Vol. 34 No. 10 October 2017

201 Park Washington Court, Falls Church, VA 22046-4527phone: 703-538-1795 • fax: 703-241-5603 • e-mail: info@iaem.com • website: www.iaem.com

From the IAEM-USAPresident: Thoughtsfrom an EmergencyManager .................... 3

CEM Corner ................... 5IAEM Think Tank, Tuesday,

Nov. 14: MachineIntelligence and ArtificialIntelligence in EmergencyManagement .............. 7

CEM News ...................... 8Conference News ........... 9Scholarship News .........11IAEM in Action ..............12U.S. Government Affairs

News: The State of Playfor the Federal Budgetand Appropriations ...16

October FeatureArticles Index:

“Navigating a Journeywith the Whole

Community, Part 1”Page 17

EM Calendar ............... 40IAEM Staff .................... 40New Members ............. 41

In this issue FirstNet Nationwide Broadband Now aReality for Emergency ResponseImproved incident information will benefit

both responders and citizens

L ives of citizens and responders depend on first responders’ ability to communicate in

disasters and emergencies. That is whyFirstNet was created – to develop awireless, mobile broadband network,modernizing public safety communica-tions to keep first responders connectedon a single, nationwide network when itcounts the most.

The idea for FirstNet originated withand for the public safety community inlight of the findings and recommenda-tions of the 9/11 Commission, whichcalled for interoperable communicationsfor all U.S. first responders. Ever sincethe 9/11 Commission Report was re-leased, the public safety community hasbeen advocating to Congress for theirown dedicated spectrum. In 2012,Congress passed the Middle Class TaxRelief and Job Creation Act, effectivelycreating FirstNet.

FirstNet will become a platform foremergency response voice and dataexchange during incidents and majorevents. Emergency managers alreadydepend upon voice and data communica-tions to run systems, apps, stream videoand more. But the unfortunate reality isthat during times of the most criticalneed for communications, networkcongestion drastically limits or com-pletely isolates emergency respondersfrom exchanging the data that they need

to make better decisions in order to savelives and property. FirstNet will changethat.

RevolutionizingEmergency Communications

FirstNet has entered into a 25-yearcontract with AT&T that will revolution-ize emergency communications:

AT&T will provide priority andpreemption services to all primaryFirstNet users – including emergencymanagers and public safety communica-tions units. This means that congestionwill no longer take away a responder’sability to reach resources that they need.

AT&T will provide this priority andpreemption capability on all of their LTEbands; thus, public safety can takeadvantage of the massive infrastructurealready in place from this nationwidecarrier network.

AT&T is committing to an extensivebuild-out of additional coverage –investing $40 billion into networkinfrastructure as part of the FirstNetcontract—and greatly enhancing ruralcoverage for response.

States are currently reviewingindividualized plans that FirstNet submit-ted to each state and U.S. territorycontaining details about networkdeployment for that specific state/

By Lesia Dickson, Regional Lead; Aislynn Turner, State PlansCoordinator; and Kyle S. Richardson, Senior Public Liaison,

First Responder Network Authority (FirstNet)

continued on page 2

Watch for theNovember 2017 issueof the IAEM Bulletin,

where we will continueto share articles on our

special focus topic:“Navigating a Journey

with the WholeCommunity, Part 2”

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IAEM Bulletin October 2017

public safety app store that housesapps from large software companiesas well as apps that are writtenlocally and regionally by developers,and in some cases by first respondersthemselves. These apps will helpresponders reach information thatthey need and act upon thatinformation in the field moreeffectively.

Where will a dedicated,interoperable data network forpublic safety and emergencyresponse take our industry? The skyis the limit! Apps, video, situationalawareness – everything becomesenhanced with more coverage,more reliability, and more speed.Internet of Things (IoT) opens upaccess to information that can beachieved without a responder riskingtheir safety. Drones in the air andunder water will allow for betterassessment of structural issues, forexample. Sensors will give moreaccurate flood, weather and windinformation to responders in thefield. Additionally, nationwide scalewill encourage manufacturers toinvest in new devices and othertechnology enhancements. Best of

territory. Governors of several stateshave already “opted-in” to thenetwork, meaning that public safetyagencies within those states canbegin subscribing to FirstNet serviceright away. If a governor “opts-out,”they must build a Radio AccessNetwork (RAN) within their state attheir own expense that isinteroperable with the FirstNetCore. This is so that the FirstNetnetwork remains a single,interoperable network across theentire nation, even within statesthat choose to build their own RAN.

Interoperability at the Heartof the FirstNet Initiatve

In fact, interoperability was atthe heart of the FirstNet initiative –even before apps and smartphoneswere a reality. One of the mostexciting aspects of the FirstNetnetwork is the extensive applicationecosystem – FirstNet will provide a

all, these capabilities are becominga reality more quickly than everimagined because of FirstNet’spartnership with a world-classprovider that is assuring priority ontheir already extensive network.

The FirstNet network provides ahost of other capabilities related todevices, customer care, credential-ing, a public safety home page, andmore. Now that the FirstNetnetwork is ready to be deployed asthe most advanced emergencycommunications solution, weencourage you to reach out to thepublic safety leaders and govern-ment officials in your community todiscuss joining FirstNet. First re-sponders require and deserve thisnext-generation, mission-criticalcommunications platform toconnect to lifesaving resources andinformation, wherever they are andwhenever they need it.

Learn more at www.firstnet.gov,or attend the FirstNet Workshop atthe upcoming IAEM 2017 AnnualConference & EMEX in Long Beach,California, on Monday, Nov. 13,2:00-3:00 p.m.

Broadband service for apps, streaming video, location-based services, IoT sensors and much more will energizethe mechanization already occurring in emergency management as well as daily emergency response.

continued from page 1

FirstNet Nationwide BroadbandNetwork Now a Reality for

Emergency Response

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IAEM Bulletin October 2017

By Lanita Lloyd, MS, CEM, IAEM-USA President

Thoughts from an Emergency ManagerFrom the IAEM-USA President

continued on page 4

L et me begin my comments this month by stating that I normally write about the

current status of IAEM-USA or aproject that we have taken on. Wehave suffered several disasters in theUnited States over the past month,and I chose to use this opportunityto reflect.

Over the past few weeks, I havebeen working with others in myorganization (The Salvation Army) tosupport hurricane survivors, so therehas been minimal down time. I’vebeen away so much that my hus-band, Mickey, even agreed to joinme for the 16-hour round-trip driveto coastal Georgia and back home,just so we could take advantage ofsome time together. Most of myroad time is spent taking care ofbusiness using a blue tooth, but evenso, we both appreciated the com-pany.

Recovery in Georgia

Our final destination was St.Marys, Georgia, which is known asthe place where a tourist can grab aferry to ride over to CumberlandIsland – where the wealthy and thewell-known frequently visit. Geor-gians refer to the island as “wherethe wild horses run free.” St. Marysis located within Camden County,also known for the Kings BaySubmarine Base.

Thanks to Hurricane Irma,several Georgia counties wereaffected, including Camden County’sresidents who lost power and otherutilities for more than a week, whichresulted in the loss of food by almostall residents. To add to this dilemma,there was raw sewage backup thataffected about a third of the county,

destroying appliances (dishwashers,washing machines, dryers, refrigera-tors), beds, clothing, flooring, andmore. Just so you are aware, weserved thousands of meals duringthis time (about 60,000 in less thaneight days throughout Georgiaalone).

A Disaster Recovery Center(DRC) opened the previous week inCamden County, and Charlene Sears,Service Center director, scheduled acouple of hours on a specific day forthose who registered at the DRC topick up food boxes (to help replenishcupboards) and gift cards. The eventwas well organized and attended –with more than 60 volunteers.Approximately 1,200 food boxes andabout 500 gift cards – along withwater, ice, baby items, cleaningproducts, etc. – were given out tothose in need. Kingsland First BaptistChurch stored the items and wasused as the pick-up site. Volunteersfrom the church and SouthernBaptist Convention were in town toprovide community assistance, aswell as members of the military baseand local public safety departmentswho volunteered their time. It was ahuge success!

Another truck full of food boxes isscheduled to be delivered tomorrow,and the Camden County FootballTeam are volunteering their time tounload the truck when it arrives.What a fantastic example of acommunity – the “whole commu-nity” that is pitching in to help itsown.

Heading West to Texas

I needed to visit the coast overthe weekend, as I had committed toreturn to Texas – this time, traveling

to Victoriafor thecomingweek. Iawokeearly the morning of my flight, readyto pack.

News of Las Vegas Shootings

As I reached over to turn off mycell phone alarm, I read the alertregarding the shooting in Las Vegasand quickly turned on the TV. Asmost of you, I could envision thechaos that those arriving at thescene were dealing with – assessingthe situation, minimizing moredanger, beginning triage, setting upcommand, and calling for moreassistance. And eventually, theywould be activating the emergencyoperations center, reunifying lovedones, offering other assistance, andinvestigating the incident.

I closed my eyes to say a prayerfor the first responders, for anyonein harm’s way, and for family, friendsand workers who were affected –including many IAEM members.Several came to mind immediately. Ithought of the emergency manage-ment director in Las Vegas, theneighboring City of Henderson’semergency manager, and a goodfriend who is a lifetime CEM and theformer Clark County emergencymanagement director – all IAEMmembers and extremely goodfriends for whom I have the highestrespect.

I listened to the news coverageof heroic stories of individuals whopulled up in their personal vehiclesto shield others or to transport

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IAEM Bulletin October 2017

victims to hospitals and those who opened their rooms toinjured strangers. The list goes on…the whole community– from the responder to the tourist – was offeringassistance.

Recovery Efforts in Puerto Rico

Just the night before, I had been scanning throughFacebook, looking at pictures (no, faces of survivors) ofthe National Disaster Medical System (NDMS) mission atDobbins Air Reserve Base, where medical patients fromthe Virgin Islands and Puerto Rico were landing, offboarded, triaged, and then transported by ambulance toGeorgia hospitals or other medical care facilities. Irecognized pictures of those who I have worked with foryears – those from federal and state emergency man-agement, Veterans Affairs, public health, emergencymedical services, the military, local medical professionals,and those from other volunteer organizations. I under-stand the high level of skills and knowledge of theseprofessionals, and I feel a sense of pride that I even knowthem – this whole community.

I arrive at the airport to meet two Salvation Armyvolunteers, who are members of our Women’s Auxiliary –ready to leave their nice homes and families to donatetime and efforts at Points of Distribution and help at ourwarehouse. We’re heading to work with our IncidentManagement Team that arrived in Victoria yesterday. Isit next to another passenger who shares that she hasnever been to Texas. She is a nurse, and she and herhusband are spending their “vacation” (which they are

personally funding) in Houston, where they will besleeping on cots at a local church and volunteering to do“mud outs” of destroyed homes in the surroundingcommunity – they, too, are part of the whole community.

Dedicated and Making a Difference

The United States is suffering from a season ofunprecedented wildfires, three hurricanes, and now ashooting in one of our busiest and most visited cities. Ijust heard about the number of individuals (10,000+) whowere deployed. The number continues to rise via theEmergency Management Assistance Compact (EMAC) forthese disasters. This does not include many federal, stateand local agencies or volunteers who were not activatedthrough EMAC. I also remember the numbers of FEMAstaff (10,000) who are currently estimated to be inPuerto Rico. So many have been and continue to worklong hours. Emergency managers and others are dedi-cated and trying to make a difference.

No Words Can Express

There are no words that can express how honored Iam to be a part of our work, to work with you and besideyou, and to be an emergency manager. We understandthe importance of collaboration, partnerships, andrelationships. We are so blessed to live and work whereour communities and residents desire to help oneanother and to be a part of our whole community. I lookforward to hearing about the experiences of othersduring the IAEM 2017 Annual Conference in Long Beach,California, as we continue to navigate into the futurewith the whole community.

continued from page 3From the IAEM-USA President

The IAEM Certification Commission met Sept. 21-24, 2017, at IAEM Headquarters, for policy discussions andapplication reviews. The commission reflects the spectrum of EM expertise, including government EM programs (local,state, tribal, federal) and all environments of practice (private sector, military installations, not-for-profit/volunteer-based, campuses and healthcare organizations).

IAEM Certification Commission Review MeetingSeptember 2017

5

IAEM Bulletin October 2017

By Daryl Lee Spiewak, CEM, TEM, MEP, Lead Trainer for the CEM® Commission,and Chair, IAEM-Global Communications Work Group

Sample Questions: Exercises and Tests(Exercise Design, Part 5)

CEM® Corner

continued on page 6

L ast month we discussed the topic of Exercises and Tests, with a focus on exercise

design and development with anemphasis on exercise evaluation.This month our emphasis is onimprovement planning and theImprovement Plan.

Exercise ImprovementPlanning Process

A key concept on why weexercise our plan, policies, proce-dures, and equipment is to makeimprovements in how we preparefor, respond to, recover from, andmitigate against all hazards. Themeans for accomplishing this isthrough the Improvement PlanningProcess. FEMA Independent StudyCourse IS-120b, An Introduction toExercises, tells us that “the Improve-ment Planning Process is the meansfor converting recommendationsfrom the After-Action Report (AAR)into measurable steps that, whenimplemented, lead to improvedresponse capabilities.”

As we learned last month, ourexercise evaluations are “based on acomparison of the actual results ofthe participants’ decisions andactions as compared to the ex-pected outcomes during the exer-cise. The gaps our evaluation teamidentifies then form the basis for theImprovement Plan.” FEMA Indepen-dent Study courses IS-120b, AnIntroduction to Exercises, and IS-130a, Exercise Evaluation andImprovement Planning, describe thisas the last three steps in the “8-StepProcess” we referred to last month:

Step 6: Identify improve-ment(s) to be implemented;

Step 7: Finalize AAR andImprovement Plan; and

Step 8: Track implementation.

The Improvement Plan

The Improvement Plan (IP)provides “a task list and timeline ofcorrective actions.” It is a matrix (arectangular arrangement of ele-ments into rows and columns)containing:

tasks; recommendations; improvement actions; responsible party/parties; and completion date.

The tasks in the matrix comefrom the Exercise Evaluation Guides.The recommendations and improve-ment actions are taken from thebody of the After Action Report incoordination with the stakeholders.This is a standard project manage-ment tool that allows for easytracking because it contains specific,measureable action items, and itidentifies a responsible party foraccountability, which helps ensurethe recommendation is carried outin a timely manner.

When developing the IP, be sureit “establishes realistic priorities forthe use of limited resources,” as nojurisdiction, agency, or organizationhas unlimited resources. It is alsopossible that every suggestedimprovement may not be achievableas conceived. IS-120b says plannersshould:

Prioritize (action items)according to benefits rather thancosts;

Use local resources as much aspossible;

Have a solid method formonitoring improvements;

Regularly review improvementprogress; and

Review potential alternativesif progress is not being made.

During implementation, keep inmind that we may identify additionalneeds and tasks. We also mayidentify roadblocks to achievingimprovements, which may highlightissues not previously recognized.

The Improvement Plan alsoneeds to include attainable bench-marks allowing us to measureprogress towards implementation.IS-130a provides three examples ofbenchmarks we may use:

the number of personneltrained in a task;

the percentage of equipmentthat is up-to-date; and

the finalization of an inter-agency agreement within a givenamount of time.

Two Cautions

IS -130a provides us with twocautions regarding the Improve-ment Plan. The first one tells ussome “recommendations will lead toclear corrective actions that can bedefined at the After Action Confer-ence. Other corrective actionscannot be identified withoutadditional information. For theseitems, the IP matrix should specify atleast the first step in the process.”

The second caution tells us theImprovement Plan needs to be a“Stakeholder-driven Process.”Specifically, IS-130a states, “The IPmay be driven by the exercise

6

IAEM Bulletin October 2017

continued from page 5CEM® Corner

continued on page 7

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Manual. Review independent studycourses related to exercises, such asIS-120a, An Introduction to Exer-cises, and IS-130a, Exercise Evalua-tion and Improvement Planning, forthe core questions. USA candidatesalso should review the HomelandSecurity Exercise Evaluation Pro-gram (HSEEP) documents.

Essay

The application process for boththe CEM® and the AEM® does notrequire the candidate to addressExercises and Tests specifically asone of the required Knowledge,Skills, and Abilities (KSA) componentsfor the emergency managementessay. However, it does requirediscussion of Prevention, Prepared-ness, Response, Recovery, andMitigation activities. In addition,candidates may choose Exercisesand Tests as a key component oftheir Problem Statement and writeabout that (being sure to cover all ofthe KSAs).

Practice Questions

Here are two core-type ques-tions for our analysis in this article.

1. Which of the followingexercise tools (documents) con-tains measureable steps that,when implemented, lead toimproved response capabilities?

a. Exercise Evaluation Guides.b. Exercise Evaluation Plan.c. Improvement Plan.d. Situation Manual.

This question is asking you toknow what information and data thevarious exercise program documentscontain, their purpose, and how thedocuments are used. While theExercise Evaluation Guides docontain measureable action items,their achievement is not used forimproved response. The ExerciseEvaluation Plan is a document thathelps exercise evaluators under-

stand their roles and responsibilities.The Improvement Plan by definitiondoes contain measureable steps,that when implemented, lead toimproved response capabilities. TheSituation Manual is the participanthandbook for discussion-basedexercises. Therefore, the correctresponse is c. (See IS 120.b, IS-130a,and the HSEEP Manual.)

2. Who identifies each area forimprovement listed in theImprovement Plan matrix?

a. Evaluators.b. Exercise Participants.c. Observers.d. Stakeholders.

This question is asking you torecall who develops the content forthe Improvement Plan. Specifically,know who decides which areas forimprovement are described therein.Following the exercise, Evaluatorsand Exercise Planners assist inpreparing the draft After ActionReport and Improvement Planmatrix, which lists the areas forimprovement. Then, during theAfter Action Conference, exerciseparticipants, officials, and otherstakeholders determine the detailsof the Improvement Plan matrix.Therefore, the correct response is a.See IS 120.b, IS-139a, and the HSEEPManual.

When reading the questions andresponses, be sure you understandexactly what the question is askingof you and read each responsebefore selecting the correct one. Itis too easy to get distracted andselect a response that appears to becorrect but is not the correctresponse for the question beingasked.

Next CEM® Corner

Next month we continue ourdiscussion on Exercises and Tests,

planners, but it will be carried out bythe organizations that participatedin the exercise. For that reason,participating organizations mustfully support the IP, especially itssections on assigning responsibilityand establishing timelines forcompletion.” Without stakeholderparticipation and agreement, theirdesire to actually implement therecommended improvements will begreatly diminished as they had nosay in their development andassignment.

Examination References

As for the previous standards,NFPA 1600 does not describe how toconduct an emergency manage-ment exercise or an ImprovementProcess, so for the exam we need torefer back to various FEMA Indepen-dent Study Courses and the HSEEP

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IAEM Bulletin October 2017

IAEM Think Tank: “Machine Intelligence andArtificial Intelligence in Emergency Management”

LIVE from the IAEM Annual Conference!

Tuesday, Nov. 14, 2017, 11:00-a.m.-12:30 p.m. EST

continued from page 6CEM® Corner

Participate remotely via GoToMeeting

A rtificial Intelligence (AI), Machine Learning (ML) and Big Data (BD) are transforming nearly every aspect of society – how we work, how we play, and how we live. Learn how AI, ML and BD are

making revolutionary changes in emergency management. Join us live at theIAEM 2017 Annual Conference for our next Think Tank moderated by RichSerino, or register to participate online. Speakers will include: AhmadWani, CEO and co-founder of One Concern; Clive Cook, president ofGeocosmo; and Greg Brunelle, director of global engagement in NorthAmerica and senior emergency management advisor, One Concern.

2017 Think Tank Recordings

Large Event Crisis Planning – APrivate Sector Perspective (July 18)

Unmanned Aerial Systems(UAS) – the How, the Why, and theFuture (Apr. 20)

Access to recordings of IAEM Think Tank events are an IAEM member benefit.Visit the website and click on the links to view the Think Tank recordings.

FirstNet – What You Need toKnow (Jan. 31)

All of our Think Tanks since westarted this series in 2015 have beenrecorded and posted on the websitefor IAEM members.

with a focus on exercise develop-ment and an emphasis on how theevaluators determine which areasfor improvement get listed in theImprovement Plan. We also willanalyze some practice examquestions. As usual, please send anyquestions you have about theexamination or the certificationprocess to me at info@iaem.com,and I will address them in futurearticles.

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IAEM Bulletin October 2017

CEM® NewsChanges to the CEM® RequirementsEarlier this year, the IAEM USA-Board approved

recommendations submitted by the Certification Execu-tive Committee to help streamline the Certificationprocess. Requirement changes affect lifetime applica-tions, references, and professional contributions.

IAEM Headquarters is currently working to get theonline certification applications updated to reflect thesechanges. For those who have already started an applica-tion, the system will think you still must meet the oldrequirements. To avoid having to start a new application,you may wish to edit your current application by indicat-ing in the respective submission fields (if applicable) “notrequired as of Apr. 18, 2017” and then uploading aseparate document indicating the same. This will allowthe system to reflect you provided a submission formwith documentation under the old requirements.

Details on New Certification Requirements

Below are details related to each of the new certifi-cation requirements.

Lifetime Certification. Any CEM® familiar with thecandidate may nominate a candidate for lifetimecertification. Previously, only a Certification Commis-sioner or IAEM Board member could complete a LifetimeCEM® nomination.

References. Require a minimum of one letter ofreference (signed and on letterhead from a currentsupervisor) plus contact information for a total of threereferences, with the option to upload two additionalreference letters if the candidate feels it would be helpfulto their review. Previously, all candidates were requiredto upload three separate letters of reference.

Professional Contributions: All submissions mustbe related to comprehensive emergency management.

♦ (C) Service Role – Serve on a board ofdirectors, a board, a committee, task force orspecial project for a professional or a jurisdic-tional organization contributing to or support-ing comprehensive emergency management.For example, being on a multi-jurisdictionalcommittee/task force where the individual isasked to serve because of his/her emergencymanagement knowledge is acceptable.Serving on a board of directors or trustees of avolunteer fire department, rescue squad,auxiliary police department, etc. does notnecessarily meet the intent of Service Rolewithout substantial documentation.Documentation substantiating the service role(s),

such as a letterof appoint-ment, meetingminutesshowing the candidate’s attendance and participa-tion, etc., must be provided. The previous require-ment that C) Service Role contributions could notbe part of a candidate’s regular job duties is nolonger enforced.♦ (D) Leadership Role – any member of anEM-related board qualifies; and♦ (F) Speaking – removal of the 20-minuterequirement. Candidates still must documentthree separate speaking engagements on thetopic of emergency management.

If you have any questions, please contact IAEMHeadquarters at CEMInfo@iaem.com.

Important Reminders for IAEM-Oceania The New Zealand certification exam was updated

in August 2017. New Zealand candidates preparing totake the AEM®/CEM® Exam should access a copy ofthe updated AEM®/CEM® Study Guide from the IAEMwebsite to review the revised listed of suggested re-sources.

The Australia certification exam is currently beingupdated. Until further notice, all Australia candidates willtake the International exam and therefore should onlystudy references from the “recommended publications”list.

Reminder for Recertification CandidatesAs announced previously, new recertification require-

ments were implemented in January 2015. If recertifica-tion candidates started an online recertification applica-tion prior to Jan. 5, 2015, please note that the applica-tion is tied to the old recertification requirements.

Candidates can confirm they are working on anupdated application by logging into the online applicationportal and checking if there is a recertification year (i.e.5-year recertification) listed under the recertificationapplication in the first column of their candidate dash-board. If there is no year listed clarifying the recertifica-tion period, candidates will need to add and complete anew recertification application to take advantage of thecurrent recertification requirement. Important: Recerti-fication candidates should save any information from theold recertification application and delete the old recerti-fication application prior to beginning the new applica-tion. IAEM Staff is happy to assist with any questions.

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IAEM Bulletin October 2017

Conference News

continued on page 10

T he IAEM program is packed full of more than 100 dynamic sessions, training courses and events!

Check out the online program to see the completelisting of speakers in the plenary, spotlight and breakoutsessions. The online program can be viewed as a scheduleby day, by track, interest area or by looking up a speaker.

Arrive Early and Take Part in ManyPre-Conference Offerings

On Saturday, Nov. 11, IAEM is offering threeoutstanding tours:

♦ Disney Global Studios EOC♦ Disneyland Resort EOC♦ Port of Long Beach Training courses will be offered on Friday-Sunday,

Nov. 10 -12. See the complete schedule online. Or you may wish to simply tour the sunny Southern

California city of Long Beach and enjoy everything thecity has to offer. Check out the website for more things todo in Long Beach!

NetworkingOpportunities

Kick off the conference with abang at the Welcome and Network-ing Party with spectacular views ofLong Beach on Sunday, Nov. 12,5:30-7:30 p.m. Come early andmeet others in our Pre-WelcomeParty Meet & Greet.

Attend one of the many greatnetworking events throughout theweek and at our special events.

Get involved by attending oneof IAEM’s many special interestcaucus or committee meetings, ormeet others in your region atregional meetings.

Top off the conference with atribute to the outgoing IAEM-USApresident and officers – and

Great Things Await You at the2017 IAEM Annual Conference & EMEX

celebrate the newly elected officers and the new IAEMCertified Emergency Managers and Associate EmergencyManagers – at the President’s Banquet on Wednesday,Nov. 15, 6:00-8:30 p.m.

Visit the conference website for complete details.

IAEM Members Save Big onEMI and EMAP Training Courses

This year, for the first time, IAEM has significantlyreduced member training rates for EMI and EMAPtraining courses.

Members save up to $513 off of last year’s ratesfor a three-day training session.

Make the most of your time away from work, andadd these courses today by registering online.

Rates are as low as $25 per day for IAEM membersattending the conference at the full, basic or studentrates or $100 per day for IAEM members not attendingthe conference or attending at a reduced or complimen-tary rate. Non-members will pay the IAEM member ratefrom last year of $196 per day.

Pre/Post-ConferenceTraining

Courses Filling Up FastThere is still time to add training

courses to your conference agenda.Hurry before all seats are full inthese limited capacity offerings.See a complete listing of trainingbelow.

Attendees at these trainingcourses, with the exception of theAEM®/CEM® offerings will receivean attendance certificate, whichcan be applied towards the IAEMCertification program under theTraining section.

Appropriate documentation ofcourse content must be providedwithin the certification application.

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IAEM Bulletin October 2017

Training Courses Include:Friday, Nov. 10, 8:00 a.m.-5:00 p.m.

L0141: Instructional Presentation and EvaluationSkills* (Day 1 of 3)

L0202: Debris Management Planning for State,Tribal, and Local Officials* (Day 1 of 3) (newly revised)

L0362: Train the Trainer for G0364, Multi-HazardEmergency Planning for Schools* (Day 1 of 3)

Saturday, Nov. 11, 8:00 a.m.-5:00 p.m.

L0141: Instructional Presentation and EvaluationSkills* (Day 2 of 3)

L0202: Debris Management Planning for State,Tribal, and Local Officials* (Day 2 of 3) (newly revised)

L0362: Train the Trainer for G0364, Multi-HazardEmergency Planning for Schools* (Day 2 of 3)

(EMAP) Emergency Management StandardTraining Course* (Day 1 of 2)

(EMI) New Public Assistance (PA) Delivery Modelfor Recipients and Applicants* (Day 1 of 2)

University and Colleges Emergency ManagersPractitioners Symposium * (Day 1 of 2)

Saturday, Nov. 11, 8:30 a.m.- 4:00pm

2017 Healthcare Caucus’ Emergency ManagersSymposium* (1 day)

Sunday, Nov. 12, 8:00 a.m.-12:00p.m.

V0002 : Virtual Table TopExercise – Winter Storm* (4 hours)

Sunday, Nov. 12, 8:00 a.m.-5:00p.m.

L0141: Instructional Presenta-tion and Evaluation Skills* (Day 3 of3)

L0202: Debris ManagementPlanning for State, Tribal, and LocalOfficials* (Day 3 of 3) (newlyrevised)

L0362: Train the Trainer forG0364, Multi-Hazard EmergencyPlanning for Schools* (Day 3 of 3)

(EMAP) Emergency Manage-ment Standard Training Course*(Day 2 of 2)

(EMI) New Public Assistance (PA) Delivery Modelfor Recipients and Applicants* (Day 2 of 2)

University and Colleges Emergency ManagersPractitioners Symposium* (Day 2 of 2)

2017 Leadership Symposium – Do You See What ISee? Strategic Leadership in Emergency Management*

Naval Post Graduate School (NPS) Center forHomeland Defense and Security (CHDS) (1 day)

Sunday, Nov. 12, 9:00 a.m.-4:30 p.m.

Nathaniel Forbes’ Persuade! How to Make aMemorable EM Presentation* (1 day)

Sunday, Nov. 12, 1:00-5:00 p.m.

V0007: Virtual Table Top Exercise-Flood* (4 hours)

Sunday, Nov. 12, 1:30-3:30 p.m.

Aligning Critical Infrastructure with Your Emer-gency Management Programs

AEM®/CEM® Certification OfferingsSunday, Nov. 12, 8:00 a.m.-1:00 p.m.

Associate Emergency Manager (AEM®)/CertifiedEmergency Manager (CEM®) Prep Course *Sunday, Nov. 12, 11:00 a.m.-12:00 p.m.

AEM®/CEM® Overview

Sunday, Nov. 12, 12:00-2:00 p.m.

AEM®/CEM® Consultations

Sunday, Nov. 12, 2:00-4:00 p.m.

AEM®/CEM® Examination*

Post-Conference TrainingThursday, Nov. 16, 2017, 8:00a.m.-5:00 p.m.

PER 344: Social Media Toolsand Techniques (1 Day)

AWR 347: ClimateAdaptation Planning for EmergencyManagement (1 Day)

Thursday, Nov. 16, 2017, 8:30a.m.-2:30 p.m.

(EMAC) Mission Impossible toMission Possible: Mission ReadyPackages Serve as the Backbone ofour Nation’s Emergency ResponseSystem During Disasters

Conference News

continued on page 11

continued from page 9

11

IAEM Bulletin October 2017

T he IAEM Scholarship Commission, friends, and supporters of the IAEM Scholarship Program request your participation in our upcoming

auctions to be held in conjunction with the IAEM AnnualConference, Nov. 10-15, 2017. We are requestingdonations of goods or services to be offeredin our silent or live auctions.

We are hoping to acquire items of valueand/or interest to bring visibility to ourdonors. Additionally, we seek items that willentice our attendees to eagerly engage inthe bidding process. All proceeds are used toprovide scholarships to students who willlead emergency management programs inthe communities they serve.

Donations Are Tax Deductible

The IAEM Scholarship Program is a 501(c) (3) publiccharity, and your donation is tax deductible as a chari-table contribution to the extent permitted by law. Inaddition to donations to the auction, IAEM welcomescash donations to the fund.

Since 2002, the IAEM Scholarship Program hasprovided $99,000 in scholarships through a competitiveprocess to 56 deserving full-time and part-time studentsworking toward degrees in emergency management,disaster management or a closely related program ofstudy.

Request for Donations of Items for Silent and LiveAuctions to Raise Money for IAEM Scholarships

Participate in our AuctionsEven if You Are Not at the Conference

The IAEM Live Auction will take place on Tuesday,Nov. 14, beginning at 6:30 p.m. You must be present to

participate.This year, the IAEM Silent Auction will be

conducted online via BiddingForGood. Allmembers of IAEM and registered partici-pants on the BiddingForGood portal will beable to bid on items in this year’s silentauction. IAEM members are encouraged tovisit biddingforgood.com now and set uptheir account. We will be posting a preview

of the auction in October and starting the silent auctionin early November before the conference begins. Itemswill be added as received during the conference, so don’tforget to visit the auction frequently once the conferencebegins. Also, please tell your friends about IAEM andencourage them to participate in the auction. The moreparticipation we have, the more funnds we will have forscholarships for emergency management students.Please help us spread the word.

To donate items for the auction, contact IAEMScholarship Program Director Dawn M. Shiley atShiley@iaem.com for logistics.

Bring your Spouse/Friend withYou to the IAEM Annual Conference

IAEM has a program tailored for spouses or friends of attendees to occupy theirtime and meet new friends while you are attending training at the IAEMAnnual Conference. During all the breakouts, your spouse or friend can meet

others and join in fun activities and socialization, plus plan the day’s activities toexplore the wonderful sites of the Long Beach area with others.

Special discount rates apply for spouses or friends traveling with conferenceattendees and who are not involved in emergency management. They will be able tojoin you during the receptions and events with this special rate. For complete details,visit our website.

continued from page 10

Conference News

By Dawn M. Shiley, IAEM Scholarship Program Director

12

IAEM Bulletin October 2017

IAEM in Action

IAEM-Japan

IAEM-Asia Risk & ResilienceConference Singapore, Aug. 22-24, 2017

Representatives of IAEM met with the Governor ofTokyo, Japan, on Sept. 19, 2017. Left to right are: ClayTyeryar, IAEM international outreach; Maki Fukami,president, IAEM-Japan; Yuriko Koike, governor of Tokyo;Ellis Stanley, IAEM-Global chair; Craig Fugate, past FEMAadministrator; and Jan Bernini, IAEM PDTC instructor.

IAEM-Global Chair Ellis Stanley spoke at the Asia Risk &Resilience Conference, held on Aug. 24-24, 2017, at SandsExpo & Convention Centre, Singapore. IAEM was a sponsorof ARRC 2017. Prior to the conference, IAEM offered itsProfessional Development Training Course (PDTC), whichdrew a good turnout. Photos of the PDTC instructors andclass appeared in the August Bulletin.

IAEM-Asia

Participants at the Asia Risk & Resilience Conference, held on Aug. 24-25, 2017, at Sands Expo & Convention Centre,Singapore. IAEM was a sponsor of ARRC 2017.

L-R: Maki Fukami, Ph.D., IAEM-Japan president; JanBenini, IAEM PDTC instructor; Craig Fugate, past FEMAadministrator; Hon. Masako Mori, House of Councilors,Japan; and Ellis Stanley, IAEM-Global chair, led a paneldiscussion at the 2017 IIGR/IAEM-Japan EM LeadershipSummit, Sept. 20-22, 2017, Tokyo, Japan.

IAEM InternationalOutreach Liaison Clay

Tyeryar and IAEM-AsiaPresident Victor Bai,

CEM, at the AARCConference in Singapore.

13

IAEM Bulletin October 2017

IAEM in Action

IAEM-International5th Annual National SecurityMiddle East Conference,Abu Dhabi, United Arab Emirates

IAEM International Council President H.E. Khaled AlMansoori delivered a keynote speech on Sept. 11 at theFifth Annual National Security Middle East Conference,taking place Sept. 11-13, 2017, in Abu Dhabi, UnitedArab Emirates. The event focused on strategicsurveillance to enhance intelligence operations inhomeland security and counter-terrorism.

IAEM International Council President H.E. Khaled AlMansoori represented IAEM at the C4ISR Summit MiddleEast, Kuwait City, Kuwait, Sept. 19, 2017. Left to rightare: COL Takaaki Arima, Kuwait Defense Attaché;Captain Massimiliano Nannini, Combined JointOperations from the Sea Centre of Excellence, Norfolk,VA; President Mansoori; and LT GEN (Ret.) GiorgioBattisti, NATO Defense College Foundation.

C4ISR Summit Middle East,Kuwait City, Kuwait

IAEM-Canada

IAEM-Canada Professional Development CommitteeDirector Michelle Sullivan (far left), participated in apanel presentation on Business & Economic DisasterRecovery at the Economic Developers Association ofCanada (EDAC) Conference, Sept. 10, 2017, in NiagaraFalls, Ontario, Canada.

The New Certification Commissioner Training Orientationtook place on Sept. 20, 2017, at IAEM Headquarters,Falls Church, Virginia, USA. L-R: Bill Halstead, CEM,Shannan Saunders, CEM, IAEM-Canada representative,IAEM Program Managers Kate McClimans, and PatriciaMcIntosh, CEM. See more Certification Commissionphotos on page 4 and on page 15 (bottom left).

14

IAEM Bulletin October 2017

IAEM-Oceania

IAEM in Action

A New EOC for Canterbury –Six years in the Making

On Sept. 12, 2017, the Christchurch Justice & Emer-gency Services Precinct opened in Christchurch, NewZealand. This is the first major public building to be builtby the government in Christchurch since the 2010 and2011 earthquakes devastated much of the city. Approxi-mately 2,000 people will work in or use the precinct daily.It co-locates the Ministry of Justice, NZ Police, Depart-ment of Corrections, Fire and Emergency New Zealand,St. John New Zealand (ambulance), Ministry of CivilDefence and Emergency Management, Canterbury CivilDefence and Emergency Management, and ChristchurchCity Council Civil Defence and Emergency Management.

At the precinct open day, approximately 14,000people visited for more than five hours, with a range ofdisplays and guides available to help educate the publicon different aspects of staying safe and what the variousagencies do. – Kristin Hoskin, CEM, IAEM-Oceania VicePresident

L-R: Civil Defence and Emergency Management staff(Canterbury CDEM Group Controller Neville Reilly,MCDEM Emergency Management Advisor John Lovell,Canterbury CDEM Community Resilience CoordinatorJessica Petersen, and Christchurch City CDEM PlanningCoordinator Anita Walker were available to answer anyquestions the public had about the EOC during theopening day of the Christchurch Justice & EmergencyServices Precinct, Sept. 12, 2017.

Photos © 2017: Kristin HoskinSee full-sized photos at www.iaem.com/Oceania-News

15

IAEM Bulletin October 2017

IAEM in Action

IAEM-USA

Doug Bryson, CEM, chair, IAEM-USA Government AffairsCommittee, had a very productive meeting with JohnKelly Long, regional director for Senator Tim Scott, onSept. 20, 2017, in Columbia, South Carolina. Left to rightare: Sam Hodge, Georgetown Co. EM Director; KimStenson, director, South Carolina EM Division; Long, andBryson.

IAEM-USA Region 3 President John Conklin, CEM, visitedIAEM HQ on Sept. 20, 2017, to coordinate severalupcoming appearances in Region 3. He is shown withIAEM Outreach Coordinator Kyler Bartee (left).

IAEM-USA Director of Government Affairs Thad Huguley,with Dr. Daniel Kaniewski, FEMA Deputy Administratorfor Preparedness (left), on Sept. 12, 2017, after he tookthe oath of office before the Senate Homeland Securityand Governmental Affairs Committee.

Dr. Daniel Kaniewski (right), President Trump’s nomineeto be FEMA’s Deputy Administrator for Preparedness,taking the oath at his nomination hearing before theSenate Homeland Security and Governmental AffairsCommittee.

Certification Commission Chair Keith Dowleracknowledges retiring commissioners at theSept. 21-23 review meeting in Falls Church,Virginia. Pictured left to right are:Heather Kostecki, CEM; Keith Dowler, CEM;Ty Davisson, CEM; and Peter Hirai, CEM.More Certification Commission photos areshared on page 4 and on page 13 (bottomright).

Certification Commission

16

IAEM Bulletin October 2017

U.S. Government Affairs

Members of Congressreturned to Washing-ton, D.C., in September

facing a long list of must-passlegislation, including Fiscal Year (FY)2018 appropriations, the federaldebt ceiling, a National FloodInsurance Program reauthorization,and disaster aid. Many expected agrueling month, with proposals andcounter-proposals being offered andsignificant negotiations needed.However, in a surprise developmentduring the very first week back insession, a deal was struck to addressappropriations, the debt ceiling,disaster aid, and flood insurance ona temporary basis.

This short-term budget deal,which President Trump negotiatedwith Congressional Democrats andthe Republican CongressionalLeadership, provides for extendingcurrent federal appropriations, thedebt ceiling, and federal floodinsurance until Dec. 8, 2017. Thepackage also provided $15.25 billionin disaster relief as a down paymentin dealing with the costs of Hurri-canes Harvey and Irma.

This short-term package is aclassic case of kicking the can downthe road. Now, instead of facing aSept. 30 deadline on these issues,the President and Congress havebought themselves additional timeto make a longer-term budget andappropriations deal with the newDec. 8 deadline.

The short-term budget dealmeans that once FY 2017 ends onSept. 30, 2017, federal agencies willbe able to continue to operate untilDec. 8 under the Continuing Resolu-tion (or CR) that was part of the

The State of Play for the Federal Budget and AppropriationsBy Thad Huguley, IAEM Government Affairs Director,

and Rick Healy, IAEM Appropriations Consultantdeal. The CR continues federalfunding at the FY 2017 appropriatedlevels, but requires agencies to usethe minimum amount of fundingneeded to sustain programs andoperations and prohibits agenciesfrom starting new projects, pro-grams or activities that were notfunded by FY 2017 appropriations.

Possibility of Sequestration

Over the next several months,the House and Senate Appropria-tions Committees will be hard atwork trying to wrap up FY 2018appropriations before the Dec. 8deadline. An additional wrinkle inthis process is that, without achange in current budget law, bothdefense and non-defense spendingwill need to be cut by a total of $5billion below FY 2017 levels – ormandatory spending cuts, alsoknown as sequestration, will beimplemented. Neither side wantssequestration, but until a FY 2018budget deal is reached, it remains apossibility.

Federal Public Debt Ceiling

The federal public debt ceiling isanother issue that has severalpossible outcomes. While the short-term budget deal suspended thedebt ceiling until Dec. 8, this doesnot mean the ceiling will actually bereached on that date. It depends onthe amount of federal receipts andoutlays over the next severalmonths, as well as any extraordinarymeasures the U.S. Treasury isallowed under current law toundertake to avoid reaching thedebt limit. As a result, it could beseveral months after the Dec. 8 date

before the debt limit is actuallyreached.

In the absence of the short-termbudget deal, the National FloodInsurance Program (NFIP) was set toexpire Sept. 30. That date is nowDec. 8. However, while the expira-tion date was changed, the $30.425billion cap on borrowing authoritythe NFIP could utilize was notchanged. The program has about $5billion in borrowing authorityremaining to pay claims, but withthe recent hurricanes, that limit isexpected to be reached soon. Thismeans that further action on theNFIP will be needed before Dec. 8.

What Congress will do about theborrowing authority or otherchanges to the NFIP is anyone’sguess. There is no consensus ineither the House or Senate on whatto do with the program.

Finally, it also should be notedthat the short-term budget dealadditionally covered an expectedshortfall in wildland fire funding thatwas set to occur because of themajor fires in the western UnitedStates. As with the other parts ofthe package, this was also a tempo-rary fix.

Conclusion

While federal funds for emer-gency management and disasterrelief programs will likely continueuninterrupted over the next severalmonths, there is still a lot of work forthe Trump Administration andCongress to do this fall to see thatthese important needs are ad-dressed on more than a temporarybasis.

17

IAEM Bulletin October 2017

Articles from Speakers at the UpcomingIAEM 2017 Annual Conference

FirstNet Nationwide Broadband Network Now a Realityfor Emergency Response: Improved Incident InformationWill Benefit both Responders and Citizens, byLesia Dickson, Regional Lead; Aislynn Turner, State PlansCoordinator; and Kyle S. Richardson, Senior PublicSafety Liaison, First Responder Network (FirstNet) ........ 1

Design an Insightful Cyber Attack Exercise, byRegina Phelps, CEM, President, EMS Solutions Inc.,San Francisco, California ............................................... 18

In Natural Disasters, States Lend Each Other a Hand:Nationwide Mutual Assistance Compact Promises Aidfrom Neighbors, by Anne Stauffer, Director, FiscalFederalism, and Colin Foard, Senior Associate, FiscalFederalism, Pew Charitable Trusts, Washington, D.C... 20

Learning from Disasters: Four Case Studies of MajorDisasters in Taiwan, by Dr. Ray H. Chang, AEM, AssistantProfessor, Department of Political Science, Fire andEmergency Management Administration Program,Oklahoma State University ........................................... 22

Index to special focus issue feature articles:“Navigating a Journey with the Whole Community, Part 1”

The IAEM Bulletin is a benefit of membership in IAEM, in its 34th year ofproviding news and resources for IAEM members. The Bulletin Archives are

available online for members only at www.iaem.com/Bulletin.

Making Small Businesses More Resilient: How to EasilyDevelop Emergency Preparedness and Disaster Plans,by Gail Moraton, CBCP, Business Resiliency Manager,Insurance Institute for Business & Home Safety,DisasterSafety.org ........................................................ 23

Civil Unrest and Employees: When Community ConcernsBecome Workplace Challenges (Planning Ahead to KeepExternal Events from Affecting Internal Culture),by Terri Howard, Senior Director, FEI BehavioralHealth .......................................................................... 25

APELL as a Technique for Community PreparednessPlanning and Systematic Evaluation of the EmergencyPlanning Process, by Timothy Gablehouse, President,Colorado Emergency Preparedness Partnership, Inc.,Denver, Colorado ......................................................... 27

Greensburg, Kansas a Decade Later: A New ChapterBegins Without Green Economist Development, byDavid E. Leiva, Economic Development and SiteSelection Consultant, Webster Global Site Selections,and Adjunct Professor of Economics, University ofMaryland-University College ........................................ 30

Articles from Additional Authorson the Special Focus Issue Topic

Business Collaboration: A Whole Community Approach,by Mark S. Warnick, Ph.D., Tennessee TechnicalUniversity Adjunct Faculty ............................................ 32

Red Cross Launches National Readiness Initiative, byCharley English, National Emergency ManagementLiaison, Disaster Cycle Services, American Red CrossNational Headquarters, Fairfax, Virginia ..................... 35

All Hands on Deck: Charting a Clearer Course forEmergency Preparedness, by Dr. Christopher Hennen,Emergency Manager, United States Military Academy,West Point .................................................................... 37

Watch for more articlesin the November 2017

IAEM Bulletin, based on ourconference theme:

“Navigating a Journey with theWhole Community, Part 2”

18

IAEM Bulletin October 2017

Design an Insightful Cyber Attack ExerciseBy Regina Phelps, CEM, President, EMS Solutions Inc., San Francisco, California

continued on page 19

It seems like every day we hearabout another cyber attack orbreach, a “breach a day.”

Confidential information exposure isworrisome, but these events areexpensive on many levels: problemdetection, data recovery, informa-tion loss, and disruption to theorganization, among other things.This doesn’t even take into accountthe damage to reputation and lossof current and future business.

Organizations are spendingmillions of dollars to prevent theseattacks, which is wise and prudent.However, it’s rare to hear talk abouthow to deal with the impact of sucha breach. Among our clients,professional colleagues, and otherconsulting firms, we found that feware planning for the impact.

We have done many cyber-attack impact exercises and havefound them to be the most effectiveand rich exercise narratives we haveused in more than 30 years ofpractice. If you want to get yourmanagement ready for such anattack, then you need to do a cyberexercise.

What Makes It So Different?

I often hear continuity profes-sionals say they “plan for the worst-case scenario.” Whenever I hearthat, I immediately stop them. It issimply not true. Planners don’t planfor the worst-case scenario. Theyplan for what they think will happen,a “routine” emergency. What theyplan for may be a really bad situa-tion, but there is not enough time,money, or risk appetite to truly planfor the worst-case.

“Routine” Emergency

To be clear, routine emergency1

does not mean “easy.” A routine

emergency still can be difficult andchallenging. In this context, “rou-tine” refers to the relative predict-ability of the situation permittingadvanced preparation. This risk is inthe organization’s risk profile, andthey likely have been able to takeadvantage of lessons learned fromprior experiences. All manner ofcrisis management plans are filledwith strategies to manage routineemergencies, and there are pro-cesses, training, and exercises toaddress these risks.

“Crisis” Emergency

A crisis emergency2 is a muchdifferent animal. These events aredistinguished by significant elementsof novelty. This novelty makes itmore difficult to diagnose and dealwith the problem. This type ofemergency can have the followingcharacteristics:

The threats have never beenencountered before; there are noplans to manage it.

It may be a familiar eventoccurring at unprecedented speed,so developing an appropriateresponse is severely challenging.

There may be a confluence offorces which, while not new individu-ally, in combination pose uniquechallenges to the response.

The plans, processes, training,and exercises that may work in aroutine emergency are frequentlygrossly inadequate in a crisisemergency, and may even becounterproductive. It’s time to startfrom scratch.

A crisis emergency also requiresdifferent capabilities. In otherwords, your plans won’t work. You

first must identify the elements ofthe novelty, determine what makesthis situation so different fromothers. In a cyber attack or breach,this novelty can be surprising. Youmight begin the process thinking it isone thing, and over time see that itturned out to be something quitedifferent. For example, you maythink you are dealing with a routineIT problem or outage and later learnthat it is something more significantand sinister.

Once you have identified the realproblem and understand that thoseroutine plans won’t work, you haveto improvise response measuressuitable to cope with the unantici-pated aspects of the incident. Theseresponses may be quite differentthan anything you have ever donebefore. Handling a crisis emergencymay feel like building an airplanewhile flying it at the same time. It’snot pretty, but it may be necessary.

Lastly, in a crisis emergency, youmust respond in creative ways and,at the same time, be extremelyadaptable executing these new andimprovised solutions. You must be on“full alert” at all times, since youdon’t know how the situation willchange and you must be prepared toshift at a moment’s notice.

Six Design Aspects You MustConsider in this Exercise

To manage this very differenttype of exercise, you need to havesix things in place to make it work:

1. Management Support. Seniormanagement needs to understandthat this exercise is likely to produce

1 Managing Crisis: Responses to Large-Scale Emergencies, Arnold Howitt andHerman Leonard, CQ Press, page 5.2 Ibid, page 6.

• Learn more at the IAEM Annual Conference. Regina Phelps will present on this topic on Monday, Nov. 13, 11:00 a.m.-12:00 p.m. She also is doing a book signing on Nov. 14, 9:30-10:15 a.m.

19

IAEM Bulletin October 2017

continued from page 18

Design an InsightfulCyber Attack Exercise

Team. The IT/Info Sec team needs todo a deep dive on the narrative anddevelop the timeline of issues thathappened before the exercise’sscenario date, and then provide avery detailed timeline of whathappens during the exercise. Oncethey have developed the breachtimeline, the other Design Team canbegin to develop their injects.

The standard Design Teamshould include key lines of business,Human Resources, Communications,Facilities, Security, and any other keydepartments. Those team membersshould take the IT narrative andtimeline, and develop their injects.Those injects will tell the story of theIT problems from their perspective.Remember: In an exercise, if youdon’t tell the players what’s happen-ing, they don’t know what’s going onand will invent things. The injectsare the way to tell the story.

4. The Right Exercise Type.There are three styles of exercisesthat can be used with a cybernarrative: Advanced Tabletop,Functional, or Full Scale3. What theyhave in common is a SimulationTeam. This exercise requires aSimulation Team to make it work.The response team participating inthe exercise needs to have someoneto speak to as they work through theproblems. If you don’t have aSimulation Team, you will not beable to work through the issuesenough to deepen knowledge andawareness.

5. Interwoven Narrative andInjects. The story progressesthrough the injects, and the injectsmust “dance” with the IT narrative.The exercise players have to teasethe information apart, work withthe Simulators to figure out what’sgoing on, and then improvise a plan.When they develop that plan, the

Simulators will have to adapt to thenew plan and, in some cases, createinjects “on the fly” to make it allwork. The narrative and the injectsconstantly ebb and flow together totell the entire story.

6. Make it Public. A key aspectof this narrative is the potentialdamage to the reputation of thecompany. To damage that reputa-tion, we “out” the narrative. Weusually do this early on in theexercise by having our “perpetra-tor” post the story on a social mediaplatform. (NOTE: Of course, wedon’t put a real post on socialmedia; this is done via “exercisemagic.”) We often have our AV teamproduce videos in a similar style as ahacker video, a la Anonymous4.

To make it even more interest-ing, we then create a second videoby one of the “local news stations,”saying they are sending reporters tothe company under siege seekingofficial comments and interviewswith executives. Mission accom-plished, you are outed! The playersmust deal with the fallout.

Going Forward

The risk of experiencing a databreach is higher than ever, withmany companies suffering at leastone security incident in the last 12months.5 Management can nolonger ignore the drastic impact adata breach has on an organization’sreputation.

If the future is anything like thepast, cyber incidents are not goingaway anytime soon. Life will con-tinue to be complicated. Plan yournext exercise to be a cyber exercise.Focus it on the impact of a breachand how your organization will dealwith it. And based on the probabilityof a cyber event, you had better getgoing!

many learnings and issues that willneed to be resolved. It will presenttopics that they have never thoughtabout or completely understood.This easily could make people feeluncomfortable with many unan-swered questions at the end of theexperience. As you explore thetopic, you probably will need toprovide some cover to IT (Informa-tion Security) so that it doesn’tbecome a blame game or a “witchhunt.”

2. A Willing IT Department. IT/InfoSec needs to be an activeplanner in the exercise. You needseveral excellent IT staff members(who won’t be on the response teamin the exercise) to be part of thedesign process. You need them tohelp you determine the cause of theattack. When you first begin, thiswill undoubtedly make themuncomfortable, because in the backof their mind, they are going to befearful of being blamed. You need toreassure them that isn’t the goal ofthe exercise.

The first question you should askIT/InfoSec is, “Could we be hacked?”The answer will inevitably be “yes.”The next question: “How could thathappen?” The list is long, but mightinclude such things as phishing,watering holes, ransomware, orinfected flash drives. You just needto find a likely means, not a deepexploration of the intrusion. Youneed the IT team as your ally, andyou may need to provide them somecover.

3. Two Design Teams. You needtwo design teams: An IT/InfoSecDesign Team, and a standard Design

3 Emergency Management Exercises, Regina Phelps, Chandi Media.4 Anonymous YouTube channel.5 Data Breach and Industry Forecast 2015, Experian.

20

IAEM Bulletin October 2017

In Natural Disasters, States Lend Each Other a HandNationwide Mutual Assistance Compact Promises Aid from Neighbors

By Anne Stauffer, Director, Fiscal Federalism, andColin Foard, Senior Associate, Fiscal Federalism, Pew Charitable Trusts, Washington, D.C.

continued on page 21

A week after Hurricane Harvey made landfall in southeastern Texas, at

least 21 states had sent emergencyresponse teams and equipment tohelp. Such interstate aid is coordi-nated through the EmergencyManagement Assistance Compact(EMAC), a mutual aid agreementamong states. These cooperativecommitments represent anotheraspect of the “all hands on deck”

approach that the federal govern-ment and states take to disasterpreparation and response.

The compact began as a regionaleffort among southeastern statesand was formalized in federal law in1996. It now includes all 50 states,the District of Columbia, and theterritories of Puerto Rico, the U.S.Virgin Islands, and Guam. In the 21years since EMAC’s founding, stateshave helped each other 221 times

under the agreement’s provisions,which include sending supplies,vehicles, and other equipment aswell as disaster response andrecovery experts.

Help Provided afterKatrina, Rita, and Wilma

For example, when hurricanesKatrina, Rita, and Wilma dealt ahistoric blow to the Gulf region in2005, 49 states, the District, PuertoRico, and the U.S. Virgin Islandsprovided at least $800 million inpersonnel and equipment to helpAlabama, Florida, Louisiana,Mississippi, and Texas recover fromthe widespread damage.

Help Provided afterHurricane Matthew

After Hurricane Matthew lastfall, 20 states furnished a wide rangeof resources to help the affectedareas. North and South Carolinaprovided assistance to each other asthey dealt with the impacts of thestorm. Florida received equipmentand about 120 people from 10states, at a net cost of almost $1.7million, according to the NationalEmergency Management Associa-tion (NEMA), which administers thecompact. South Carolina wasparticularly hard hit by devastatingfloods, and 135 specialists traveledfrom as far away as Washington andAlaska, at a cost of $3.4 million. (SeeFigure 1 at left.)

The personnel deployed betweenstates during and after Matthewpossessed a broad range of exper-tise, reflecting the array of assis-tance states need after a major

• Learn more at the IAEM Annual Conference. Anne Stauffer will present on this topic on Wednesday, Nov. 15, 11:15 a.m.-12:15 p.m.

21

IAEM Bulletin October 2017

continued from page 20

States Lend EachOther a Hand

disaster. Some filled near-term roles,conducting search and rescue,incident management, and debrisremoval. Others were specialists inadministering federal disaster aid,such as the Federal EmergencyManagement Agency’s (FEMA)Public Assistance and IndividualAssistance programs. Still others,including registered nurses, medicalshelter teams, and public healthexperts, provided immediate andlonger-term medical care forresidents and first responders.

Responsibility for Reimburse-ment to State Providing Aid

States that receive aid areresponsible for reimbursing theirneighbors that help. If a federaldisaster is declared, the U.S.

government covers some of thecosts – generally 75%. Providingstates must document expenses forthe mission, and receiving states areresponsible for paying their helpingstates back – regardless of whethera federal disaster has been declared,said Angela Copple, programdirector of EMAC. Although reim-bursement may be as fast as a fewweeks, it also can take months,because complex documentation isrequired of both payer and payeestates.

NEMA’s Role inAdministering the Compact

FEMA provides $2 millionannually to NEMA to administer thecompact, which includes supportingthe coordination and training thatstates require to help their neigh-bors in need, as well as managingthe online system that makes thecompact’s interstate work possible.Additionally, after each incident,

NEMA brings the participantstogether to discuss lessons learnedand identify best practices, as partof an ongoing improvement process.

EMAC: Just One Example of theNeed for Coordinated Response

by All Levels of Government

The state-to-state assistanceprovided under EMAC is just oneexample of how responding tonatural disasters requires animmediate and coordinated re-sponse by all levels of government.Other mutual aid agreements existwithin regions, including somebetween U.S. states and borderingCanadian provinces, and amongcounties to ensure that communitiesreceive the help they need, espe-cially when the magnitude of thedamage exceeds the affectedjurisdiction’s capacity to deliverneeded services to its citizens.

Connect through the IAEM Jobs Board!The IAEM Jobs Board is the place for

emergency management job seekers and employers to connect.And it’s absolutely free to the public, courtesy of IAEM!

www.iaem.com/Jobs

Are you taking full advantageof your IAEM membership?

Learn about IAEMmember benefits online.

22

IAEM Bulletin October 2017

Learning from Disasters:Four Case Studies of Major Disasters in Taiwan

By Dr. Ray H. Chang, AEM, Assistant Professor, Department of Political Science, Fire andEmergency Management Administration Program, Oklahoma State University

Four disasters struck Taiwanin the past three years.Lessons were learned from

all of these incidents. In one, propylene pipelines

beneath the downtown area ofKaohsiung City broke aroundmidnight on July 31, 2014, eventu-ally killing 32 people and injuringmore than 300.

In a second one, an airplanecrashed in a river outside of thedowntown area in Taipei City inFebruary 2015, causing 43 casual-ties.

In a third one in the summer of2015, a powdery substance at anoutdoor party that had attractedthousands of teenagers ignited,burning more than 500 participantsand overwhelming the capacity oflocal emergency response.

An earthquake that occurredat the beginning of 2016 in thefourth one killed more than 100people when a high-rise buildingcollapsed, creating a nightmare forthose who were awakened in theearly morning.

Common Problems withResponse System Revealed

Although these disasters aredifferent in type and scale, theresponse of the Taiwanese govern-ment to these disasters revealscommon problems with its responsesystem. The over-emphasis on firedepartments, for instance, gener-ates a “firefighter-oriented”

emergency management approach,and thus the disaster responsesystem heavily relies on a hierarchi-cal, command-and-control system tomanage all personnel at the scene ofthe disaster. A command-and-control system lacks the flexibility todeal with unexpected problems,while it also puts unrealistic pres-sures and expectations on fireofficers serving as Incident Com-manders on the site. One fire officerwho had been placed in charge ofoverseeing all response activitiesduring the 2016 earthquake, forexample, collapsed as a result ofmental and physical exhaustion dueto lack of adequate rest.

The firefighter-based system alsoleads to chaos during disasterresponse. The airplane crash inTaipei City, for example, had twoIncident Command Posts (ICPs) on-site. Since the airplane had crashedat the border of two cities, firedepartments from both cities hadestablished their ICPs withoutcoordination, thereby creatingconfusion for all responders on site.

The chaos during disasterresponse also aggravated thedifficulties of working with peoplefrom a non-traditional disasterresponse community. Volunteers andfirefighters in Taiwan earthquakeresponse, for example, disagreed onthe priorities of disaster response.

One insisted on saving thosepeople who could be seen immedi-ately, while another group insisted

that every organization has to followthe overall objectives and plan ofdisaster response. Without establish-ing perimeters and trusts, firefighters and volunteers could notwork collectively on the ground.

More examples and difficulties ofresponding to these disasters will bediscussed during my presentation atthe IAEM 2017 Annual Conference.

Lessons Learned

Lessons learned from thesedisasters included:

A firefighter-oriented responsesystem would hamper and delay theresponse activities.

Building up consensus andtrust is important to successfullyrespond to disasters.

It is imperative to realize andprepare for the high levels ofuncertainty involved with disasterresponse.

Recommendations to ReshapeDisaster Management

Based on the above lessons,these two recommendations havebeen made to reshape the Taiwan-ese disaster management system:

Establish a Cabinet-leveldisaster management organization,and

Build relationships and trustsbetween all response-relevantorganizations, adding the conceptof resilience into the responsesystem.

• Learn more at the IAEM Annual Conference. Dr. Ray Chang will present on this topic on Wednesday, Nov. 15, 1:45-2:455 p.m.

IAEM Certification LinksAEM®/CEM® News | Get the FAQs | Explore the certification process.

Questions? Email CEMinfo@iaem.com

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IAEM Bulletin October 2017

continued on page 24

Making Small Businesses More Resilient: How to EasilyDevelop Emergency Preparedness and Disaster Plans

By Gail Moraton, CBCP, Business Resiliency Manager,Insurance Institute for Business & Home Safety, DisasterSafety.org

Disasters of any type can becostly for businesses and even resultin permanent closure. Fortunately,small businesses can easily plan forpotential disasters—both naturaland man-made—which will helpthem avoid disruption and recovermore quickly and easily. The Insur-ance Institute for Business & HomeSafety (IBHS) has created twodisaster planning programs specifi-cally to help businesses accomplishthis goal.

OFB-EZ® is abusiness continuitytoolkit for small- andmedium-sized busi-nesses. The goal is tohelp business owners and managersput together an effective plan thatwill allow them to continue operat-ing even if their usual facility isdamaged or inaccessible after astorm or other disruption.

EZ-PREP® is asevere weatheremergency prepared-ness and responseplanning toolkit whichincludes tasks that can be done inthe off-season, when severeweather is first forecast, or immedi-ately before, during, and after astorm.

Who Should Use OFB-EZ?

One in four businesses forced toclose because of a disaster neverreopens. Small businesses areparticularly at risk because they mayhave all their operations concen-trated in one location that could bedamaged or destroyed. Althoughevery business needs to prepare forpotential disasters, OFB-EZ isdesigned so that those without

professional risk managers orbusiness continuity planners caneasily understand what they need todo, and how to do it.

Why Use OFB-EZ?

The OFB-EZ tool helps smallbusinesses take the steps they needto keep functioning in the event of amajor disaster or a smaller disrup-tion. The goal is to continue toperform their most critical opera-tions, which will help reduce short-and long-term losses to their bottomline. Additionally, business ownerswill contribute to their community’sresilience by keeping their employ-ees on the job and their goods andservices available to customers.

How to Use OFB-EZ

OFB-EZ is organized into easy-to-follow sections to guide businessowners through the planningprocess.

Know Your Risks. OFB-EZ startsby helping businesses identify theirmost likely disruptions and theirpotential impact, and then focuseson planning for those threats withthe highest risk.

Know Your Operations. Tofocus on what matters most to theirbottom line, small business ownersalso need to identify their keybusiness functions and processes,and decide how long they can gowithout being able to perform eachof them. OFB-EZ provides a tool todocument critical details for eachbusiness function, such as howquickly it needs to be restored,which people perform the function,and who receives the output. Theywill also be asked to identify any

information technology resourcesneeded to perform the function andany manual workarounds.

Know Your Employees. Almostevery small business relies on itsemployees to succeed, making itcritical to know how to locateemployees after a disaster, makesure they are safe, and let themknow the status of business opera-tions and how they can get back towork. This can only happen ifbusiness owners have obtained andmaintained current contact informa-tion for all employees. OFB-EZprovides a convenient place torecord basic employee contactinformation, as well as options forcommunicating with employees ifphone and power lines are down.

Know Your Key Customers,Contacts, Suppliers and Vendors. Abusiness’s key customers will want toknow if the business is operating, orhow soon it will be back in business,as well as how a disruption mightaffect them. Having up-to-datecontact information for key custom-ers, contacts, suppliers and vendorsis just as important as knowing howto reach employees. OFB-EZ allowsbusiness owners to create andmaintain contact lists and keepthem where they are easily acces-sible.

Know Your InformationTechnology. Information andinformation technology are thelifeblood of almost every business.They also are extremely vulnerableto many disruption scenarios,ranging from a localized poweroutage to a major natural catastro-phe. OFB-EZ helps small businesses

• Learn more at the IAEM Annual Conference. Gail Moraton will present on this topic on Wednesday, Nov. 15, 1:45-2:45 p.m.

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IAEM Bulletin October 2017

inventory and document theirinformation technology, includinghardware, software, digital dataand connectivity. It also remindsusers of the importance of frequentbackups, off-site storage, andrestoration options.

Know Your Finances. The timeto prepare a business’s finances for apotential disruption is before adisaster occurs. To help businessowners do this, OFB-EZ provides achecklist to assist in creating a post-disaster financial strategy, alongwith an inventory of key financialcontacts. Although OFB-EZ is not aninsurance program, it providesguidance on how to review insur-ance coverage regarding what iscovered, what is not covered, andother available types of coverage.

Know When to Update andTest Your Plan. Once a plan isdocumented and distributed, andemployees are trained how to use it,business owners may think they arefinished. However, organizations areconstantly changing, and so are theenvironments around them. That’swhy it’s important to update andtest the plan regularly, usingsuggestions provided by OFB-EZ. Italso is vital to recognize thatdisaster planning is not only a paperexercise; it needs to actively involvethe people they will rely on in a realevent. The “power outage” tabletopexercise in OFB-EZ is an effectiveway to test an organization’sdisaster readiness and learn wherethey need to improve.

Know Where to Go for Help.OFB-EZ is a compact disasterplanning tool, but there are manyadditional resources available thatprovide further disaster safetyrecommendations and aid in

recovery after an event. The onlinetoolkit provides contact informationfor helpful organizations. It’s also agood idea to maintain a communica-tions channel with communityleaders; public safety organizationssuch as the police, fire and emer-gency medical services; localgovernment agencies; utilitycompanies; and others that mayhelp with disaster planning orrecovery.

OFB-EZ Mobile App

In addition to fillable forms (PDFand Word), OFB-EZ is also availableas a free mobile app. IBHS membercompany EMC Insurance Companiespartnered with IBHS to develop theapp, OFB-EZ Mobile, which guidesusers through an easy process tocreate a recovery plan.

The OFB-EZ Mobile app isavailable free on Google Play, theApp Store, and the Chrome Webstore. The app allows businesses tocomplete and store their plan onsmartphones, tablets and PCs; theentered plan information is onlystored on the user’s device unlessthey decide to share it with others.And when they do share it, the datamay be encrypted and locked with apassword the user creates duringthe sharing process. Users whoprefer a full keyboard can downloadthe Chrome app to create their planon a laptop or desktop computer.

EZ-PREP

EZ-PREP is a severe weatheremergency preparedness andresponse planning toolkit that allowssmall businesses to plan ahead sothey are prepared for a variety ofoperational disruptions. While thehighest priority is always employeesafety, it also is important to reduceproperty damage and economic loss,which using this guide will facilitate.

Unfortunately, many businessesare not prepared to respond to

disasters. Small businesses can beparticularly vulnerable during anykind of disaster, but especially duringsevere weather events because theyoften have all their operationsconcentrated in one location.

One of the most useful featuresof EZ-PREP is that actions areorganized chronologically. If there isadvance warning of an extremeweather event such as a hurricaneor a severe storm, this tool walksusers through the actions and tasksthat should be performed five daysbefore, 72 hours before, 24–48hours before, during and immedi-ately after the event, and during therecovery process.

Developing Best Practices

EZ-PREP is customizable, includ-ing the capability of adding actionitems or tasks specific to one’sbusiness. In addition, the EZ-PREPplanning guide instructs businessesto:

Consider non-weather-relatedthreats and risks in addition tosevere weather plans, includingthose that stem from the nature ofthe business.

Inspect the vulnerable areas oftheir physical property, includingbuilding envelope.

Identify and implement thesteps needed to protect people andproperty.

IBHS urges small businesses toimplement both an OFB-EZ plan andEZ-PREP plan as having both anemergency preparedness andresponse plan as well as a businesscontinuity plan in place saves timeand permits them to focus theirenergy during emergency situations.In addition, by taking these actions,business owners will help make theircommunities more resilient, whilealso protecting their employees andtheir business’s bottom line.

continued from page 23

Making Small BusinessesMore Resilient

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IAEM Bulletin October 2017

Civil Unrest and Employees:When Community Concerns Become Workplace Challenges

By Terri Howard, Senior Director, FEI Behavioral Health

T he global workforce today is more diverse and blended than ever before.

Baby Boomers, Generation X,Generation Y, and now iGen all workand live together, and it’s anincredible challenge for managers tobalance the various personalities,morals, and beliefs evenly and fairly.

With so many diverse viewpointswithin each generation, not tomention between generationsthemselves, conversations in theworkplace can sometimes becomeargumentative. We’ve all beenadvised to tread lightly whendiscussing politics and religion inpublic, but recently other issueshave become sources of workplacedisagreements.

In recent years, we have seenthe rise of discussions on racial andgender inequality, income inequality,gender discrimination, opiate abuse,health care, and more. In particular,the internet has become a tool forboth public discourse and mobiliza-tion. More than ever before, peopleacross the world are able to voicetheir opinions on social issues,disagree or find common ground,and even organize for protests orlarge gatherings in response to theissues facing our modern world.

Emergency and human resourcesmanagers need to understand, then,that their employees don’t exist in abubble. Internet-driven interconnec-tivity means that employees are notonly aware of the issues in theircommunity, but also the issues in theworld at large. Managers mustknow how to handle crises in theworkplace, yes, but sometimescrises outside the workplace can

have equally dramatic effects onemployees, and can be much harderto control.

At FEI, we’ve received anincreasing number of calls at ouremployee assistance program (EAP)service center about problems in theworkplace thanks to civil unrest andpolarized public opinion, and we’vedeveloped strategies to helpemergency managers handle theintrusion of outside events into theworkplace.

Civil Unrest

In seeking to minimize its effectson employees, it’s important to firstknow what civil unrest is. Also knownas civil disorder, civil unrest is abroad term used to describe unrestcaused by a group of people. Withinthis description, though, it can takemany forms.

Some civil unrest is concentratedin localized areas or neighborhoodsand affects the residents of thesespecific communities, usuallysparked by some major event in thecommunity. This was seen in theRodney King riots of the 1960s andmore recently during the rioting inFerguson, Missouri, and Milwaukee,Wisconsin.

Civil unrest also can occur whengroups of people deliberately targeta business district, a facility, atransportation system, or anorganization to impose maximumdisruption. This is the kind of civildisorder that occurred during theWorld Trade Organization andOccupy Wall Street protests, andcan directly affect business in thetargeted areas.

continued on page 26

Civil unrest can even grow toregional or state levels, affectinglarge numbers of people no matterthe original cause. Unrest on thisscale was seen in the days followingthe 2016 election, as both protestsand riots broke out across theUnited States. Additionally, this levelof unrest was seen in reaction to the2016 shooting of Philando Castile.Individuals located states away fromCastile’s Minnesota town wereaffected by the nationwide civilunrest that resulted.

Conflict in the Workplace

Racial injustice, partisan politicsand other hot-button issues canbring civil unrest into your work-place, and employees aren’t goingto leave their thoughts and emo-tions at the door. The best work-places are those that have adiversity of thoughts and ideas, butthis same diversity can lead to headsbutting in times of high stress orconflict.

Conflict can negatively affectworkplace culture and turn anexternal crisis into an internal crisis,but emergency managers have to becareful of ineffective zero-tolerancepolicies that squash discussionaltogether. The most effectiveoffensive against civil unrest’simpact in the workplace is planning.Emergency managers should avoidfalling into the trap of thinking “itwon’t happen here.” Civil unrest isnot a common crisis, but one forwhich managers and employersalways need to be prepared. Werecommend several key steps to

Planning Ahead to Keep External Events from Affecting Internal Culture

• Learn more at the IAEM Annual Conference. Terri Howard will present on this topic on Wednesday, Nov. 15, 3:00-4:00 p.m.

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IAEM Bulletin October 2017

help your organization plan for anycivil crisis.

Adhere to OSHA

Under the Occupational Healthand Safety Act (OSHA), it’s the dutyof employers to provide a safe andhealthful workplace for theiremployees. Employers can do this bysetting and enforcing standards, andby providing training, outreach,education and assistance before acrisis occurs.

Disruptive and assaultive indi-viduals can cause disturbances thatopen employers to OSHA lawsuits.Emergency managers should makesure to preempt such events withplanning that keeps their workplacewithin OSHA standards.

Set the Tone forAppropriate Behavior

Don’t assume your employeesare equipped with perfect work-place etiquette. People are hired tofit the needs of the company, butthis does not always mean they’rehired for their workplace behavior.In addition, what may work in oneworkplace could be completelyinappropriate for another.

Simply stating that combative orinappropriate behavior is nottolerated is rarely enough. Activelysetting the tone and educating

continued from page 25

Civil Unrest and Employees:When Community Concerns

Become Workplace Challenges

employees on acceptable workplacebehaviors is critical, and will ideallybe accomplished before a civil crisisbreaks out so you’re not dealingwith an out-of-control workplacesituation.

Create a Culture ofDiversity and Inclusion

Often, managers see a call tofoster diversity and think of racial,gender or sexual orientationrequirements in hiring practices.What we encourage, however, isinclusion of diverse thoughts andopinions.

When making plans in theworkplace, whether about handlinga civil crisis or planning for thefuture, make sure to includeemployees at all levels of responsibil-ity. Managers should avoid an “ideavacuum” where their ideas alonematter.

Create a workplace wheredifferences of opinion can bediscussed in a respectful way, andthe effects of a controversial ortense external situation will beminimized internally.

Establish a Processfor Conflict Resolution

Even the most ideologicallydiverse workplace will experiencedisagreements, and those disagree-ments can disrupt workflow. Estab-lishing a conflict resolution plan orpolicy means emergency managerscan prevent disagreements fromescalating into conflicts that becomedetrimental to workplace cultureand productivity.

UnderstandCommunity Dynamics

Organizations must be careful ofdenying civil unrest or its likelihood.As much as it seems that “it couldnever happen here,” being unpre-pared due to skepticism will giveyour company a negative publicimage and hinder it from effectivelydealing with any crisis that doesarise.

Having your finger on thecommunity pulse won’t just makeyou a more open, receptive com-pany. It also will prepare you for howcivil unrest may develop.

StrategizeCommunication Efforts

Always know in advance howyour organization will communicatein the face of unrest. Do you need toknow about curfews or streetclosings? Respond to externalrequests for information? Talk toyour employees?

Knowing how you’ll communi-cate with the media and on socialmedia is all a part of preparing for acrisis, and should not be overlooked.In an increasingly diverse, vocal andinterconnected world, beingprepared for the effects of externalcrises on internal culture will helpyour organization remain resilientand effectively manage otherwisedamaging situations.

Did you miss any of the IAEMCertification Series Webinars?

Access the webinar recordings online.

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IAEM Bulletin October 2017

APELL as a Technique for CommunityPreparedness Planning and Systematic

Evaluation of the Emergency Planning ProcessBy Timothy Gablehouse, President,

Colorado Emergency Preparedness Partnership, Inc., Denver, Colorado

T here is no doubt that people in communities impacted by natural

disasters or technological accidentswill, by default, be the first respond-ers to that event. They will be thefirst people with the opportunity toprotect lives and minimize harm. Inthe developing world, the criticalneed is to organize and preparethese community members in thecontext of national and regionalplans if they exist. In the developedworld, the critical need is to instill asense of responsibility and encour-age participation in local andregional preparedness plans.

Of course, we all understand thetruth of these statements. Many ofus have instituted efforts to addressthese needs. We all suffer from thedifficulties of systematizing theseefforts and demonstrating the sortof success that is necessary to justifyour programs.

The UN Environmental Program(UNEP) has developed, in coopera-tion with many stakeholders, aHandbook on “Awareness andPreparedness for Emergencies atLocal Level” (APELL). The 2nd Editionof the Handbook, issued at the endof 2015, is a presentation topic atthe IAEM 2017 Annual Conference &EMEX. In the broadest view, theHandbook is designed to assistdecision-makers and technicalpersonnel in improving communityawareness and in preparing commu-nity-based preparedness plans.

The Handbook is not intended toreplace or interfere with prepared-ness planning consistent withnational governmental or

international standards, but ratherto complement these standards andprograms through improved aware-ness and coordination in the face ofrisks.

In the United States, the APELLProcess is designed to be comple-mentary to the Emergency Planningand Community Right-to-Knowprograms, FEMA Guidance such asCommunity Preparedness Guide101, and consensus standards suchas NFPA 1600. The APELL Process is atool that can assist in achieving thegoals of all these programs.

Significant Benefitsof the APELL Process

The most significant benefits ofthe APELL Process are improvedaccident prevention and reducedvulnerability to accidents that mightoccur. The APELL Process aims toproduce these benefits throughimproved community emergencypreparedness. It relies on thesharing of information among themembers of the community aboutthe hazards in their neighborhoods,the risks those hazards present, andthe actions community membersshould be prepared to execute.Using the APELL Process, all mem-bers of the community have ashared responsibility for accidentprevention and preparedness.

One aspect that distinguishesAPELL from other preparednessinitiatives is the local focus. Theprocess is intended to be owned,implemented and maintained byindividual communities. TheHandbook is a generic documentintended as an aid to leaders within

communities that wish to improvetheir level of preparedness. It iscomplementary to provisions ofnational law or internationalprograms that already may be inplace.

Guidance and Reference toHelp Communities Assess Risks

The APELL Handbook providesguidance and references that willhelp a community assess the hazardsand risks in their community and theexisting capabilities to address thosehazards and risks. The APELL Processcan be initiated by any individual ororganization within the community.While outside experts can be usefulfor some purposes, most of themethodology can be implementedwith minimal outside assistance.

Specific guidance materials forthe APELL Process have beenprepared for the chemical, mining,tourism and transport sectors, alongwith port areas and storage facili-ties. By focused training programstargeted to these sectors and thegeneral APELL Process, UNEP hasmade significant efforts to raiseworldwide awareness of the effec-tiveness of the APELL Process forimproving local awareness andpreparedness for technologicalaccidents and natural disasters.

APELL has been introduced inmore than 30 countries and in morethan 80 communities. This hasresulted in long-lasting, local-levelpartnerships based on multi-stakeholder emergency prepared-ness efforts. Examples of theapplication of the APELL Process

continued on page 28

• Learn more at the IAEM Annual Conference. Timothy Gablehouse will present on this topic on Monday, Nov. 13, 11:00 a.m.-12:00 p.m.

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IAEM Bulletin October 2017

exists in communities worldwide.The 2nd edition of the APELL

Handbook has been issued. Theguidance it contains is based onexperience that has been gatheredin the past decades. The new editionof the Handbook recognizes that inmost communities there is nodifference between the people andorganizations that engage inpreparedness planning for techno-logical versus natural disasters. As aresult, the Handbook emphasizesthat preparedness is a locally ledprocess that must be flexible andadapt to local conditions consideringall hazards.

Five Phases of Activity

The APELL Handbook providesthe basic concepts for initiating andmanaging the APELL Process. Theseare organized into 10 conceptualelements within five phases ofactivity.

The first phase provides adviceon involving the right participantsand organizations.

The second phase is focused onunderstanding and improvingawareness of the risks in thecommunity.

The third phase examinesplans and capabilities, and estab-lishes a vision of success for thecommunity’s efforts to improvepreparedness.

The fourth phase involveseducation, training and other effortsto implement emergency plans.

The fifth phase discusses thecycle of continuous improvement.

The concepts and tools sug-gested are flexible, and the mechan-ics of their operation are intended to

be adapted to specific local condi-tions and requirements.

The handbook is availablefor download at

http://apell.eecentre.org

Because APELL is a local process,identifying and measuring successesmust also be tied to the localcontext and must be measuredlocally. To create a successfulevaluation process, the new APELLHandbook adopts concepts fromwork done by the UN Organizationfor Economic Cooperation andDevelopment on Safety Perfor-mance Indicators for chemicalmanufacturing operations in thedeveloping world. The key concept isestablishing a “Vision of Success.”

Measuring Progressat the Community Level

The “Vision of Success” is anaspirational goal with progressmeasured against a strategic plandesigned to fill gaps betweencurrent capabilities and desiredcapabilities. The APELL Process leadscommunities through the steps thatestablish the “Vision of Success” andthe creation of the strategic plan.Measurement and demonstration ofprogress towards the “Vision ofSuccess” is through stepwisecompletion of the elements of thestrategic plan.

Progress on the strategic planinvolves establishing indicators foreach of the steps in the plan. As thestrategic plan flows from thecommunity’s situation and its “Visionof Success,” each indicator also mustflow in the same way. For example,the number of people trained is lessimportant than whether the trainingthey received was targeted at acapabilities gap and whether thesuccess of the training is verifiedthrough testing or exercises.

Setting goals and measuringprogress allows communities to takea step-by-step approach to reducingthe likelihood of accidents andimproving preparedness andresponse capabilities. Dependingupon local risks, capacities andconditions, there are severalpossible goals and metrics that canbe applied to the activities ofcommunities when following theAPELL Process. One size does not fitall. The advantage of the APELLProcess for communities is the abilityto set goals and measure progress ina way that is specifically relevant tothe community.

The Concept of a“Vision of Success”

Many expect a checklist of whatthey should be doing to improvepreparedness to be provided tothem by higher authority. However,it is better for APELL Processcommunities to have their own“Vision of Success” based upon therisks, capacities and conditions in thecommunity they serve. The “Visionof Success” must be written clearlyand come from a group discussion ofthe concerns and motivations thatcaused the participants of thecommunities to join.

It may be that none of thecommunity’s members believe thevision is obtainable given currentresources. That does not matter ifthe community members under-stand their mission is to makeprogress. The “Vision of Success” isan aspirational goal and should setthe long-term objectives for thework done by the communities.

Obviously, a “Vision of Success”cannot be achieved in one or twosteps. It is, instead, achievedthrough a progression of activitiesdesigned to achieve milestones

continued on page 29

continued from page 27

APELL as a Technique forCommunity Planning andSystematic Evaluation

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IAEM Bulletin October 2017

along the path to success. To definethese steps, communities followingthe APELL Process establish bothlong-term and short-term goals thatthey believe will lead to achievingthe “Vision of Success.”

These goals should be a productof clear discussion and agreementamong the community’s memberswith community stakeholderparticipation.

continued from page 28

APELL as a Technique forCommunity Planning andSystematic Evaluation

Get involved in IAEM! Join an IAEM committee or caucus.Go online to see a complete list of IAEM-USA Standing Committees, Caucuses, and Ad HocCommittees and IAEM-Canada Committees with links to each committee’s web page.Peruse committee pages to find your area(s) of interest. Then contact the chair, and volunteerto participate in that committee’s work.

Conclusion

Experience shows that peopleconcerned with the hazards andrisks they and their families face canbe motivated to work towardsimprovements in communitypreparedness. This motivationrapidly fades if these people do feelthat progress is being made ontopics of concerns. Besides focusingthe work of community members onpreparedness, the APELL Process willhelp this people to feel satisfied withthe work and that their efforts haveled to better protection of thecommunity from technological risksand natural hazard events.

If you have an idea for aBulletin article, but aren’tsure how to approach it orwhether it would fit in withthe author guidelines or aspecial focus issue topic,email Karen Thompson toobtain feedback from theIAEM Editorial Work Group.

Want to Write for theIAEM Bulletin,

But Need Guidance?

30

IAEM Bulletin October 2017

Greensburg, Kansas a Decade Later: A NewChapter Begins Without Green Economic Development

By David E. Leiva, Economic Development and Site Selection Consultant, Webster Global SiteSelections, and Adjunct Professor of Economics, University of Maryland-University College

E very day at noon, 1:00 p.m., and 6:00 p.m., a loud siren blasts through

Greensburg, a small southwesternKansas town about 100 miles west ofWichita.

“It’s a tradition that’s been goingon for so long, few can rememberwhen it didn’t,” says Kyler Ludwig,27, the city administrator who hasbeen on the job for two years.

The siren is also the massivewarning of pending tornadoes in thearea, something that this town’sresidents and business owners knowtoo well. On May 4, 2007, an EF-5tornado lasted 65 minutes, had awidth of 1.7 miles, reached winds of205 miles per hour, and travelednearly 29 miles to annihilate 95% ofGreensburg. Eleven people werekilled.

Months later, Greensburg civic,business and elected leaders – witha host of generous external exper-tise and funding – unveiled arecovery plan that was expected tousher in a new era of prosperity withgreen economic development.Greensburg became the first modelgreen city in the United States.

Media captured the dailystruggles of Greensburg for years.Tourists, academicians, electedofficials, and sustainability activistshave come from all over the worldto witness how this small town hasused renewable practices. Today,the city boasts the most environ-mentally-friendly and architectur-ally-rich buildings per capita inAmerica.

However, beneath the coating ofeco-friendly public buildings andenergy-efficient homes propped up

by unprec-edented finan-cial, technicaland federalsupport, hasstirred a quietbrewing storm ofsmaller tax rolls,higher taxes, anunderused andexpensive-to-maintainbusiness incuba-tor, emptybusiness park, and decreasingrevenue streams. The populationhas not returned to pre-storm levelsas predicted by the same group ofleaders. The media no longer visits.

A Cautionary Tale

Instead, a decade later,America’s role model for the greentechnology movement looks morelike a cautionary tale of outsiderinfluence, misunderstood economicdevelopment principles, and a hintof buyers’ remorse.

“We have infrastructure built for1,500 people, but our currentpopulation is around 900,” explainsLudwig, one of only three full-timeemployees at City Hall. Electedofficials work part time.

Of note, urban planning expertssay recovery after a cataclysmicevent takes five years, whileemergency management authoritiessay that it may take up to 20 yearsto regain the lost population.

From all indications, everythingwould have been fine had thepopulation returned, because all theestimates of prosperity were basedon that. But it didn’t. Sales taxes

dropped, while property valuesincreased beyond the reach of someformer residents. Businesses didn’tswarm to this town located on U.SRoute 54, a busy corridor that runsfrom Illinois to Texas. The era ofanticipated prosperity, that includedthe marriage of sustainability andeconomic utopia, left Greensburg atthe altar.

“Sustain What We Have”

After a tough 10 years, though,this two-square-mile town isbeginning to see light as a decade ofperpetual economic tornadoesbegins to slowly dissipate. When theexperts came from all over theUnited States in 2007, includingmembers of the federal govern-ment, Mayor Bob Dixson remem-bers urban planners, architects,engineers, sustainability advocatesand emergency managers present.He doesn’t recall there beingeconomic development professionalsat the table.

“Economic development wasnever in place before the tornado,”

continued on page 31

Greensburg after a 2007 tornado annihilated 95% of thetown. Photo: Greg Hensall, FEMA, 2007.

• Learn more at the IAEM Annual Conference. David Leiva will present on this topic on Monday, Nov. 13, 9:45-10:45 a.m.

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IAEM Bulletin October 2017

says Dixson, a tall, soft-spokenretired postmaster who was electedafter the storm.

As the city’s chief cheerleader,he has crisscrossed the globe lookingfor companies who wanted tocapitalize on the “green” inGreensburg, chasing everythingfrom biotechnology to renewableenergy companies to high-techfirms. But the vacant 60-acrebusiness park remains a visiblenotice of the failure to land.

“Nothing has materialized,” hesays.

The part-time mayor is no longerpitching green economic develop-ment, instead preferring to focus onpreservation. “We have to sustainwhat we have,” Dixon said.

Signs of Hope

If there is a silver lining, it’s themending of new leadership, fiscalrestraints, and a new strategy.Dixson and Ludwig recognize thatthe elaborate plans of a decade agoare insufficient. Now is the time foraction.

For his part, Ludwig has man-aged to stop the bleeding, andgetting a handle on city finances washis priority. The city experienced a

loss of about $150,000 a year for thepast eight years. Since 2015, whenLudwig took over, finances havestabilized and normalcy is returning.

“Sometimes when you try to dotwo things at once, you become afuton. You’re not a couch, andyou’re not a bed,” says Ludwig, aUtah native who earned a master’sin public policy from University ofKansas and had municipal experi-ence in other Kansas cities. “Thereare some costs we don’t have toparticipate in.”

The incubator, which received a$450,000 grant from movie star andenvironmentalist Leonardo DiCaprio,lost an average of about $23,000 ayear over the past six years prior toLudwig’s tenure. Last year, that losswas $3,000. When repairs areneeded for this LEED building, thecity has to hire professionals fromWichita, an expensive proposition.

For several years, Greensburgwas among the top cities in Kansaswith seriously delinquent mortgagespast due by 90 days, according tofigures from the Federal ReserveBank of Kansas City. But, the threatof defaulted mortgages in Kansashas dropped so dramatically that theFeds discontinued a quarterly reportand says only 2.5 percent of thestate’s residents have mortgages insevere arrears. That’s good news forGreensburg, and while Censusfigures show an official count of 771

residents, Ludwigsays the unofficialnumber is around900.

Still, withoutan economicdeveloper on thesmall staff, the cityhas had to retooland rethink itseconomic develop-ment strategy. Thevast strategicrecovery plan

created by others only devotedabout 12 pages to economic devel-opment, and none of those ideaspanned out.

Dixson and Ludwig are nowthinking of altering the next chapterof Greensburg’s story, and thatmeans looking at other areas, suchas call centers, the rural technologyexperience, federal procurement,transportation and distributioncenters, and finding a sweet spot inagriculture.

This is about the time thatDixson says he wishes the expertswould return to help finish the job orto gauge the merits of greeneconomic development in a smallrural town. Dixson and Ludwig bothagree that if the city could return tothose first few months after thestorm, Greensburg still made theright decision. Dixson says it wasdifficult to reimagine changing thecourse of the city founded in 1886 asa stage line, among the many smalltowns that sprung up in the plains,but that’s what happened.

A question, though, still lingersas the city’s leaders consider thehorizon.

“We have to ask, where do wego from here?” Dixson says.

Editor’s Note: David Leiva is aneconomic development and siteselection consultant, adjunctprofessor of economics, and mem-ber of the IEDC Higher EducationAdvisory Committee. He visitedGreensburg in 2013 as part of hisgraduate school thesis and returnedin July 2017 to update his research.He can be reached atdavideleiva1@gmail.com.

continued from page 30

Greensburg, Kansasa Decade Later

Ten years later, the Greensburg Business Park remainsempty. Photo: David Leiva, 2017

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IAEM Bulletin October 2017

Business Collaboration: A Whole Community ApproachBy Mark S. Warnick, Ph.D., Tennessee Technical University Adjunct Faculty

A whole community approach is a relatively new concept in emer-

gency management. This concept, ifapproached properly, can empowera local community to build substan-tially greater resilience. Whileteaching community preparednessand gathering input about commu-nity needs is important, it is alsoequally important to identify andsecure Memorandums of Under-standing (MOUs) with various partsof the community, especially theprivate sector.

Some emergency managersoverlook fully incorporating theprivate sector into their EmergencyOperations Plans (Mangeri, 2016).While nonprofits are often included,other key elements in a wholecommunity are often overlooked.

Businesses Are StakeholdersThat Can Be Vital in

Response and Recovery

Businesses are stakeholders thatcan become a vital part of responsein the initial stages of a disaster andin short- and long-term recovery. Insmall-scale disasters, the servicesthat these stakeholders couldprovide may not be needed. In acatastrophic disaster (or in the eventof a nationwide disaster), initialresources may be limited, therebymaking these local businessescentral to achieving the emergencymanager’s mission. By utilizingbusinesses, the local emergencymanager empowers members of thecommunity to be part of the solutionrather than being only spectators(FEMA, 2011).

There is no doubt that manybusinesses can offer a wide array ofresources (Harris, n.d.). During alarge-scale disaster, resources that

might be provided from outside ofthe affected area might take days oreven weeks to arrive. This situationholds true in large scale orcatastrophic disasters, such asHurricane Irma, Hurricane Harvey,Superstorm Sandy, large earth-quakes, and similar disasters. Theuse of local businesses as a resourcemight be even more significant inrural and suburban communities. Byengaging local stakeholders duringthe planning stage, local businessescan become a dynamic part ofplanning, mitigation, response andrecovery, thereby creating a morecohesive and resilient community.

Viability of Businessesas Response Partners

Hurricane Harvey revealed theviability of businesses being used asresponse partners, and the mediaidentified this repeatedly. GalleryFurniture opened two 100,000square foot furniture stores astemporary shelters. Volunteerspoured in from around the region toassist in cooking meals and tendingto the needs of the evacuees thatwere being sheltered. GalleryFurniture also actively dispatchedtheir delivery trucks to assist intransporting people from stagingareas and flooded zones (Shapiro,2017).

Many watched as the mediapresented stories of dump trucks,school buses, and business owners(who owned boats) being instrumen-tal in saving lives during this monu-mental disaster (Hennessy-Fiske,2017). While it is not known if thedump trucks and school buses wereowned by a local governmentagency or a private sector business,they were a resource (nonetheless)that an emergency manager may be

able to utilize from the privatesector during a catastrophic disas-ter.

Major manufacturers teamed upwith local businesses to assist in therescue. Bass Pro Shops, based inMissouri, donated 80 boats and$40,000 of supplies, such as proteinrich foods, to local affiliates in Texasso they could be distributed to localgovernment agencies (Rocco, 2017).KL Outdoors, based in Michigan,who also manufacture boats andkayaks, provided 50 Jon Boats whichwere distributed by Academy Sportsat no charge (McGuire, 2017).Farmers and ranchers were seenhelping other ranchers and farmerssave livestock (Richards, 2017;Malewitz, 2017). Clearly, localbusinesses and their owners can bean important part of managingdisasters.

Local businesses that alreadysupply much of the needs for theircommunity during non-emergenttimes, could help to supply thecommunities’ needs during emer-gency situations by providingsupplies and services that have notbeen damaged. Emergency manag-ers can consider the goods andservices that keep their populationoperating and quickly identify whichresources and goods might beadvantageous during a disaster.

Learning the Concept ofUsing Local Resources

Tennessee Technical Universityoffers a Master’s of ProfessionalStudies in Public Safety, and theconcept of using local resources istaught to those in the program. Asan assignment, students mustidentify how local businesses might

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IAEM Bulletin October 2017

be utilized in a disaster. The studentsidentify how these businesses mightbe useful and create a contact listthat identifies what additionalresources and services the businesscould offer. Often this assignmentturns into an investigation game,where students look for the mostobscure businesses and how theymight be creatively involved.

Some student responses haveincluded utilizing the local boatrepair shop for flooding incidentsand recruiting local excavating andheavy equipment companies forsevere storms, flood, wildfires,hurricane, and earthquake clean-up.Other ideas included utilizing snowremoval companies that can assistwith winter storms also being usedfor moving light debris and mudafter a severe weather event. Treetrimming companies were identifiedfor removing trees from the road-ways and removing dangerouselevated obstacles.

Some students suggested thatlocal farmers and ranchers can beasked to clear debris, move animals,and assist with the maintenance andrepair of equipment used during aresponse and recovery. Local repairshops, tire shops, and parts storescan be utilized to maintain equip-ment. Local towing companies canbe involved with assisting responsevehicles, moving large debris, andmoving abandoned or disabledvehicles to the median duringevacuations. Local cab companies,school bus companies, publictransportation, and non-emergencymedical transport companies couldbe used for evacuations, includingevacuating those with disabilities.

Students pointed out that animalclinics, animal shelters, and boarding

facilities could assist with caring forpets. Owners of large acreagescould become important forrelocating livestock. Pet stores,veterinary offices, farm stores, andanimal shelters could be used forcaring and feeding of animals andlivestock. Wilderness outfitters andhunting stores could provideflashlights, tents, clothing, survivalfood, and more. Grocery stores, bigbox stores (e.g. Walmart, Target),large home improvement stores(e.g. Lowes, Menards, HomeDepot), hardware stores, and similarbusinesses might be able to providefood, water, tools, building/boardingup supplies, and numerous otheritems. Bakeries, restaurants, foodbanks, and wedding supply rentalcompanies may be able to providefood, utensils, drink dispensers,tables, chairs, tents and otherrelated items. Homeless shelters,churches, meals on wheels, and localcharities might be able to providecooking facilities, temporaryshelters, and feeding facilities.Portable toilet companies canprovide restroom facilities, and localsecond-hand stores might be able toprovide clothing, blankets, and otherbasic necessities during the initialstages of an event. Ministerialalliances and nonprofits might beuseful in handing out supplies,arranging clothing, managingvolunteers, and in counseling.

Students identified local psy-chologists, psychiatrists, behavioralhealth centers, ministers, andfuneral homes that may be useful incounselling. Local doctors, nurses,nursing assistants and pharmacistscan provide immediate health care,tetanus shots, emergency medi-cines, and more. Local advocacygroups and the online communitycould be used to get information totheir constituents and in liaisingbetween government and theirconstituents. Local trucking compa-

nies might be able to provide mobilemorgue services by providingrefrigerated trailers, storingsupplies, or in the transportation ofsupplies. Local mini-storage facilitiesand warehouses could providestorage areas, staging areas, orwarehousing of equipment andsupplies. Local rental truck compa-nies might be utilized to transportequipment and supplies locally andin distributing supplies from tractortrailers to Points of Distribution(POD). Companies with large parkinglots also might be utilized to set up aPOD that hands out food, water andother necessities, and the localmedia can be incorporated to directvictims to these supplies.

Banks, fast food restaurants, andother drive through businesses couldbe utilized to hand out prophylacticmedicines. Local businesses with callcenters could be used to blast outmessages or to provide daily welfarechecks on those with medical oraccess and functional needs. Theseare only a few ways that studentsidentified how businesses andorganizations might be incorporatedinto disaster response and relief.

The Value of BuildingStrategic Partnerships

As emergency managers, weneed to make strategic partner-ships. It is important that we quitplaying a game of checkers bylooking only one or two movesahead. Instead, emergency manag-ers should become chess players,looking at all strategies available onthe board. Emergency managersshould have a chess board mentality,thinking through a worst-casescenario while using all of the chesspieces (the whole community).

The best chess players in theworld begin to think about themoves they can make before the

continued from page 32

Business Collaboration: AWhole Community Approach

continued on page 34

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IAEM Bulletin October 2017

game starts, not after they are already knee deep in it.We can learn a lot from these chess players.

For more information on a whole communityapproach, FEMA provides guidance in A WholeCommunity Approach to Emergency Management:Principles, Themes, and Pathways for Action. It can befound online.

References

Federal Emergency Management Agency (2011). AWhole Community Approach to Emergency Manage-ment: Principles, Themes, and Pathways for Action.Washington, D.C.

Harris, T. (n.d.). Whole community approach:Defining the concept. BParati LLC.

Hensey-Fiske, M. (2017, August 28). Armed with aboat, a dump truck and a school bus, this volunteer crewrescued 14 flood victims. Los Angeles Los Angeles, CA.

Malewitz, J. (2017, August 30) Harvey’s winds andrain disrupt Texas agriculture. Texas Tribune. Austin, TX.

Mangeri, A. S. (2016). The whole communityparadigm shift. Domestic Preparedness. Sevema Park,MD.

McGuire, J. (2017, August 28). Muskegon manu-facturer sends 2,000 kayaks for Hurricane Harvey relief.Muskegon News. Muskegon, MI.

Richards, T. (2017, August 30). Cowboys rescuehundreds of drowning horses and cattle from Harveyfloods. Fox News. New York, NY.

Rocco, M. (2017, August 29). Bass Pro providesboats for Harvey rescue efforts. Fox Business News. NewYork, NY.

Shapiro, A. [Host](2017, August 28). The people OfTexas are resilient: Houston furniture store owner opensdoors to residents [Radio program]. Washington, DC. AllThings Considered.

Helpful Certification LinksObtain the latest AEM®/CEM® News here.

Find the answers to commonly-asked questions here.Explore the certification process starting at www.iaem.com/CEM.

Questions? Email CEMinfo@iaem.com

T he IAEM Bulletin, the official newsletter of the International Association of Emergency Manag- ers, is published monthly by IAEM to keep

members abreast of association news, governmentactions affecting emergency management, and researchand information sources.

The publication also is intended to serve as a way foremergency management colleagues to exchangeinformation on programs and ideas. Issues from 1999through the present are available in the members-onlyIAEM Bulletin Archives.

The Bulletin is distributed electronically via themembers-only archives to emergency managementofficials each month, representing all levels of govern-ment, industrial, commercial, educational, military,private, nonprofit and volunteer organizations.

Publishing an article in the IAEM Bulletin may helpyou to meet IAEM’s certification requirements. If youhaven’t written an article lately, or at all, for the IAEMBulletin, check out the author’s guidelines.

The members of the IAEM Editorial Work Group knowthat every one of us has a story to tell.

About the IAEM Bulletin

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continued from page 33

Business Collaboration:A Whole Community Approach

Watch for more articlesin the November 2017

IAEM Bulletin, based on ourconference theme:

“Navigating a Journey with theWhole Community, Part 2”

35

IAEM Bulletin October 2017

T he American Red Cross is undertaking a major, nationwide service delivery

readiness strategy aptly named theNational Readiness Initiative (NRI).The organization is making signifi-cant investments in local, state andnational preparedness programs toensure that it has the capacity andcapability to reliably accomplish itsmission, which is to “prevent andalleviate human suffering in the faceof emergencies.” The Red Crossrelies on the cooperation of govern-ment and non-governmentalpartners to accomplish this essentialhumanitarian responsibility.

Getting Ready, Being Ready,and Staying Ready to Serve

The slogan of the NRI is “gettingready, being ready and staying readyto reliably serve clients and commu-nities.” At the highest level, the NRIcan be described as the Red Cross’organizational emphasis on increas-ing sheltering capabilities and

Red Cross Launches National Readiness InitiativeBy Charley English, National Emergency Management Liaison,

Disaster Cycle Services, American Red Cross National Headquarters, Fairfax, Virginia

capacity and ensuring planningassumptions are aligned withgovernment partners. Even thoughthis concise description soundssimple, executing the strategy is nosmall or simple task.

To accomplish this nationwidereadiness initiative, the effort isdivided into four major dimensionsand will take nearly three years tofully complete all activities. How-ever, immediate readiness resultsare expected as various tasks arealready underway around thecountry. The Red Cross has namedthe four dimensions (or lanes) of theNRI: Supportive Community; TrainedPeople; Accessible Infrastructureand Necessary Supplies.

Supportive Community

Externally, almost all of theinteraction with the NRI will be inthe “lane” entitled SupportiveCommunity. The objective of thislane is to align sheltering andfeeding capacity and capability

expectations with local and stategovernment in realistic planningdiscussions that include engagingcommunity-based service-deliverypartners. To support the develop-ment of planning assumptions,locally based Red Cross representa-tives will work with their localemergency managers to identify ahigh consequence, high probabilityevent that is likely to impact thatjurisdiction. This process will define aset of planning assumptions that willdetermine sheltering and feedingrequirements and will quantify theresources needed to meet thatcommunity’s sheltering needs.

The Red Cross then will transpar-ently inform the EMA of its capabil-ity in providing shelter services forthe event discussed and jointly withthe EMA seek to find solutions formeeting any gaps that remain.Following these structured planningand resource assessment conversa-tions, local Red Cross offices willprovide a written sheltering andfeeding Statement of Intentions toemergency management.

The objective of this approach isto increase internal and externalconfidence in the Red Cross’ capabil-ity to provide sheltering services toeach community across the nation.The expected outcome of theSupportive Community lane will bestrengthened operational readinessthrough a process that alignsfeeding and sheltering expectationsand commitments with emergencymanagement.

Trained People

It is important to know that theother three lanes of the NRI are in

Photo: American Red Cross, 2017. continued on page 36

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IAEM Bulletin October 2017

direct support of sheltering capacityand accomplishing the mission of theRed Cross. These ongoing supportprojects will, in most instances, beinvisible to those outside of the RedCross. For example, in the TrainedPeople lane, there are efforts toenhance the recruitment andtraining of volunteers to be ready toserve in times of disaster as well asprovide steady state leadershiptraining and development.

Accessible Infrastructure

The dimension of AccessibleInfrastructure not only includesensuring that Red Cross services areavailable to all, but also includes theprovision and updates to tools andsystems necessary for Red Crossworkers to efficiently do their work.One exciting new development isthe creation of “RC View,” a datavisualization and information sharingplatform that will be utilized tomanage and track resources and toprovide a common operating picturefor disaster responders.

Necessary Supplies

Finally, the Necessary Supplieslane is undertaking critical projectsregarding inventory managementand vehicle standardization to makecertain requisite supplies, equip-ment and resources are readilyavailable to disaster workers whenresponding to a local community.

Conclusion

The Red Cross is indeed taking ona tremendous readiness commit-ment with the launch of the NRI.There is no doubt that the fourdimensions (Supportive Community,

Trained People, Accessible Infra-structure, and Necessary Supplies)will better prepare the organizationto accomplish its mission. Just asimportantly, however, is the insis-tence by Red Cross leadership forlocal disaster representatives tohave candid, honest and transparentconversations with partners aboutsheltering capabilities in everycommunity. Indeed with the com-

continued from page 35

Red Cross Launches NationalReadiness Initiative

Photo: American Red Cross, 2017.

Photo: American Red Cross, 2017.

mencement of the NRI the RedCross is “getting ready, being readyand staying ready to reliably serveclients and communities.”

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IAEM Bulletin October 2017

All Hands on Deck: Charter aClearer Course for Emergency Preparedness

By Dr. Christopher Hennen, Emergency Manager,United States Military Academy, West Point

It is indisputable that present-day emergency preparednesspublic service information

campaigns are not working. Thegreat hope of the campaigns hasbeen in their ability to disseminateattention-getting, value-added,behaviorally persuasive messages tolarge, diverse audiences at anaffordable cost, with the goal ofpromoting preparedness throughinvolvement.

That has not happened, at leastto the extent envisioned by itsarchitects. While awareness andpreparedness are stipulated asdecisive elements of communityreadiness and resilience, FEMA’sNational Preparedness Report, theCitizen Corps National PreparednessSurvey, and Columbia University’sNational Center for Disaster Pre-paredness (NCDP) all acknowledge adisturbing and consistently decliningpattern of risk awareness andpreparedness engagement amongAmericans.

No Strong Correlation BetweenAwareness Literacy andPreparedness Activity

Furthermore, research has notdemonstrated a strong correlationbetween awareness literacy andpreparedness activity. The rootcause of this may be that a growingnumber of Americans expect thegovernment to solve their problems.It is becoming an article of faith thatif calamity strikes, “someone” willdeliver them from the consequences– a foolish, perhaps disastrous,position to take.

Emergency preparednessofficials – this author among them –

have expressed frustration overtheir public’s poor emergencypreparedness knowledge, attitudes,and behaviors in the face of ever-present dangers. We must rethinkhow we promote and measureemergency preparedness. More-over, we need more reliable infor-mation on what works and whatdoesn’t as a foundation for advanc-ing the public good while increasingthe value of public expenditures.

As with the other facets ofemergency management (EM),emergency preparedness is amultifunctional, capacity-buildingprocess, optimally achieved whenthe whole community – policymakers, planners, practitioners, andpublics – is engaged. In the after-math of 9/11, risk awareness andpreparedness attained a high levelof significance in the nationalconsciousness.

Positive Response WhenCalamity Is Imminent

We see this attentivenessrepeated across the country whencalamity is about to strike. This morepositive and social response to crisis,and the preparedness behaviors itoften arouses, is a cooperative act,borne out of a sense of individualand collective vulnerability thatoften breeds a sense of duty,solidarity, and even ingenuity.

Yet with the passage of time,memories fade, motivation to actdeclines, and the challenges as wellas the frustrations of inspiritingcommunity effort resume. Someobservers, aware of the difficulties inachieving whole community pre-paredness, have concluded that the

problem of understanding andresponding to these challenges isinsurmountable. However, aban-doning the effort is not a solution.

EM Has No Natural ConstituencyUntil a Crisis Occurs

Part of the problem is that –except for those with EM responsi-bilities, which are modest in numberand influence – EM has no naturalconstituency until a crisis occurs.People worry most about risks thatseem to directly threaten theirimmediate well-being. Their toler-ance for risk and, thus their motiva-tion to prepare, appear related totheir perception of benefit. All otherthings being equal, the moreimminent the perceived risk, thegreater the motivation to dosomething about it.

Home Depot is never busier thanjust before a major storm, and fluvaccine demand overwhelms publichealth officials only after a pandemichas been declared. Americans areoptimists and procrastinators, andthis confidence can make them andtheir communities vulnerable.

According to NCDP DirectorIrwin Redlener, the nation remainsconsiderably unprepared, andconditions have not improvedproportionally with national invest-ments in this enterprise. In “A WholeCommunity Approach to EmergencyManagement: Principles, Themes,and Pathways for Action” (Decem-ber 2011), FEMA concedes that“truly enhancing our nation’sresilience to all threats and hazardswill require the emergency manage-ment community to transform the

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IAEM Bulletin October 2017

way the emergency managementteam thinks about, plans for, andresponds to incidents in such a wayas to support community resilience.”We may find reversing the existingindifference toward preparednessand dependence upon the govern-ment unachievable until we con-ceive of a new approach that makesthe current approach unappealingand unsustainable.

Electronic Media Revolution

Until now, emergency prepared-ness public service expenditureshave been largely centered oninformation dissemination, butsimply making advice availablethrough a largely one-size-fits-allapproach is insufficient for today’sinformation savvy public. While printmedia still plays a role for popula-tions with limited online access, poorliteracy skills, or disabilities thatimpair access to alternate mediaplatforms, the electronic mediarevolution has renewed discussionover print media’s relevance.

Consumers are abandoningtraditional public service informationmethods for faster, more interactivemeans. Social media platforms allowpublic service officials to leverageexisting social networks, spreadingtheir messages to a wider, presum-ably more receptive audience.

While creative costs to developemergency preparedness toolsand information for social mediaare similar to traditional media,the costs of amplifying transmissionor modifying a program in responseto audience reception are lessformidable. The only barrier toresponding to changing conditionsin real time lies in the limits of

organizational capacity and ingenu-ity.

Any appeal that feels impersonaland doesn’t offer perceived oractual value is likely to be disre-garded by consumers. Communitypreparedness success lies, in part, inunderstanding consumer informa-tion preferences and then using thatunderstanding to offer them anexchange they will value. Thegreater the gap between the bother(i.e., to consider the appeal) and thebenefit (i.e., what’s in it for me?),the less potential that the call toaction will be persuasive. Tangiblebenefits (i.e., free stuff) can createmore attention and genuine, longer-lasting appeal.

Providing Incentives

Providing incentives is onemethod for eliciting desirable, self-driven behavioral change. Thepremise is that the motivatingpower of financial rewards forengaging in emergency prepared-ness (e.g., free or deeply discountedproducts and a sales tax break aspart of preparedness campaigns;technology innovation contests) ormitigation measures (e.g., reducedinsurance premiums or tax relief)can translate into better preparedindividuals and communities. Unlikevaguely worded official prepared-ness proclamations or the super-abundance of print media products,these kinds of enticements send amessage that government is seriousabout the importance of emergencypreparedness, and there is clearvalue in taking action to be pre-pared.

However, sustaining desirablebehaviors is not achieved solelythrough incentives. The effects ofincentives depend on how they aredesigned, the form in which they aregiven, and what happens after theyare discontinued. No matter howmuch government seeks to persuade

or entice the public, it is bound tohave difficulty affecting risk behav-iors on appeals or incentives alone.Yet, when government fails in itsduty to protect the safety and well-being of its citizens, society suffers.Consequently, more decisive mea-sures are needed.

Mandates toPromote Readiness

There are a variety of possiblepolicy levers that could be applied –at least in principle – to complementpersuasive approaches to promotehealth and safety through popula-tion-wide action. Since most peopleare unimpressed by “soft” ap-proaches to emergency prepared-ness, regulatory interventions (e.g.fines, taxes, regulations) representcritically important components ofbureaucratic strategies.

Fire drills, fire and flood insur-ance, and enforcement of buildingcodes are examples of mandates topromote readiness. Other measures– “Go Kits” as a condition for vehicleinspection; state-directed prepared-ness curriculum and first aid/CPRtraining for students; communityresponse and continuity plans as acondition for state/federal grantfunding; and emergency prepared-ness apps – are examples that holdpotential for improving communitypreparedness.

Objections to such methodsusually focus on their costs, effec-tiveness, or impact on one’s freedomof choice. For example, today’spublic support for the compulsorywearing of seatbelts is far removedfrom initial public resistance to itsimposition. It was once unthinkableto ban smoking from public places,while now it is almost unthinkable toallow it. Building consensus andcompliance in the context ofemergency preparedness, albeit

continued from page 37

All Hands on Deck:Chart a Clearer Course

for Emergency Preparedness

continued on page 39

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IAEM Bulletin October 2017

with some initial resistance, is not only possible but alsopractical and principled. The best antidote to lack ofsupport for government regulation is to show that itworks, at a reasonable cost and with acceptable imposi-tions on liberty and property.

New Approaches Are Needed

New approaches that resonate throughout the wholecommunity are needed to heighten awareness andtranslate knowledge into purposeful and sustainedactivity. The ideal is to reach a point where there will belittle need for public expenditure on emergency pre-paredness – either through persuasion or coercion –because people will prepare naturally. This may requireconsiderable behavioral change, but the eventual aim isto reawaken a habit of personal responsibility and a self-reliant social norm. In practical and economic terms,finding and pursuing solutions to this problem are likelyless costly than response and recovery.

Make Sure You Receivethe Latest News!

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If not, check your spam filter orsubscribe at www.iaemdispatch.com.

The IAEM Dispatch tackles today’s most relevantissues, gathered from sources like Associated Press,The Washington Post, Financial Times, and theleading industry publications. Delivered to the in-boxes of emergency management industry profes-sionals, the IAEM Dispatch keeps professionalsinformed of topics that impact their programs.Subscribers are decision-makers with purchasingpower – the top-tier professionals in the industry.

Want to advertise in the Dispatch? Check outwho subscribes and ask for an IAEM Dispatch mediakit at www.iaemdispatch.com.

continued from page 38

All Hands on Deck: Chart a ClearerCourse for Emergency Preparedness

The Time for Change Is Now

Our future is anything but hopeless, and we are nothelpless. There is no silver bullet, but it is clear that thoseresponsible for information campaigns cannot rely onsimply increasing the frequency or abundance of informa-tion to affect lasting behavioral changes. We have a vastreservoir of talented people who share a common desireto examine communities’ emergency preparedness risksand potential strengths.

Lest we continue to invest in what has not worked,the time for change is now. Emergency preparednesseducation must be a part – versus the entirety – of thesolution. By operationalizing the right mix of persuasiveand coercive approaches, FEMA’s whole communitypreparedness goal of “a more effective path to buildingsocietal security and resilience … (in order) to achievebetter outcomes in times of crisis” can be realized.

Support the future ofemergency management –

donate to theIAEM Scholarship Fund!

iaem.com/Scholarshipsiaem.com/Donate

40

IAEM Bulletin October 2017

Oct. 18-19 Mid-Atlantic Center for Emergency Management: Maturing Public-Private Partnerships Workshop, Lawrenceville, GA.

Oct. 21 AEM®/CEM® Exam, Saint Leo University, Saint Leo, FL.Oct. 23-26 Saskatchewan Emergency Planners Association Conference,

Saskatoon, SK, Canada.Oct. 25-27 14th Annual Canadian Risks and Hazards Network

Symposium, Halifax, NS, Canada.Oct. 31- The Pacific Northwest Preparedness Society and EmergencyNov. 2 Preparedness for Industry and Commerce Council Conference,

Vancouver, BC, Canada.Nov. 1-2 Mid-Atlantic Center for Emergency Management: Maturing Public-

Private Partnerships Workshop, St. Paul, MN.Nov. 2 AEM®/CEM® Prep Course & Exam, Texas Division of Emergency

Management – Preparedness Section, Austin, TX.Nov. 3 AEM®/CEM® Exam, Millersville University, Millersville, PA.Nov. 6-8 7th Algeria Fire, Safety and Security Expo, Algiers, Algeria.Nov. 10-15 IAEM 65th Annual Conference & EMEX Expo, “Navigating a

Journey with the Whole Community, Long Beach, CA.www.iaemconference.info.

Nov. 12 AEM®/CEM® Prep Course & Exam, IAEM 2017 AnnualConference & EMEX, Long Beach, CA.

Nov. 14 11:00 a.m.-12:30 p.m. LIVE at the IAEM Annual Conference!IAEM Think Tank: “Machine Intelligence and Artificial Intelli-gence in Emergency Management. See details on page 7.

Nov. 13-17 Heritage Emergency & Response Training, Washington, D.C.Nov. 14-17 Toronto Emergency Management Symposium, Toronto, ON,

Canada.Nov. 15-16 Mid-Atlantic Center for Emergency Management: Maturing Public-

Private Partnerships Workshop, Honolulu, HI.Nov. 28-29 Mid-Atlantic Center for Emergency Management: Maturing Public-

Private Partnerships Workshop, U.S. Department ofAgriculture, Kansas City, MO.

Dec. 7-8 Maximizing Organizational Resilience: COOP for Public Entities,Baltimore, MD.

Dec. 9 IAFC Regional Rail Response Training, Beecher, IL.Dec. 11 IAFC Regional Rail Response Training, Pittsburgh, PA.

2018Jan. 10 AEM®/CEM® Exam, Utah Emergency Management Association

2018 Conference, West Jordon, UT.Jan. 11 IAFC Regional Rail Response Training, Ellabell, GA.Feb. 21-22 4th Annual Emergency Management Theory and Research

Conference (open-access virtual platform).Apr. 22-25 2018 IAEM-USA Region 4 Conference: “Setting the Tone for

Emergency Management,” Nashville, TN.June 4-7 20th Annual Emergency Management Higher Education

Symposium, FEMA’s Emergency Management Institute,National Emergency Training Center, Emmitsburg, MD.

EM CalendarVisit www.iaem.com/calendar for details on these and other events.

IAEM StaffChief Executive OfficerElizabeth B. Armstrong, MAM, CAE703-538-1795, ext. 8armstrong@iaem.com

Deputy Executive DirectorEMEX Exhibit ManagerClay D. Tyeryar, MAM, CAE703-538-1795, ext. 7ctyeryar@iaem.com

Membership Manager/RegistrarSharon Kelly703-538-1795, ext. 1info@iaem.com

Communications & MarketingManagerScholarship Program DirectorDawn M. Shiley703-538-1795, ext. 3shiley@iaem.com

Certification ManagerKate McClimans703-538-1795, ext. 6CEMinfo@iaem.com

Conference ManagerJulie Husk703-538-1795, ext. 2jhusk@iaem.com

IAEM-USA Director ofGovernment AffairsThad Huguley615-870-9316thad@iaem.com

Program ManagerChelsea Firth941-320-1258chelsea@iaem.com

EMEX SalesMehdi Stambouli703-538-1795, ext. 1708mstambouli@iaem.com

IAEM Bulletin EditorWebsite Content ManagerKaren Thompson703-499-0441thompson@iaem.com

IAEM Headquarters201 Park Washington CourtFalls Church, VA 22046-4527Phone: 703-538-1795Fax: 703-241-5603info@iaem.com | www.iaem.com

Need more info about staff?Visit the IAEM Staff web page.

41

IAEM Bulletin October 2017

New IAEM Members: Aug. 16-Sept. 15, 2017

continued on page 42

IAEM-ASIA COUNCIL

Henry EeSingapore

IAEM-CANADA COUNCIL

Kristin N. BruceSaskatoon, SK

Marc D'AquinoCourtenay, BC

Melissa EliouMississauga, ON

Eric J. LobayEdmonton, AB

Jonathan PhaneufChilliwack, BC

Douglas W.D. SchmidtRegina, SK

IAEM-EUROPA COUNCIL

Gal HorowitzTel Aviv, Israel

Gudrun Lisbet NielsdottirReykjavik, Iceland

IAEM INTERNATIONALCOUNCIL

Badis BouounRiyadh, Saudi Arabia

Eng. Ayman M. Naguib KhalafallaMuscat, Oman

Olisa Ogwuadi, CPPLagos, Nigeria

IAEM LATIN AMERICA &CARIBBEAN COUNCIL

Danilo Vaccari AzevedoBrazil

IAEM-USA COUNCIL

IAEM-USA Region 1

Chris BeaupereBoston, MA

Captain James W. BurnsWaterbury, CT

Terry D. CooperNew Haven, CT

Brienne LenartNew Haven, CT

Colton J.B. WilliamsSalem, NH

IAEM-USA Region 2

Mark CatuognoNew Rochelle, NY

Caitlin CrismanBinghamton, NY

Louise DonnellyNew Hyde Park, NY

Danton C. KerzHampton Bays, NY

Daniel PetrosinoBrooklyn, NY

Justin ResnickNew Jersey, NJ

February J. SeokElmhurst, NY

IAEM-USA Region 3

Jeremy BernfeldWashington, DC

Jeramie B. CalandroOlney, MD

Grant J. CarltonMillerstown, PA

Brindisi ChanLaurel, MD

Alec J. CobbsNorth Bethesda, MD

Nicholas CraigAlexandria, VA

Jessica N. FinkYork, PA

Angel L. Gillette, CEMHarrisburg, PA

Hallie NixWashington, DC

Dr. Michael D. OwensVirginia Beach, VA

Adam RollinsArlington, VA

Allison Van LareJoint Base Andrews, MD

Ariel T. WilsonRockville, MD

IAEM-USA Region 4

Ligia De MenezesSaint Cloud, FL

Navin DeonarineNorth Lauderdale, FL

Jason M. DotsonColumbia, KY

Rodney A. Grimsley,CHMM, CEMP-TNWoodlawn, TN

Gwen McLaughlinCarrboro, NC

Chief Robert A. Mitchell,FPEMSanford, FL

Antoine B. Richards, MPHSmyrna, GA

Ronald J. SmithMillbrook, AL

Monica StrzalkowskiFrankfort, KY

Jaeson WeberFort Lauderdale, FL

Jonathan A. WeyTampa, FL

Jonathan S. YavnehPlantation, FL

IAEM-USA Region 5

Charles L. AdamsLogan, OH

Please welcome these new IAEM members!

42

IAEM Bulletin October 2017

New IAEM Memberscontinued from page 41

Doris A. Korona, ACNP-BCBelle Harbor, NM

Jason LionbergerLake Charles, LA

Andrew F. McConnellKempner, TX

Kathryn M. McCoyDFW Airport, TX

Jonathan C. McLemoreLake Charles, LA

Melissa B. MunguiaCorpus Christi, TX

Dr. Mary M. NelanDenton, TX

James NolanMissouri City, Texas

Michelle PettitDallas, TX

Marcos A. QuinonesoteroKilleen, TX

Max W.C. Richardson Denton, TX

Jennifer RodriguezDenton, TX

Courtney L. RuddArlington, TX

Olester L. ShippHelotes, TX

Andrew ThompsonHouston, TX

Genevieve A. TilmonWaco, TX

Elizabeth van EyssenFort Worth, TX

Michael N. WaddleBentonville, AR

IAEM-USA Region 7

Larry C. HurstGlenwood, IA

Mitchell NordmeyerAllison, IA

IAEM-USA Region 8

Errin HenggelerWindsor, CO

COL George W. Mason IIIColorado Springs, CO

Jonathan McCombPark City, UT

David McEntireProvo, UT

Richard NewmanGolden, CO

IAEM-USA Region 9

Ryan AlexanderLas Vegas, NV

Mark K. AskeyLos Angeles, CA

Jill M. Barnes, CEMCulver City, CA

Matthew E. BrownSan Diego, CA

Edward M. BushmanNewhall, CA

Maryann CallejaN. Las Vegas, NV

Wayne ChangBuena Park, CA

Denise Davis, CEMBuena Park, CA

Jeffrey H. DuVallAnaheim, CA

John B. EverloveThousand Oaks, CA

Ernest A. FierroCommerce, CA

Kim GathersPhoenix, AZ

Karen GentilucciLos Angeles, CA

Grant W. GravesMalibu, CA

John B. GreetLong Beach, CA

Travis NortonCarlsbad, CA

Kenneth C. KempterSan Dimas, CA

Robert KestenbaumLong Beach, CA

Rakdy KhlokLos Angeles, CA

Paige S. KnottTucson, AZ

Bryan KortcampSanta Clarita, CA

continued on page 43

Shane A. BookerIndianapolis, IN

Jeremy LatchawHolland, MI

Matthew A. UrickFlint, MI

Mark T. WoldGlenview, IL

IAEM-USA Region 6

Zachary P. AyerDenton, TX

Robert F. BallesterosHumble, TX

Eugene Barlow IIHouston, TX

Gaylon CaldwellHouston, TX

Christopher O. CaveneyBlytheville, AR

Willie J. Davis Jr.Live Oak, TX

Adam FloydMandeville, LA

Marcus E. GellnerDecatur, TX

Joseph A. GonzalezDenton, TX

Garrett HagerMcKinney, TX

Please welcome these new IAEM members!

43

IAEM Bulletin October 2017

Robert A. Matthews, Jr.Mather, CA

Robert McClellan Anaheim, CA

Marc G. MelissasHarbor City, CA

Valerie L. MeyersPhoenix, AZ

Griselda I. Moya-FloresTucson, AZ

New IAEM Memberscontinued from page 42

Cappy D. MyersMorgan Hill, CA

Andrea ProsserPleasant Hill, CA

Doug QuisenberryClaremont, CA

Dana ReedSan Jose, CA

Mark T. RiddlebargerBuena Park, CA

Kate E. ShimshockSan Francisco, CA

Michael D. SkaggsLodi, CA

Mark G. SpoolstraGarden Grove, CA

Brandy A. WelchLos Angeles, CA

IAEM-USA Region 10

Kathryn L.C. BakerBellingham, WA

Matthew J. MagorrianSeattle, WA

Rachel PfefferPortland, OR

Matthew J. Ziemer, MPAJuneau, AK

Pleasewelcome

these newIAEM

members!

REGISTER TODAY!

Nov. 10-15, 2017

IAEM 65th AnnualConference & EMEX

“Navigating aJourney with the

Whole Community”

Long Beach, California

www.iaemconference.info