expect the unexpected! …and the expected!

NAFA Fleet Management Seminar-- Module #1

Fleet Organization & Responsibilities -Rev-5 1

Expect the Unexpected!…And the Expected!

Preparing For Disasters

City of Beverly Hills Office of Emergency Management (310)285-1025

PURPOSE

To encourage disaster planning. To increase one’s knowledge of th di t l ithe disaster planning process.To provide information that can be taken back and implemented.

Definitions: Definitions: EmergencyEmergency

An unplanned event that can cause death/injuries to employees, customers, and/or can shut down or disrupt

ti h i l/ i t loperations, cause physical/environmental damage or threaten the facilities in the structure or public image.



Definitions: Disaster

A Disaster occurs when a disruption reaches p

such that there are injuries, deaths, or property

damage and when a disruption affects many or

all of the community’s essential functions.

THINGS WILL BE DIFFERENT ON D-DAY

Organizations will be differentSchedules will be differentLanguages will beLanguages will be differentYour job may be differentYou may work with people you don’t know.Your home situation may be upset

THINGS WILL BE THINGS WILL BE DIFFERENT ON DDIFFERENT ON D--DAYDAY

OR You might do actually what you do OR You might do actually what you do now, with increase work load, with now, with increase work load, with less resources in less time and withless resources in less time and withless resources, in less time, and with less resources, in less time, and with more stress.more stress.

It is important to know what to do and It is important to know what to do and how to do it.how to do it.



PROGRAMSEmergency Management/Business Continuity Programs/Plans Identifying ThreatsPlanning When No One Else Does!

GOALS

Protect life, save property & environment.

Control and direct emergency operations

Continue government operations

Rapidly resume key services

P t t th i iP t t th i i

GOALSGOALS

Protect the remaining resourcesProtect the remaining resources

Coordinate operations with others Coordinate operations with others

Accurate documentation for cost recoveryAccurate documentation for cost recovery



Mitigation & PreventionMitigation & Prevention

P H A S E S

PreparednessPreparedness

ResponseResponse

RecoveryRecovery

1. Take out a piece of paper.2. Divide into four spaces (one

for each of the Emergency Management phases), leaving some room at the bottom of the paper.

3. As we review each phase,3. As we review each phase, write down one goal for each category that you will complete within the next 6 months upon returning to work.

4. At the bottom of your paper, write down a personal goal for preparing yourself and your family for an emergency.

MitigationMitigation

Miti ti f H dMiti ti f H dMitigation of HazardsMitigation of Hazards

Employee Life Safety IssuesEmployee Life Safety Issues



PREPAREDNESS

Community Preparedness 3 to 7 days

Our Preparedness Is No Different– What do we need to do in our

workplaces to prepare to be on our own, without outside help, for 3 to 7 days?

PREPAREDNESS

Employee Family PreparednessEmployee Work P dPreparednessWhat is My Role? When do I respond? Where do I report? What do I bring? How will I be notified? What’s required?



PREPAREDNESS

Identifying Critical, Essential and Routine Services

Maintain Key Vehicles & Equipment atMaintain Key Vehicles & Equipment at High Level of Readiness

Maintenance and Repair Facility: Ensure that your shop can withstand a Major Disaster (essential facility status)

PREPAREDNESSPREPAREDNESS

Parts: Ensure that enough quantity of Parts: Ensure that enough quantity of critical parts are on hand to support critical parts are on hand to support the initial phase of the recovery the initial phase of the recovery operationoperationoperationoperation

Fuel: Establish an onFuel: Establish an on--handhand--quantity quantity threshold that is sufficient to support threshold that is sufficient to support the initial phase of the recovery the initial phase of the recovery operationoperation

PREPAREDNESSPREPAREDNESS

Fuel LogFuel Log

Always >½ tankAlways >½ tank

Key AccessKey Access

EmployeesEmployees



PP LL AA NN SSREAD! WRITE!READ! WRITE!Understand StructureUnderstand StructureUnderstand Where You Fit InUnderstand Where You Fit In

Hazard Mitigation PlanHazard Mitigation PlanEmergency Operations PlanEmergency Operations PlanDepartment Operation PlanDepartment Operation Plan

To achieve To achieve recovery recovery from anfrom anemergency emergency

PP LL AA NN SS

…and…andresumptionresumption

of full serviceof full serviceto customers!to customers!

Business Contingency PlansBusiness Contingency Plans

PLANSPLANS

Continuation of Operation PlansContinuation of Operation Plans–– Protecting essential Protecting essential

facilities/equipment/records and assetsfacilities/equipment/records and assets–– Reduce/Mitigate disruptionReduce/Mitigate disruption–– Minimize loss or injury, life, loss and Minimize loss or injury, life, loss and

property damageproperty damage



List FunctionsIndentify Essential OnesCritical 1-3 daysEssential 3-5 days

C O P

Routine 5-7 days

Identify key positions & Identify key positions & succession planssuccession plans

-- Back to essential functionsBack to essential functions

C O PC O P

-- Delegation of AuthorityDelegation of Authority

Plan “B” for key databases, Plan “B” for key databases, equipment,equipment,and systemsand systems

DEPARTMENT EOP’sDEPARTMENT EOP’s

Should include:Should include:–– Recall & Notification ProceduresRecall & Notification Procedures–– Emergency & Important ContactsEmergency & Important Contacts–– Inventory Supplies & EquipmentInventory Supplies & Equipment–– Critical Vendors & BackCritical Vendors & Back--UpsUps



–– Radio CommunicationsRadio Communications

–– Forms and DocumentationForms and Documentation

–– Emergency Response ProceduresEmergency Response Procedures

DEPARTMENT EOP’sDEPARTMENT EOP’s

–– Emergency Response ProceduresEmergency Response Procedureshow, roles & responsibilities, teams, how, roles & responsibilities, teams, frameworkframework

–– Succession PlanningSuccession Planningthree to five deepthree to five deepcross trainingcross training

DEPARTMENT EOP’SDEPARTMENT EOP’S

Staff Involvement in DevelopmentStaff Involvement in Development

RESPONSERESPONSE

ICS & NIMS ICS & NIMS

((www.training.fema.govwww.training.fema.gov))

StructureStructure

Mutual AidMutual Aid

EMAC Govt.EMAC Govt.

Sustaining ResponseSustaining Response



RESPONSE:RESPONSE:HAVING A WARNINGHAVING A WARNING

Plan ActivationPlan Activation

Secure AssetsSecure Assets

Fuel Plans: Top offs, Conservation etc.Fuel Plans: Top offs, Conservation etc.

Return of all Vehicles: Use of Vehicles Return of all Vehicles: Use of Vehicles for Emergency Activity Onlyfor Emergency Activity Only

R E C O V E R YPublic Assistance

http://www.fema.gov/government

/grant/pa/index shtm/grant/pa/index.shtm

Online PA Training Course

Stanford Act

44 Code of Regulations

RECOVERY

Pre-established Accounting Structure

Pre-established Staff Positions

Tracking Systems in Place

Knowing more then FEMA



RECOVERY:RECOVERY:Insurance IssuesInsurance Issues

Understand Insurance Policies

Know what you have: Inventory/Assets Lists

Coverage and FEMA Reimbursement

R E C O V E R YR E C O V E R YEmergency WorkEmergency Work–– Work that lessons Work that lessons

immedimmed. threat to . threat to

Permanent WorkPermanent Work–– Restores Restores

permanentlypermanentlylife, safety, or life, safety, or improved propertyimproved property

A: Debris RemovalA: Debris RemovalB: Emergency B: Emergency Protective MeasuresProtective Measures

C: RoadC: RoadD: Water ControlD: Water ControlE: Buildings & E: Buildings & EquipmentEquipmentF: Public Utility F: Public Utility

RECOVERY: RECOVERY: Contracts/Contracts/ProcurementProcurement

Allows the Allows the procurement of procurement of materials and materials and services services according to own according to own standards as standards as long as meets orlong as meets orlong as meets or long as meets or exceeds State exceeds State and Federal and Federal Guidelines.Guidelines.Bidding and PreBidding and Pre--biddingbiddingContractsContracts



Recovery: PurchasingRecovery: Purchasing

Like for Like: No Replacement ValueLike for Like: No Replacement Value–– 5 year old vehicles = 5 year old vehicles5 year old vehicles = 5 year old vehicles

RECOVERY:Equipment & Supplies

InventoryIn-stock and Purchased and UsedTrackingFEMA Equipment Lists

Paid on Time Used/StandbyRented Equipment

Salvage Value

RECOVERY: VECHICLES

Like for LikeCurrent Value not Replacement ValueInventory: type of car year modelInventory: type of car, year, model, condition, VIN registration numberSalvage AmountInsurance



RECOVERY: PERSONNELRECOVERY: PERSONNEL

Tracking By Site

Overtime vs. Regular Time

Overtime for Exempt Employees

E X E R C I S E SE X E R C I S E STabletops, Tabletops, Drills, And Drills, And Functional Functional ExercisesExercises

Putting Putting Together Your Together Your OwnOwn

EXERCISESEXERCISES MACH 5: 52 Five MACH 5: 52 Five Minute Disaster Minute Disaster

Exercises to help Exercises to help you and your team you and your team

become better become better d C bd C bprepared. Can be prepared. Can be

used at Policy used at Policy Level Staff Level Staff

Meetings to Meetings to Tailgate MeetingsTailgate Meetings..



GROUP ACTIVITY & DISCUSSIONGROUP ACTIVITY & DISCUSSION

• Share a success storyShare a success story

FINAL THOUGHTSFINAL THOUGHTS

“The only thing tougher than“The only thing tougher thanl i f di t il i f di t iplanning for a disaster is planning for a disaster is

explaining why you didn't!“explaining why you didn't!“

--UK SourceUK Source

R E S O U R C E SR E S O U R C E S

www.fema.gov

www.oes.gov

www.cdc.gov

www.dhs.gov



Pamela Mottice MullerPamela Mottice MullerDirector Office of Emergency Director Office of Emergency

Management, City of Beverly HillsManagement, City of Beverly Hills310310--285285--1925 1925

[email protected]@beverlyhills.org

expect the unexpected! …and the expected!

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