingIAEM-USA Region 6 Vice Presi-dent Doug Brown, EM Coordina-tor, Arkansas Children’s Hospital,Little Rock, Arkansas. Read thearticle at www.arkhospitals.org/arkhospmagpdf/AHAWinter09.pdf.

http://ec.europa.eu/environment/civil/infoday_2009.htm

www.iaem.com/publications/news/EMNews.htm#FEMA19Jan2009

www.colorado.edu/hazards/awards/myers-scholarship.html

www.arkhospitals.org/arkhospmagpdf/AHAWinter09.pdf

www.disasterassistance.gov

http://ready.adcouncil.org/beprepared/

www.iaem.com/committees/GovernmentAffairs

www.dhs.gov/xnews/releases/pr_1229809413187

www.nemaweb.org/?2972

www.contextware.com/solution/emergency_response.html

21


Push your mind. Advance your career.

Join Wayne and 30,000 of his civilian and military classmates who are pursuing bachelor’s and master’s degrees online.

Degree programs in national security, emergency management, public administration, international relations, business, and more.

Specialized courses in emergency management and public law have helped me understand the complexities in Homeland Security/FEMA plans. As a result, my company more effi ciently responds to those affected by devastation. The disaster management program certainly adds to my credibility.

My education clearly sets me apart.

Wayne Odachowski Principal, Infi nity Restoration

Student, Emergency and Disaster Management

www.apus.edu or 877.777.9081LEARN MORE AT

American Military UniversityAmerican Public UniversityAPU

Member News

Rosanna Briggs and Arthur Rabjohn Namedas Fellows in UK’s Emergency Planning Society.Congratulations to IAEM members Rosanna Briggs andArthur Rabjohn, CEM, who have achieved Fellowstatus in the UK’s Emergency Planning Society. Thestatus of Fellow is achieved by peer assessment of aContinued Professional Development package to theBoard of the EPS. Contributions to the EPS, professionand local activities are all evaluated, along with experi-ence, membership, training and contributions to publi-cations.

Briggs is the Deputy County Emergency PlanningOfficer with Essex County Council, a UK county witha population of more than 1.6 million people. Rabjohnis IAEM-Global Board Chairman and R3 Manager(Europe and Africa), WorleyParsons.

Rick Cox Named as Chief of HawesvilleVolunteer Fire Department. IAEM-Global BusinessDirector and IAEM-USA Treasurer Rick Cox, CEM,has been named to the position of Chief of theHawesville Volunteer Fire Department, a small munici-pal department in Hancock County, Kentucky. Addi-tionally, Cox serves as President of the Green RiverFirefighters Association, an eight-county associationthat supports the 68 Green River fire departments innorthwest Kentucky.

E-mail news items to IAEM Bulletin EditorKaren Thompson, [email protected].

2008 IAEM Award Winner Contributesto Successful Response Efforts Following

Jan. 15 Airline Crash in Hudson RiverNew Jersey’s EMS-USCG Sector NY activated its

Port Security EMS Response Plan for the first timefollowing the Jan. 15 US Airways emergency landing inthe Hudson River. The response plan previously hadbeen recognized by an IAEM 2008 Certificate of Meritin the Interagency Disaster Preparedness Awardcategory. IAEM member Henry Cortacans, CEM, StatePlanner, Urban Areas Securities Initiative, EMS TaskForce, reports that the plan was a huge success.

“Local, county and state officials here in New Jerseyare very excited it existed and worked very well,” saidCortacans. “The local EMS responders followed theplan (which already identified areas of operation,staging, casualty collection points). County and stateofficials mobilized 10 ambulance strike teams andnumerous medevac aircraft, which were organized anddeployed in an expeditious manner. EMS resourceswere forward deployed for various areas of operation –I can go on and on. It worked very well. We ended upwith 58 patients from the aircraft on the New Jerseyside.”

IAEM-USA Executive Director Beth Armstrongconveyed IAEM’s congratulations, stating, “We are soproud of your efforts. The nation and the worldapplaud your successful work to protect lives fromdisaster.”


22


The IAEM Store features online sales of IAEM logomerchandise, including men’s and women’s PortAuthority® fleece vests in a wide range of sizes andcolors. Embroidered with the IAEM logo and the words“International Association of Emergency Managers,”these washable R-Tek™ fleece vests offer lightweightwarmth that is soft, comfortable and stylish. Women’sPolartek Vest: $35, including shipping.

Stay warm this winterand support IAEM.

Shop the IAEM Store online atwww.iaem.com/store.

SHOW YOUR PRIDE IN IAEM...

IAEM Program ManagerMary Ackleson models

the IAEM women’spolartek vest.

The following CEM® PrepCourse and CEM® Exam offeringsare scheduled for March 2009.Complete details and registrationcan be found at www.iaem.com/certification/CEMPrepCourse.htm.

Mar. 7, 2009: CEM® PrepCourse and CEM® Exam, heldduring the 3rd National EmergencyManagement Summit, RenaissanceWashington DC Hotel, 999 NinthSt. NW, Washington, DC, 8:00a.m.-3:00 p.m. Instructor: RussDecker, CEM, IAEM-USA Presi-dent, and Director, Office ofHomeland Security and EmergencyManagement, Allen County (OH).

Mar. 17, 2009 and Mar. 18,2009: CEM® Exam, held during theNational Joint Emergency Pre-paredness Liaison Officer (EPLO)Workshop, Mar. 15-17, 2009, atLoews Lake Las Vegas Resort,Henderson, Nevada. The exam willbe offered twice, at 6:30-8:30 p.m.on both Mar. 17 and Mar. 18,2009.

CEM® Prep Course &Exam OfferingsAll current IAEM members can

now print their official IAEMmembership certificates directlyfrom the IAEM Web site atwww.iaem.com.

From the left-side navigation,run your cursor over MembersOnly, and select Members Menu.

From the Members Menu,click on the fifth item in the right-hand column called MembershipCertificate.

Or you can go straight to the ·Membership Certificate page athttps://members.iaem.com/members_online/members/certificate.asp.

Print Your IAEM Membership Certificate Enter your name in the field

provided, and click on the buttoncalled Search for Certificate.

You will see a list of choicesfor the current IAEM membershipyear (2008-2009), as well as thetwo previous membership years ifyou were also a member duringthose years.

Select a membership year,and then follow the printing instruc-tions at the top of the page.

Only membership certificatesfrom 2006 and after are availablefor printing online.

IAEM-USA MembersCommented on the NIMSVoluntary Standards for theCredentialing of Personnel. TheFederal Emergency ManagementAgency issued a notice in theFederal Register, asking for com-ments on the Voluntary PrivateSector Accreditation and Certifica-tion Preparedness Program. TheFederal Register notice describedelements of the program, theconsultation that has taken placeand will take place with the privatesector, and sought additionalrecommendations in a number ofareas, including preparedness

standards that the DHS shouldadopt, both initially and in thefuture. IAEM-USA membercomments were collated by ShaneStovall, CEM, Co-Chair, IAEM-USA Public-Private PartnershipCommittee.

IAEM Offers Assistance toNew State Association. IAEM-USA Region 1 President BruceLockwood, CEM, attended theJanuary meeting of the newlyformed Rhode Island Association ofEmergency Managers inPawtucket, R.I. Bruce offered theassistance of IAEM as the associa-tion moves forward, in addition topresenting the benefits of IAEMmembership. Charles Miller, EMDirector for Glocester, R.I., won aone-year membership to IAEM.

(continued from page 1)

IAEM-USA Region 1 PresidentBruce Lockwood, CEM (left),with Rhode Island Associationof Emergency ManagersPresident Bob Howe, at theJanuary meeting of the newstate association, held inPawtucket, Rhode Island.

Working for You

www.iaem.com

https://members.iaem.com/members_online/members/certificate.asp

www.iaem.com/certification/CEMPrepCourse.htm

www.iaem.com/Store

23


Feb. 12-13 Disaster Control for Business Continuity, Johannesburg,South Africa, supported by IAEM-International.

Feb. 23 Mass Casualty Preparedness & Response Forum, “MissionIntegration and Megacommunity Approaches in an All-Hazards Environment,” Washington, DC, supported byIAEM-USA, 20% discount for IAEM members.

Feb. 23-24 8th Annual EM Conference, Wellington, New Zealand,supported by IAEM-Oceania.

Mar. 4-6 3rd National EM Summit, Washington, DC, supported byIAEM-USA. IAEM CEM Prep Course/Exam scheduledfor Mar. 7, 2008.

Mar. 17 & 18 Two CEM® Exam Offerings are scheduled during theNational Joint Emergency Preparedness Liaison OfficerWorkshop, Mar. 15-17, 2009, Henderson, NV.

Mar. 23-24 7th Annual National Security Australia, Sydney, Australia,supported by IAEM-Oceania.

May 10-13 ISCRAM 6th International Conference on InformationSystems for Crisis Response & Management, Göteborg,Sweden, supported by IAEM-Europa.

May 11-13 ERES 2009 7th International Conference on EarthquakeResistant Engineering Structures, Cyprus, supported byIAEM-Europa.

May 18-19 17th Annual Conference of NVOAD (National VoluntaryOrganizations Active in Disaster), Salt Lake City, UT.

May 18-21 National Hydrologic Warning Countil 8th Conference &Exposition, Vail Colorado.

May 28 National Association for Search & Rescue: 2009 NationalSearch & Rescue Conference, Little, AR.

June 4-6 IAEM-USA 2008 Mid-Year Meeting, Emergency Man-agement Institute, Emmitsburg, MD.

June 7-12 Association of State Floodplain Managers AnnualCconference, Orlando, FL.

June 8-11 NFPA 2009 Conference & Expo, Chicago, IL.June 21-24 19th World Conference on Disaster Management, Toronto,

ON, Canada, IAEM member registration fee discount,supported by IAEM.

June 22-24 Hands-on Network 2009 National Conference on Volun-teering & Service, San Francisco, CA.

July 1-3 Conference on Safety & Security Engineering, Rome Italy,supported by IAEM-Europa.

Aug. 9-12 National Conference on Community Preparedness,hosted by FEMA’s Community Preparedness Division &IAEM-USA, Arlington, VA. (See Page 24 for details.)

Sept. 23-25 1st International Conference on Disaster Management &Human Health, New Forest, UK, supported by IAEM-Europa.

Oct. 23 National Safety Council: 2009 Congress/Expo, Orlando, FLOct. 31- IAEM-USA 57th Annual Conference & EMEX 2009: Nov. 5 “Emergency Management USA: United We Stand,” Or-

lando, FL, www.iaem.com/Conference.Nov. 24-25 Emergency Services Show 2009: Improving Emergency

Response, Stoneleigh Park, Coventry, England, supportedby IAEM-Europa.

EM CalendarVisit www.iaem.com/calendar for detailson these and other EM events of interest.

IAEM BulletinCall for Articles:

Research to Practice

The IAEM Editorial WorkGroup is looking forarticles for the next special

focus issue of the IAEM Bulletinon Research to Practice. Thisissue will focus on innovation andnew ideas that are put into practice.We especially want to hear frompractitioners who have put researchinto practice, not just researcherswho have great ideas. Also, howhave you taken a lesson learnedfrom some event and applied it to adifferent situation, circumstance,event or organization?

Please keep your articles under750 words, and e-mail articles toBulletin Editor Karen Thompson [email protected] no later thanApril 10, 2009. Please read theauthor’s guidelines on our Web sitebefore submitting your article.Remember, the IAEM Bulletin ispublished monthly, and we alwayswelcome articles of general interestto our readers.

Photos taken by Flashes Photog-raphy at the IAEM 2008 AnnualConference in Kansas City willremain online until Feb. 20, 2009.

Go to this URL: http://flashesphotography.morephotos.com/mp_client/pictures.asp

Scroll down the page to the fivefolders marked “IAEM 1” through“IAEM 5.”

Click on one of the folders. Enter the password: hero Then click on the link that says

“View all photos.” You will seethumbnails of all photos in thatfolder.

Click on a photo to see a largerimage and price options for thephotos you wish to purchase.

Return to the link above to lookat the photos in the other IAEMfolders.

IAEM 2008 AnnualConference Photos

www.iaem.com/Calendar

www.iaem.com/Bulletin


http://flashesphotography.morephotos.com/mp_client/pictures.asp

24

February 2009 Online EditionIAEM Bulletin

The Kumeyaay people havelived in the southernCalifornia area for more

than 10,000 years. Sycuan has hada fire department for nearly 35years, a police department for morethan 20 years, and a disasterpreparedness program for abouteight years. During the last 40years, our Tribe has faced fires,floods, winds and earthquakes. Thetwo worst events to strike Sycuanwere the 175,000-acre Laguna Fireof 1970, and the 300,000-acreCedar Fire of 2003. Tribes withcasinos are unique in that they haveall the services of a major city, buthave a smaller resident populationwith a large number of visitingcustomers, all of whom must beprotected 24 hours a day.

Sycuan Tribal EM Communications ProgressBy Robert S. Nelson, CEM, EFO, CFO, MPA, MCJ, Battalion Chief/

Tribal Emergency Management Coordinator, Sycuan Band of theKumeyaay Nation (California) – Fire Department

During disasters or other majorevents, everyone needs to have theability to communicate, be theyworking in administration, police,fire, public works, medical, CERTgroups, the EOC, and even daycare centers. The events of 9/11showed this nation that interoper-ability and poor communicationscan cost lives. Post-event critiquesalways list communications prob-lems in their reviews, yet wecontinue to have this recurringproblem. Why ?

Following the disastrous 2003Cedar Fire, Sycuan’s Tribal chair-man pushed to establish the TribalCERT program, which now has 11team’s; upgrade our EmergencyOperations Plan; and develop aprimary Emergency Operations

2009 National Conference on Community Preparedness“The Power of Citizen Corps” | www.iaem.com/NCCP2009.htm

Aug. 9-12, 2009 ~ Hyatt Regency Crystal City Hotel, Arlington, Virginia

The 2009 National Confer-ence on CommunityPreparedness is being

hosted jointly by FEMA’s Commu-nity Preparedness Division andIAEM on Aug. 9-12, 2009, at theHyatt Regency Crystal City Hotelin Arlington, Virginia. The confer-ence is open to all who are inter-ested in making their communitiessafer, stronger and better preparedfor all types of hazards.

NCCP 2009 will bring togetherapproximately 600 state and localelected officials, emergencymanagement, fire and policeservices, public health and emer-gency medical services, non-governmental organizations, privatebusiness and industry, advocacygroups, and members of the public.Attendees at the 2009 NationalConference on Community Pre-paredness will:

♦ Share best practices oncollaborative emergency planning.

♦ Discuss preparedness outreachand education for targeted popula-tions.

♦ Learn innovative approachesto funding.

♦ Hear updates on FederalEmergency Management Agencyinitiatives.

♦ Get updates on findings fromcitizen preparedness research.

♦ Hear about successful trainingand exercises.

♦ Share volunteer managementpractices.

♦ Network with other CitizenCorps participants.

Call for Presenters. Theconference planning team iscurrently soliciting proposals forpresenters, and encourages submis-sions from Citizen Corps members,

partners and others who areinterested in sharing their experi-ences with increasing communitypreparedness. Call for Presenterssubmissions are due by Mar. 2,2009.Download the submission form:www.iaem.com/NCCP2009.htm

Hotel Reservations. To bookrooms at the Hyatt Regency CrystalCity Hotel, call 703-418-1234 or800-0233-1234 and reference“NCCP” to secure the $165 single/$190 double rate (or prevailingfederal per diem rate). These rateswill be honored until July 19,2009, or until the NCCP block issold out, whichever occurs first.

Exhibitor and sponsorshipopportunities are available. Forinformation, contact Clay Tyeryar,IAEM Deputy Executive Director,at [email protected].

Center (EOC) with two alternateEOC facilities. The one keyelement that came out of thesechanges was to improve communi-cations.

The first step was to purchasemore than 25 satellite phones.Next, with the assistance of oursecurity communications coordina-tor, a 16-channel radio system wasdeveloped that enables all servicesto communicate with each other,operations and command throughmountain-top repeaters, tacticalchannels for all CERT groups, andthe ability for those in the EOC toreach everyone. Finally, ourdispatch center has the ability topatch different channels together,so that everyone can talk as if theywere on the same frequency.

www.iaem.com/NCCP2009.htm

www.iaem.com/NCCP2009.htm


25



Emergency Communications(EmComm) is the lifebloodof any professional inci-

dent response. But what happenswhen Emergency Communicationsinfrastructure is destroyed orseverely damaged, leaving profes-sional responders with limited or nocommunications ability? When allelse fails, consider volunteeremergency communications.

Background

The San Ramon Valley FireProtection district is located some30 miles east of San Francisco,California and encompasses over155 suburban square miles ofrolling hills, oak and pine forest,and interior valley grasslands. Thedistrict is responsible for a popula-tion in excess of 160,000 and is theprimary disaster response entitywithin southern Contra CostaCounty. At any given time, thereare approximately 60 professionalfirst responders on duty (both fireand law enforcement). This worksout to 2,667 persons for everyprofessional first responder. Toaddress the obvious need fortrained human resources in a large-

Volunteer Emergency CommunicationsBy Herbert Cole, CERT Instructor and Incident Commander, San Ramon Valley FireProtection District, and Emergency Coordinator for Training, Contra Costa County

Sheriff ’s Department ARES/RACES Emergency Communications Group

scale emergency event, the firedistrict has trained more than 500volunteer Community EmergencyResponse Team (CERT) members.The majority of these CERTvolunteers are sworn CaliforniaState Disaster Service Workers,and they provide a ready pool oftrained personnel to supplement thephysical response needs of thedistrict. Divided geographically intolocal teams, each CERT team isoverseen by an assigned CERTincident commander who reports tothe fire district CERT coordinator.The CERT coordinator is a swornfire officer who works in the firedistrict Emergency OperationsCenter (EOC). In the event of alarge earthquake (the primarymission of district CERT teams),each CERT incident commanderestablishes and activates theirrespective incident command post,and establishes communicationswith the district CERT coordinator.In the event of a broad communi-cations outage, or the implementa-tion of GETS or WPS by localauthorities, the CERT teams areleft without any viable means ofcommunicating with the EOC. Thisis where volunteer emergency

communications using trainedamateur radio operators and trainedneighborhood FRS/GMRS commu-nications networks can be benefi-cial in support of not only volunteerCERT operations, but also profes-sional response operations. As youwill see, this grassroots approach toEmComm not only helps to getimportant tactical message trafficthrough, but also acts as a “forcemultiplier,” enhancing professionalresponse operations.

An All Volunteer EmergencyCommunications Force

The year 1952 saw the creationof the Radio Amateur Civil Emer-gency Service (RACES) by theFederal Communications Commis-sion. The primary purpose ofRACES was to provide radiocommunications using amateurradio operators and frequencies insupport of the U.S. government inthe aftermath of a Soviet nuclearattack. While the Soviet threat haslong since passed, RACES contin-ues to provide vital emergencycommunications for local, state andfederal agencies. Administered byFEMA through local and regionalauthorities as an official govern-ment emergency communicationsresource, RACES shares thelimelight with the privately sanc-tioned ARES, one of the oldestemergency communicationsresources in the world. The Ama-teur Radio Emergency Service(ARES) is administered through theAmateur Radio Relay League, aprivate organization that representsthe interests of licensed amateurradio operators throughout theUnited States. Under a Statementof Affiliation (SoA) with theFederal Emergency ManagementAgency (FEMA), ARES is a CitizenCorps affiliate program and pro-

26


Communications in a Disconnected EnvironmentBy Scott P. Lewis, CEM, FPEM, Task Force Leader, Pathfinders Incident Management Team

How can emergencymanagers use affordable,rugged, flip cell phones

for rapidly collecting windshielddamage assessment and humanneed assessments when all cellservice is destroyed in a manmadeor natural disaster? Our Task Forcefound just such a solution, and nowhas 100 cell phones that took lessthan 30 minutes to train with andcost our unit peanuts to operate.When cell towers are up, thesystem works like a regular phonewith a robust tracking system withall sorts of data collection monitors.

Hurricane Ike saw the use ofsome of the latest technologyavailable, and one mobile commu-nications’ solution our team used iscalled Pathfinders, named after aTask Force dating back to 1999Hurricane Floyd. With no power,no cell towers, no Internet and nofancy, expensive satellite solutions,Pathfinders Task Force (PTF) Ikewas able to use its team’s flip cellphones to gather vital informationand relay it to the local EmergencyOperations Center for quickevaluation in one of Texas hardesthit areas. With 19 feet of stormsurge, the challenges were many,but the phones performed theirtasks seamlessly and the resultswere remarkable.

Follow-up to KatrinaLessons Learned

The mobile software technologywas developed for our Pathfinders’Incident Management Team (IMT)in a follow-up to the LessonsLearned from Katrina where126,000 homebound survivors injust 14 days were visited by crewsusing Garmin GPS units, with noreal documentation or communica-tions capability. Since then andduring the development phase, asimple, flip phone was selected forthe team because the phones wereboth rugged and very affordablecompared to expensive and fragile

PDA’s, which also had a muchmore complicated learning curvefor trainees. Ike was our first testof the system in a real disaster.

Rapid Training, Fast Results

In Ike, we were able to rapidlytrain volunteers who never hadseen the software solution in lessthan 30 minutes. In Ike’s totallydisconnected environment and onthe first day of operations, we hadsix crews with three people eachgeocoded and time/date stamped4,400 rapid damage assessmentsusing cell phones. The maps anddata collected by the cell phoneswere vividly displayed in the localEOC. For the next six days,hundreds of volunteers went door-to-door with the 100 cell phones,collecting human needs assessmentinformation for thousands of Ikesurvivors at their doorways – withthe cell towers still down. Thecommunication system was de-signed to let the team’s cell phonesdownload by blue tooth to thePathfinder base’s servers. How-ever, our Information TechnologySection was able to have all 100phones communicating with normallaptops by Day Three of our Ikeresponse and with no connectivityat all.

Information Collectedand Analyzed

We designed the software toprompt the user through a series ofchecklists on the phones when he/she visits a home to determine thewelfare of the survivors and whatrelief they need. The volunteerenters information on the phoneusing drop-down boxes on 20+questions that target household andspecial needs. The information isgeocoded and time-stamped usingthe GPS data, so a follow-up crewcan be sent immediately if needed.In addition to automated checklists,information can be entered in

comment spaces via a text mes-sage. For instance, when a volun-teer arrives at a house and asurvivor is safe and well, there is abox with this option for them tocheck. When checked, the volun-teer enters the name, address andphone number of the survivor.Once the volunteer has entered theappropriate information for ahousehold, he simply presses a“submit and save” box on thephone before moving on to the nextsite. Pie chart snapshots thensummarize thousands of data fieldsin easily reviewable form.

The new technology also addsfeatures which allow for enhancedExcel spreadsheet documentation,much of which will serve inmitigating future disasters, as a hostof agencies are able to analyze andmanipulate the data collected fromimpact zones. During trainingsessions and in Ike response, weeasily customized questionnaires onthe phones to collect community-specific data that can be used formitigation, as well as for analysis,not to mention FEMA’s requestsfor documentation.

To Learn More

Visit our not for profit’s Website, www.theeagleswingsfoundation.org, to see how our taskforce has taken advantage of thiscutting edge technology to supportour operations.

Showcase your products andservices at EMEX 2009, the top

emergency management andhomeland security expo –

Visit www.emex.org

www.theeagleswingsfoundation.org

www.emex.org

27


Communications and Response toOne of the Deadliest Crashes in Florida

By Marian E. Mosser, PhD, rofessor Capella University, Minneapolis, Minnesota, andFormer Division of Emergency Management Region 4 Coordinator for the State of Florida


Scenario/Event

This response to a “realworld” catastrophic eventincluded several accident

sites, multiple injuries and vehicularfires. Interstate 4, Polk County,Florida, near Orlando, was com-pletely blocked, a main east-westthoroughfare. Twenty-eight agen-cies responded from state, countyand municipalities, approximately300 first responders, to a fire/rescue mission that transitioned to acrash investigation. The purpose ofthis article is to examine the eventresponse and identify communica-tions strengths and concerns as ameans of sharing post-event lessonslearned.

Communications interoperabilityis key to public safety agencies(police, fire, EMS) and serviceagencies (public works, transporta-tion, hospitals) to save lives andproperty, whether talking within orto other agencies/jurisdictions viaradio and associated communica-tions systems, exchanging voice,data and/or video with one anotheron demand, or in real time.

Major Communication Strengths

The major communicationstrengths during the response were:

The Polk County EOC wasoperating and communicatingwithin 30 minutes of first notifica-tion to provide support and coordi-nation.

The deployment of two stateregional coordinators allowed for acontinuous flow of critical informa-tion among multi-jurisdictionalemergency responders, agenciesand government officials during theresponse operation in compliancewith National Incident ManagementSystem (NIMS).

Timely communication fromPolk County EOC allowed for the

establishment of two separatestaging areas, which facilitateddeployment of resources to theaccident scene.

As the weather cleared, thePolk County Sheriff’s helicopterwas able to gather information frompersonal observation and from themedia aircraft and pass this to thecommanders on the ground.

The recently upgrade of Polk,Lake, Orange and Osceola countiesto all operate on one radio net 800mhz radio system allowed inter-operability of communications.

Communications was en-hanced by the use of ThermalImaging Cameras (TIC) to identifyvehicles and individuals that couldnot be seen with the naked eye.Firefighters were able to use theTIC to see through the dense foglocating survivors.

Communications consisted ofguiding responder vehicles alongthe shoulder of the road just to findthe accident scene.

Areas of Concern

The major communication areasof concern, with recommendationsduring the response, included:

The creation of two commandposts initially did not allow commu-nication systems from one area tooperate on one radio channel. Thesecond site operated on anotherchannel, leading to confusingreports from first responders. Itwas recommended that communi-cation protocols be established formulti-site responses and thatstandardized channels be estab-lished for MCI events, so that anyresponder will know to turn to aspecific channel to communicate.

There were many instanceswhere the NEXTEL systemoverloaded and shut down. It wasrecommended that communicationspriorities for first responders be

examined and that respondersshould receive training on radiodiscipline and keeping communica-tions short and to the point.

In the early hours of thisresponse, two incident commandscreated duplicate communicationrequests for resources. It wasrecommended that one unifiedcommand be established as soon aspossible to eliminate redundancy.

Regional coordinators’Blackberry cell phones did notwork due to overload of celltowers. It was recommended thatstate responders receive prioritycommunication status.

The initial notification pageand/or e-mail sent to many localresponders was not received. It wasrecommended that a plan bedeveloped to ensure responderreceipt of an alert message.

Some regional rosters werenot current, and some agencies didnot receive direct notification. Itwas recommended that emergencyresponse rosters be updated duringa monthly communications test.

SOP/SOG establishes require-ments relating for a JIC or fusioninformation center at the commandpost.

Conclusion

The multi-jurisdictional responsewas a fully integrated response ofmultiple agencies conducted inabsolutely horrific conditions,where it was impossible for re-sponders to see beyond the hoodsof their response vehicles. Fire, lawenforcement and emergencymedical services personnel commu-nicated and coordinated to reach acrash site, where many times theywalked within feet of damagedvehicles or injured motorists andonly knew that because of sound.

28


By Edward Minyard, CCM, Partner, Accenture Technology Consulting

Communications in Emergency Management:Still a Long Way to Go

In recent months, the worldhas seen the havoc wreakedby natural disasters such as

Hurricanes Gustav and Ike, Mid-western fFloods and, around theworld, earthquakes and civil unrest.We’ve seen how communicationsinfrastructure can be destroyed orbecome inoperable, severelylimiting the ability to share informa-tion and coordinate response andrecovery. These occurrences havemade us all realize how important itis to have emergency preparednessand response plans in place, andhow important communications arein those processes.

Ineffective CommunicationsImpact Response and Recovery

Increased dependencies onelectronic communications haveraised the ante for how state andlocal governments prepare forevents that compromise thesecommunications. For example,when communications infrastruc-ture is destroyed or inoperable, itimpacts the entire response andrecovery effort and renders eventhe most simple steps, like dis-patching and tracking emergencypersonnel, ineffective. Further-more, the mission of public safetyhas increased emphasis on jointoperations and joint task forces,thus increasing the need forinteroperability.

These Issues Still Exist

In a Sept. 19, 2005 WashingtonPost editorial, Senators JohnMcCain and Joseph Lieberman,asked, “With all the technologyinnovations of recent years, how isit that first responders, those wedepend on when disaster strikes,are still unable to adequatelycommunicate with each otherduring an emergency, while we are

able to watch the crisis unfold onour television sets?” These issuesstill exist: State and local govern-ment cannot effectively respond toa disaster scenario when thedisaster compromises standardcommunications equipment. When“outside agencies” (EMAC / IMT)show up, integrating their commu-nications remains a challenge.

Technologies and TheirPitfalls: A Brief Discussion

Interoperability is the world’slongest four-letter word. Never wasthe problem of interoperabilitymore defined than after the attackson 9/11. While there are an ever-increasing number of “solutions” tothe problem, there is no widely-adopted, overarching standard inplace. And very few well-writtenprotocols exist for deployment ofthese solutions. There is so muchto be written about this, we’ll saveit for another article.

Since Hurricane Katrina, therehas been a significant increase inthe acquisition and deployment ofsatellite-based communicationssystems across the United States.While that’s a good thing, there arestill numerous fundamental issuesto be considered. These systemsare only as good as the carrier thatsupports them and the technicalarchitecture behind them. Truth betold, large groups of these systems,when deployed, are contending forthe same satellite bandwidth.We’ve witnessed severe degrada-tion in functionality as a result ofthis issue.

Some Suggestions

Ask your service providerwhether you have dedicated orshared bandwidth. If shared, withwhom? You don’t want to loseyour bandwidth in an emergency

because a media company haspreemptive rights to your transpon-der.

Ask about the level of techni-cal support you can expect, 7/24/365. Experience has shown us thatsome carriers have less-then-stellartech support on off-peak shifts.Disasters don’t have a clock.

Test, test, test! Test at allhours of the day and on holidaysand weekends. Run your systems,and test your applications overthem.

Lessons LearnedFrom Experience

Develop a comprehensiveset of protocols. The greatestchallenge in the use of emergencycommunications technology,regardless of its type, is not thetechnology itself but a lack ofprotocols for its use.

Think out of the box.Assume that the infrastructureyou’re counting on won’t be there,and make plans for having asubstitute infrastructure

Take your locality intoaccount. Different geographies willpose different challenges.

Don’t forget the big picture.Every major city should have an“instant infrastructure” capability –comprising technology, people andprocesses.

Secure communications arecritical to consistent and accurateinformation flow from the person-nel running an emergency responseoperation. A compromised commu-nications infrastructure could leadto misinformation that makes therecovery efforts more complicatedor, in the worst case, more danger-ous. In our experience, most stateand local entities have a ways to goin developing a comprehensivestrategy in this regard.


29


By Lee Tincher, Consultant, Disaster Management e-Gov Initiative, Department of Homeland Security

Emergency Management Data Interoperability Framework

The holiday season wasvery enjoyable for me. Allof my adult kids made it

home from their burgeoning careersand scholastic ventures. As I sataround and held those meaningfulconversations one has at this stageof parenting, I noticed that thedisinterest associated with the “teenyears” was rapidly disappearing –at least somewhat. I was receivingfull eye contact and even conversa-tional interaction. All of this wasoccurring with my daughter, now21, while she had her SmartPhonein her right hand and was “texting”without even looking at the screen.Well, at least it was an improve-ment.

Instead of being upset, I startedto get interested about the functionssuch a device provides. My daugh-ter and son were more than happyto show me all of the cool socialnetworking tools they had on theirSmartPhones. These devicescontain automatic FaceBookupdates that read GPS coordinatesand provide that information toyour friends, conversation toolssuch as texting, and much more.

I immediately thought of ourfirst responders and the functionsthese devices could bring to thefield. I am certain that much of thisis done within specific pockets ofresponse teams, such as a localrescue squad, but what about thebroader implications of interactionsoutside of their known socialnetwork? How could somethinglike this be used for onsite events,incidents and disasters? Theseimportant factors could be sharedimmediately:

Who is on site? Who is in charge? What resources are needed,

or have been requested?Most of this information is

obtained at the incident location viaword of mouth or radio, with radiochatter distracting from what may

be important situational informa-tion.

We have all been told about themagic of technology coming ourway to handle every conceivablecommunications need. Much of thisis offered on a “pay for service”model and doesn’t meet the needsif all of our neighbors are not usingthe same service. In addition, theneeds of the normal rescue squadresponse in Enterprise, Alabama,differ completely from those ofNew York City. So is there no one-stop solution?

On Jan. 7, 2009, I attended aJoint Disaster ManagementInteroperability Service (DMIS)/Open Platform for EmergencyNetworks (OPEN) briefing. Theseprograms are not new, and theyhave been moved around thefederal government several times,most recently back to FEMA. Imust admit that I did not expect toreceive much from this briefing,given the struggles associated withthese programs over their history. Iwas pleasantly surprised, and evena little excited, by the informationpresented.

FEMA is proposing a frameworkfor computer applications anddevice tools. The idea is to provideservices that anyone can use toshare these various types ofinformation exchanges. This can bein the form of vendor-suppliedapplications, free software devel-oped for this purpose, or even in-house developed tools. Theseapplications can take advantage ofcommon tools that will allow themto communicatewith each other.

Is this a distantfuture vision?No. Some ofthese functionsalready exist inthe OPENplatform, al-though it heavily

focuses on alerting. FEMA haschosen to rapidly roll out thesecapabilities by “phasing” releases.The first Initial Operating Capabil-ity (IOC) for the framework istargeted for Sept. 30, 2009. TheIOC promises the basic structuresand essential core functionality.

DMIS and OPEN have alwaysbeen early and strong adapters ofdata standards, specifically theEmergency Data Exchange Lan-guage (EDXL) – for specifics seewww.oasis-open.org – but this is atrue implementation of exchangebeyond the conceptualinteroperability standards.

There is much more detailedinformation and a copy of thebriefing I mentioned at the DMISand OPEN Special Interest GroupWeb site at www.disasterhelp.gov/disastermanagement. You may evenwish to join these groups in orderto keep up with the “now movingtrain.” Enrollment is free.

So now I look down at the brandnew BlackBerry Bold I got forChristmas (the iPhone was toodigitally challenging for me – inother words, my digits are too largeto operate it). Instead of wonderingwhat I can do with a device thatonce was only a phone and e-mailclient to me, I dream of the upcom-ing applications that could beutilized on this device before itreaches its need for upgrade in ayear or two.

For questions or comments,please e-mail Lee Tincher [email protected].

Is your company a new IAEM Affiliate Member?Contact IAEM Bulletin Editor Karen Thompson

at [email protected] to get detailsabout placing an Affiliate Member profile

in the IAEM Bulletin.

IAEM NEW AFFILIATEMEMBER PROFILES



30


Volunteer(continued from page 25)

vides emergency communicationsin support of Citizen Corps pro-grams such as CERT.

An Integrated EmComm Model

As noted earlier, volunteeremergency communication re-sources can be extremely beneficialto the volunteer groups they serveas well as professional responders.An integrated volunteer EmCommmodel that uses volunteer commu-nications resources provides notonly the obvious communicationselement to a response, but effec-tively increases damage assessmentcapability over a wide area, while atthe same time reducing the timenecessary to gather damage assess-ments for the given area in contrastto a professional only response.

The key to the IntegratedVolunteer EmComm model isbottom-up information flow.Beginning with neighborhood FRS/GMRS radio operators trained invisible damage assessment andfeeding this information into theCERT Incident Command Posts,the incident commanders candevelop a picture of the damage intheir immediate area of responsibil-

ity and make decisions as to howbest to deploy their local CERTresources. This information is thenpassed up to the CERT Coordina-tor at the EOC via ARES orRACES EmComm volunteers. Theinformation passed from the field isthen used by the CERT Coordina-tor to initiate the deployment ofprofessional resources to thoseareas beyond the capability of theCERT response, and to redeployCERT resources as needed. Inaddition to CERT to EOC commu-nications, ARES/RACES operatorsworking in the EOC can passinformation to the county Office ofEmergency Services (OES) shouldtraditional means of communica-tions be overloaded or destroyed,and from the county OES to theregional or state OES as necessary.

Conclusion

EmComm is vital to the re-sponse phase of any large-scaleemergency. Limited professionalresources, along with marginalized,congested or destroyed agencycommunications systems, can leavejurisdictions scrambling for adesperately needed emergencycommunications solution. As theARES motto states,” When all elsefails,” consider volunteers for youremergency communications needs.

With an event of this magnitude, itis impossible to replicate communi-cations and response in a trainingenvironment. However, it isstrongly recommended that anyonewho may read this article considerwhat the requirements would be toshut down a major interstate andwho has the authority/responsibilityin such an event. Consider emer-gency responder communicationsand how equipment will functionamong agencies. What would bethe effect of thousands of vehiclespassing through the small towns?Communication is key during acrisis and should be a top priorityfor public safety agencies.

Links to Photos

http://www.wftv.com/news/15009810/detail.html

http://www.wesh.com/image/15009835/detail.html picture

http://www2.tbo.com/static/special_reports_news/tbocom-special-reports-news-i-4-fog-crash/

http://snap.tbo.com/photos/index.php?id=1822941

Deadly Florida Crash(continued from page 27)

Conclusion

Clearly, the need for survivable,rapidly-deployable communicationssystems is recognized and under-stood by emergency managers.But caution is advised whenacquiring and implementing thosesolutions. Like any technologydeployment, don’t buy “tech fortech’s sake.” Analyze your needs,understand the technology, andpilot the technology with your

A Long Way to Go(continued from page 28)

applications. Then, if it all seems tofit, develop solid protocols for theuse of that technology (and traineveryone on those protocols).There are enough surprises in thisindustry – no need to create ourown.

THE IAEM BULLETINThe IAEM Bulletin is a benefit of membership in theInternational Association of Emergency Managers.

The IAEM Bulletin is in its 26th year ofproviding news and resources for IAEM members.

The past 10 years are available onlinefor Members Only at www.iaem.com.

31


Please join us in welcoming these new IAEM members.

New Members: Dec. 16, 2008-Jan. 16 2009


IAEM-ASIA

Gideon F. For-mukwai, CEMSingapore

Siu Keung HoHong Kong

IAEM-CANADA

Ian L. BoughtonWinnipeg, MB

Christopher R. FoersterLondon, ON

Katherine Forgaard-PullenLittle Britain, ON

Kristi A. JacquesBrandon, MB

Sarosh JamalMississauga, ON

Sgt. Michael William SelfEdmonton, AB

Sara M. WalshVictoria, BC

IAEM-EUROPA

Patrick M. BourkeBray, County Wicklow,Ireland

Stephen ElliottWegberg, Germany

Paulo MedeirosPonta Delgada, Portugal

Dott. Antonio PuccinelliFlorence, Italy

IAEM-INTERNATIONAL

Mohannad A. AfeefJeddah, Saudi Arabia

Dr. Juan Manuel FragaQueretaro, Mexico

IAEM-OCEANIA

Craig BeavenSummer Hill, PalmerstonNorth, New Zealand

Dean ColvilleSummer Hill, PalmerstonNorth, New Zealand

Peter J. KaraNelson, New Zealand

Robert SchradersSummer Hill, PalmerstonNorth, New Zealand

IAEM STUDENT COUNCIL

Christopher J. BarberaGermantown, MD

Miriam S. BelblidiaPittsburgh, PA

Richard BeseauOverland Park, KS

Dana A. FlynnPlymouth, MA

James D. GarlitsPeru, IN

Jubenal W. GonzalezSouth Windsor, CT

Brandon GreenbergArlington, VA

Eliza M. GregoryBoston, MA

L.V. Pokey HarrisChilhowie, VA

Jarrett F. HeffnerRochester, NY

Tim J.S. HeisePayson, UT

Semeria HillLittle Rock, AR

Georgina M. MarinQueen Creek, AZ

William M. MartinEast Bridgewater, MA

Shari M. McPhersonBremerton, WA

Paul A. MikitaNorth Brunswick, NJ

John C. NelsonWhite Lake, MI

Allison A. SakaraPittsburgh, PA

Chad M. SappBradley, IL

Joseph R. SchmitOlympia, WA

Tim StreetBloomington, IN

Melissa A. StuartMedfield, MA

Benjamin A. SwigNew Orleans, LA

Kyle A. WardConcord, NC

IAEM-USA

IAEM-USA Region 1

Greg HodgdonSt. Albans, VT

Donald McGoughBoston, MA

William P. SturgeonPittsfield, MA

Laura N. WilliamsBoston, MA

IAEM-USA Region 2

Ron SanasacFreehold, NJ

James E. SeguineAsbury, NJ

Name Title

Organization Recruited by

Mailing Address

City/state/zip

Phone/fax E-mail (if available)

I WANT TO BECOME A MEMBER OF IAEM.Individual Members: $170 IAEM-USA, $100 IAEM-Canada, $83 IAEM-Oceania, $80 IAEM-Europa, $80 IAEM-Asia,$50 other non-U.S. Student Members: $25 Affiliate Members: $795 Join online today at www.iaem.comOr...mail this completed form with with your check to: IAEM, 201 Park Washington Court, Falls Church, VA 22046

I can’t join now, but I would like to receive more information on the benefits of IAEM membership.

32


New Members(continued from page 31)

Theresa BouchardOrlando, FL

Arlene G. CrowOrlando, FL

Derwin L. DanielsDecatur, GA

Keith B. DenningFt. Myers, FL

Reginald D. FreemanDouglasville, GA

Linda L. WatermanNorth Miami Beach, FL

Royce WoodruffFlowery Branch, GA

IAEM-USA Region 5

Howard D. CashAnn Arbor, MI

Jeffrey B. EvansMuncie, IN

Gary A. Fried, CEMRed Wing, MN

Deborah C. HansenKnox, IN

Diane K. MackIndianapolis, IN

IAEM-USA Region 6

Rick AntonisseArlington, TX

Douglas B. AshbySan Antonio, TX

Arthur B. CantrellLittle Rock, AR

Lt Col Craig J. Christenson,CEMSeguin, TX

James R. CorneliusAmarillo, TX

Wayne CoxDallas, TX

Lindsey DrouetHouston, TX

Capt Rose R. Duryea, MAPonchatoula, LA

Robert M. EiserlohNew Orleans, LA

Thomas E. FletcherSan Antonio, TX

Anthony Deano MoranPort Allen, LA

Larry MousseauHouston, TX

David WadeHouston, TX

Bill WheelerHouston, TX

IAEM-USA Region 7

Chris GregersonLeavenworth, KSSponsor: "RobertGoldhammer, CEM

Lynn P. MaximukKansas City, MO

IAEM-USA Region 3

Marnie BallArlington, VA

Andrew R. HowerPhiladelphia, PA

John KirbyBaltimore, MD

Claire LazarusWashington, DC

Craig D. OlsonQuantico, VA

Anita TallaricoVienna, VA

Nathan WeinmanWashington, DC

IAEM-USA Region 4

Michael D. BeallGreenville, SC

Randy A. RossOnawa, IA

IAEM-USA Region 8

COL (R) Floyd DavisColorado Springs, CO

Joshua D. KeownCastle Rock, CO

Felix AcevedoNorth Las Vegas, NV

IAEM-USA Region 9

Brigid A. BatyLos Angeles, CA

Michael A. DonaheReno, NV

Lorenzo M. GigliottiSouth Lake Tahoe, CA

Dewey D. HortonBuckeye, AZ

Carl JohnsonBuckeye, AZ

Larry W. MastermanWeaverville, CA

David W. PlanceSan Diego, CA

Michael A. RamirezTustin, CA

Sarah Layton WallaceOakland, CA

IAEM-USA Region 10

Rosemary Gentry, CEMSalem, OR

Elenka JarolimekSeattle, WA

Steve ReinbrechtSeattle, WA

Sandra R. RollinsMoscow, ID

LTC Ari ScheinAPO, AE

Oct. 31-Nov. 5, 2009Orange County Convention Center

Rosen Centre HotelOrlando, Florida, USA

The IAEM-USA Annual Conference provides a forum forcurrent trends and topics, information about the latesttools and technology in emergency management andhomeland security, and advances IAEM committee work.Sessions encourage stakeholders at all levels ofgovernment, the private sector, public health and relatedprofessions to exchange ideas on collaborating toprotect lives and property from disaster. If you are anemergency manager, homeland security official, firstresponse coordinator, private industry risk manager orcontingency planner, you will not want to miss the IAEM-USA 57th Annual Conference & EMEX 2009.

Plan now to attend!www.iaem.com/

Conference

www.iaem.com/Conference

iaem: working for you - edward minyard

Documents