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National Preparedness Report [2014]
"This report marks the third National Preparedness Report. Required annually by 'Presidential Policy Directive 8: National Preparedness,' the 'National Preparedness Report' summarizes progress in building, sustaining, and delivering the 31 core capabilities described in the 'National Preparedness Goal' (the Goal). Each year, the 'National Preparedness Report' presents an opportunity to evaluate gains that whole community partners--including all levels of government, private and nonprofit sectors, faith-based organizations, communities, and individuals-- have made in preparedness and to identify where challenges remain. This year's report focuses primarily on preparedness activities undertaken or reported during 2013. The intent of the 'National Preparedness Report' is to provide the Nation--not just the Federal Government--with practical insights on core capabilities that can inform decisions about program priorities, resource allocation, and community actions. Based on stakeholder feedback, the 2014 report places a renewed emphasis on approachable language, clear visuals, and concise findings that are interesting and useful to preparedness professionals and non- experts alike. While the 'National Preparedness Report' focuses on domestic efforts, the Federal Government also engages with international partners and organizations to understand and collaborate on issues such as cybersecurity, supply chain integrity and security, and infrastructure security and resilience."
United States. Department of Homeland Security
2014-03-30
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Enhancing TSA Officer Safety and Security: Agency Actions and Path Forward
"In response to the tragic shooting of Transportation Security Officer (TSO) Gerardo I. Hernandez and wounding of other TSA employees and a passenger on November 1, 2013, at Los Angeles International Airport (LAX), Administrator John S. Pistole called for a comprehensive review of the Transportation Security Administration's (TSA) policies, procedures, and training to identify possible improvements to safety and security for TSA employees. The following report provides a summary of TSA actions as a result of this review. Its scope is limited to TSA employees serving to protect the public at our nation's airports. The agency's response focuses primarily on those areas with the greatest effect on safety and security for the workforce: mandatory training, improved communication systems and policies, and enhanced law enforcement presence. A total of fourteen recommendations were adopted. The steps outlined in this report represent a combination of alternatives identified by an internal working group or 'Integrated Project Team' (IPT) and ideas generated by TSA employees in response to a request for feedback from Administrator Pistole. The agency's response further reflects extensive feedback and participation by industry stakeholders including law enforcement, airport operators, the employee union, and various associations. TSA is greatly appreciative of the collaborative engagement of these stakeholders and remains committed to working closely with all involved entities in continued efforts to provide enhanced safety and security measures for TSA employees."
United States. Transportation Security Administration
2014-03-26
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National Mass Care Strategy: Building a Community of Practitioners [presentation]
"This is the webinar presentation slides on the National Mass Care Strategy: Building a Community of Practitioners. Webinar Presenters include: Amy Mintz, American Red Cross; James McGowan, National VOAD [Voluntary Organizations Active in Disaster]; John Madden, National Emergency Management Association (NEMA); [and] Waddy Gonzalez, Federal Emergency Management Agency (FEMA) [...]. The National Mass Care Strategy provides a unified approach to the delivery of mass care assistance to all communities, by establishing common goals, fostering inclusive collaborative planning, and identifying resource needs to build a national mass care capacity, focusing on: [1] Congregate and non-congregate temporary shelters (including household pets) [2] Fixed or mobile feeding operations [3] Distribution of relief supplies [4] Family reunification [5] Health and/or mental health services [6] Information and recovery assistance"
United States. Department of Homeland Security
Mintz, Amy; McGowan, James; Madden, John . . .
2014-03-26
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National Mass Care Exercise: Helping Build State Mass Care Capability
"These slides provide an overview of the National Mass Care Exercise: Helping Build State Mass Care Capability. Main topic areas include: - Rationale for a National Mass Care Exercise - The Florida Exercise Experience - Lessons Learned from the Exercise - Applying Lessons at the State and Local Levels Presenters include - Jono Anzalone, American Red Cross - Sue Bush, State of Washington - Brian Head, Sysco Corporation - Michael Whitehead, State of Florida." This overview demonstrates the need to conduct a mass care exercise to identify current weaknesses and possible strengths in the National Mass Care Strategy.
United States. Department of Homeland Security
2014-03-05
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Business Shelter-In-Place, Student Guide
"These STUDENT NOTES are intended to accompany the 'Business' Shelter-In-Place video prepared for the Chemical Stockpile Emergency Preparedness Program (CSEPP). The CSEPP is a collaborative effort by the Army and Federal Emergency Management Agency (FEMA) and state and local officials to improve the emergency response capabilities of communities that surround the chemical stockpiles at the eight U.S. Army installations in the continental United States. Since CSEPP began in 1988, state and local officials have teamed with the Army and the FEMA to protect the public in the unlikely event of a chemical agent release. Although evacuation is the preferred action in the event of an accidental release of chemical warfare agent if time permits, officials may advise businesses and industries to shelter-in-place under some circumstances. This video is intended is to describe the planning elements necessary in developing a plan for sheltering-in-place of occupants in a place of business during a short-term chemical emergency. Many businesses and commercial operations have contingency plans that include evacuation during emergencies. The information provided in this training can be coordinated with those plans to accommodate the unique features of shelter-in-place protective actions. It is important to remember that in the development of a SIP plan for business and commercial interests, it is impossible to anticipate the detailed local conditions that will exist when a chemical agent is released."
United States. Federal Emergency Management Agency; United States. Department of the Army; Oak Ridge National Laboratory
2014-03
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Mass Care: Private Sector Engagement to Improve Response Coordination for Individuals with Access and Functional Needs
"The Independence Center (IC), an independent living center and service provider serving individuals with disabilities throughout Colorado, has taken several proactive steps to engage and coordinate with the emergency response community in response to lessons learned from wildfires in 2012. The IC is addressing coordination gaps revealed by those wildfires by engaging the whole community in coordination and planning for the needs of individuals with access and functional needs."
United States. Federal Emergency Management Agency; United States. Department of Homeland Security
2014-02-20?
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Overview of Lessons Learned Information Sharing (LLIS.gov)
This presentation from 'LLIS.gov' overviews the program and describes recent updates and enhancements (as of February 2014), to help users navigate the site and fully utilize all that 'LLIS.gov' has to offer.
Lessons Learned Information Sharing (LLIS); United States. Federal Emergency Management Agency
2014-02-12
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2014 Transportation Tabletop Exercise After Action Report Improvement Plan
"This exercise is a tabletop, lasting from 10-11:30 a.m. at Koochiching County Health Department. Exercise play is limited to the discussion of local health department staff at the Koochiching County Health Department between 10 a.m. and 11:30 a.m. […] The objective is to increase understanding of transportation procedures in an emergency like a pandemic flu outbreak so we can provide prophylaxis vaccine to community members. […]Transportation is an essential element of Emergency Preparedness (EP). Based on the tabletop exercise (TTX) conducted July 26, 2013, Koochiching County Health Department (KCHD) staff members need a clearer understanding (and a more specific plan) of transportation protocol in an emergency."
Koochiching County (Minn.) Health Department
2014-02-11
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Federal Motor Carrier Safety: Modifying the Compliance, Safety, Accountability Program Would Improve the Ability to Identify High Risk Carriers, Report to Congressional Committees
"From 2009 to 2012, large commercial trucks and buses have averaged about 125,000 crashes per year, with about 78,000 injuries and over 4,100 fatalities. In 2010, FMCSA [Federal Motor Carrier Safety Administration] replaced its tool for identifying the riskiest carriers-SafeStat-with the CSA [Compliance, Safety, Accountability] program. CSA is intended to reduce the number of motor carrier crashes by better targeting the highest risk carriers using information from roadside inspections and crash investigations. CSA includes SMS, a data-driven approach for identifying motor carriers at risk of causing a crash. GAO [Government Accountability Office] was directed by the Consolidated Appropriations Act of 2012 to monitor the implementation of CSA. This report examines the effectiveness of the CSA program in assessing safety risk for motor carriers. GAO spoke with FMCSA officials and stakeholders to understand SMS [Safety Measurement System]. Using FMCSA's data, GAO replicated FMCSA's method for calculating SMS scores and assessed the effect of changes-such as stronger data-sufficiency standards-on the scores. GAO also evaluated SMS's ability to predict crashes. GAO recommends that FMCSA revise the SMS methodology to better account for limitations in drawing comparisons of safety performance information across carriers. In addition, determination of a carrier's fitness to operate should account for limitations in available performance information. In response to comments from the Department of Transportation (USDOT), GAO clarified one of the recommendations. USDOT agreed to consider the recommendations."
United States. Government Accountability Office
2014-02
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LLIS Trend Analysis: Cybersecurity Trends: Exploring and Understanding Key Gaps in the Cybersecurity Capability of the Emergency Management Community in Order to Help Reduce the Risk of Cyber Threats and Enhance Cybersecurity Efforts
"The Lessons Learned Information Sharing research team conducted a trend analysis to explore and understand key gaps in the cybersecurity capability of the emergency management community and examine the challenges confronting cybersecurity efforts. To identify overall trends within cybersecurity, the research team conducted research and analysis across the 2012 State Preparedness Reports (SPRs) and 16 After Action Reports (AARs) related to cybersecurity. The goal of the analysis was to identify recurring issues to help emergency managers address challenges in cybersecurity efforts and establish a framework for further research into specific cybersecurity issues. The following are key trends identified as a result of the analysis."
United States. Federal Emergency Management Agency; Lessons Learned Information Sharing (LLIS)
2014-02
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Welcome to the New Lessons Learned Information Sharing (LLIS.gov) Website
This quick guide is designed to help users become familiarized with the new 'LLIS.gov' redesign of their website and web-based services.
Lessons Learned Information Sharing (LLIS)
2014-01-09?
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Lesson Learned: Baltimore Demonstration Project: Capstone Tabletop Exercise
"The Baltimore Chemical Terrorism Tabletop Exercise (TTX) was a one-day facilitated tabletop exercise sponsored in partnership by the U.S. Department of Homeland Security (DHS) Office of Health Affairs (OHA) Chemical Defense Program (CDP) and the Maryland Transit Administration (MTA). The exercise, also referred to as the Baltimore Demonstration Project, occurred on 11 March 2014 in Baltimore, MD and engaged multiple stakeholders including federal, state, and local government agencies and private sector organizations. The TTX used three chemical detection scenarios (modules) that were designed to illicit discussion on the community's response relative to chemical detection capabilities. The exercise assessed the community's integrated chemical detect-to-warn capability, decision analysis, and response Concept of Operations Plan (CONOPS) to determine potential effectiveness. The end goal was to take the information collected from the exercise and provide the community with an assessment of its readiness and capabilities to respond to a chemical incident. The TTX provided an opportunity for discussion of the strengths and areas of improvement relative to a response during a chemical agent release in a subway system. The event afforded both private sector members and primarily local and state government agencies to form partnerships that will improve incident coordination during future response operations. The TTX successfully met the established exercise objectives and helped participants identify existing gaps and recommended areas of improvement."
United States. Department of Homeland Security. Office of Health Affairs
2014
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LLIS Lesson Learned: Infrastructure Systems: Developing a Critical Infrastructure and Key Resources (CIKR) Plan
"Identifying CIKR [Critical Infrastructure and Key Resources] is intended to support collaborative planning efforts and provide necessary information for steady-state risk management and to support incident management during response/recovery efforts. Critical infrastructure is defined as the physical or virtual assets, systems, networks, and functions so vital that their disruption would have a debilitating impact on security, the economy, public health and safety, or any combination of those matters. Key resources are publicly or privately controlled resources essential to operation of the economy and the government. Previous disasters have proven that not having a structured CIKR plan can have a negative impact on response and recovery time. The creation of a CIKR plan ensures local emergency management has an understanding of the critical infrastructure and key resources, in order to make multi-disciplinary, multi-resource, and multi-tiered informed decisions regarding preparedness, incident response and recovery."
Lessons Learned Information Sharing (LLIS)
2014?
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LLIS Community Resilience Research Themes: Identifying Themes in Capability Gaps and Recent Advances to Help Emergency Managers Improve Community Resilience
"The Lessons Learned Information Sharing (LLIS) program team identifies common themes from whole community after-action reports (AARs) and presents them in a trend analysis for emergency managers to consider when developing plans and exercises. For this analysis, the team analyzed federal policy guidance, 25 AARs (21 exercise and 4 real-world), and the 2013 State Preparedness Report (SPR) data. This analysis identified seven areas for improvement related to community resilience efforts."
United States. Federal Emergency Management Agency; Lessons Learned Information Sharing (LLIS)
2014
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Lesson Learned: West Virginia Water Crisis Debriefing: Hospitals Should Consider Impact of Potential Emergencies in Adjacent Communities when Completing Hazard Vulnerability Analyses
"A chemical spill and resulting loss of water for consumption, bathing, laundry and medical equipment use required hospitals to pursue alternative arrangements for certain contracted services performed in the affected area. A key lesson learned during post-event interviews with impacted hospitals was that emergency preparedness planning cannot be limited to events occurring in the immediate community. Rather, robust hazard vulnerability analyses should include a consideration of emergencies that may impact adjacent communities where critical services such as laundry are often performed via contract."
United States. Department of Homeland Security; United States. Federal Emergency Management Agency
Crafton, Mark A.
2014?
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LLIS Innovative Practice: Regional Distribution Site Exercise: Operation Basket Brigade, An Alternate Approach
"The Lessons Learned Information Sharing (LLIS.gov) team identifies innovative practices from the whole community and documents these practices to promote whole community learning and improvement. The information from this innovative practice was obtained through the DuPage County Health Department's (DCHD's) Operation Basket Brigade After-Action Report and interview. The DCHD leveraged its annual grant-required Regional Distribution Site (RDS) exercise to collect, inventory, package, and distribute food donations during Thanksgiving in lieu of simulated Strategic National Stockpile (SNS) medical materiel. The exercise served as training for RDS staff and offered an example of how requirements and capabilities can be tested and expanded beyond the baseline exercise format."
United States. Federal Emergency Management Agency; Lessons Learned Information Sharing (LLIS)
2014
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Animals in Disasters Veterinary Operations Field Guide
Introduction: "All emergencies are local and therefore the local agency always has the option and latitude to respond to an emergency involving animals in the way and method that best suits the entity involved. This document is meant only to provide some quick guidelines and suggestions to local veterinary disaster response volunteers or others who are designated to take responsibility for animal issues during an emergency or disaster by identifying key points and critical issues that will be useful to the veterinary first responder and his/her agency during the initial stages of an emergency. […] If your team is working under an Incident Management Team (IMT) or other organization that utilizes ICS [Integrated Computer Solutions] forms, the veterinary Team Leader should fill out an ICS201 upon arrival and provide the completed form to the Temporary Animal Shelter Manager (TASM) who will pass it on to the ICS Command and General Staff. The ICS201 is used to gather initial size-up information on the situation, including health and safety concerns, current and future objectives for veterinary operations tactics, an initial organizational chart and a first inventory of available resources. After the initial size-up, the veterinary Team Leader should complete an ICS214 form for each operational period or shift and provide the ICS214 form to the TASM. The ICS214 form is intended to capture notable activity for the shift as well as resources utilized."
National Animal Health Emergency Management System. Steering Committee
2014-01
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IAEM CEM and AEM Publication Process
"The International Association of Emergency Managers (IAEM) requires Certified Emergency Manager (CEM[R]) candidates to document 6 professional contributions. One option includes the publication of a Lessons Learned or Innovative Practice document to 'LLIS.gov'. This option is also available to Associate Emergency Manager (AEM) candidates, although not a requirement for their certification. Candidates looking to contribute towards their certification by submitting to 'LLIS.gov' must produce an original document derived from personal emergency management experience, interviews, after-action reports, or independent research. The publication must have an independent editorial review control."
Lessons Learned Information Sharing (LLIS); United States. Federal Emergency Management Agency
2013-12-13?
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Emergency Management Institute Course IS-405: Mass Care/Emergency Assistance Overview
This course provides an introduction to Mass Care and Emergency Assistance (MC/EA) support, with a focus on Whole Community, by outlining the importance of collaboration and coordination between government, nonprofit, public, and private sectors."
Emergency Management Institute (U.S.); United States. Federal Emergency Management Agency
2013-12-10
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Federal Actions in Response to the August 23, 2011, Virginia Earthquake Report
"On October 13, 2011, the House Committee on Transportation and Infrastructure, Subcommittee on Economic Development, Public Buildings, and Emergency Management, conducted a hearing entitled 'Streamlining Emergency Management: Improving Preparedness, Response, and Cutting Costs.' The hearing examined how FEMA can streamline its programs to improve disaster preparedness and reduce costs. FEMA Administrator Craig Fugate and OPM [U.S. Office of Personnel Management] Deputy Director for Facilities, Security & Contracting, Dean Hunter, testified before the subcommittee. Delegate Norton asked FEMA and OPM to develop a report focusing on the Federal Government's response to the August 23, 2011, Virginia earthquake. FEMA's National Preparedness Assessment Division (NPAD) and Office of National Capital Region Coordination (NCRC) collaborated with OPM to develop an analysis of the Virginia earthquake response. A joint NPAD-NCRC team interviewed 10 senior staff from the FEMA NCR [National Capital Region] Watch Desk, the FEMA National Continuity Program (NCP) Directorate, OPM, the Metropolitan Washington Council of Governments (MWCOG), and the District of Columbia Homeland Security and Emergency Management Agency (DC HSEMA). The joint team also collected and reviewed situation reports, logs, and other data to complement the information provided during the interviews. Based on an analysis of this information, this report presents key findings designed to facilitate improved decision making and corrective action development where necessary."
United States. Federal Emergency Management Agency
2013-12-05
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LLIS.gov Newsletter [December 2013]
This December 2013 issue of the monthly 'LLIS.gov' Newsletter contains the following articles: "Submit to 'LLIS.gov' to Contribute toward your Certified Emergency Manager (CEM) or Associate Emergency Manager (AEM) Requirements!"; "'LLIS.gov' User-Submitted Content"; and "New Year, New Look for 'LLIS.gov'!"
Lessons Learned Information Sharing (LLIS); United States. Federal Emergency Management Agency
2013-12
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Buffalo Hospital Closed POD After Action Report / Improvement Plan
"This exercise is a functional exercise planned for October 1, 2013 at Buffalo Hospital. Exercise play is limited to Buffalo Hospital and Wright County Public Health. The objectives of the exercise are as follows: 1. Test the process triggered by the HAN Alert (Health Alert Notification) email from WCPH to Buffalo Hospital 9am Monday, September 30th. 2. Verify the transmittal of the appropriate Everbridge communication and Code Orange page from Security once the HAN Alert has been received. 3. Evaluate the process of requesting, distributing, tracking and securing antibiotics and setting-up a Closed POD [Point of Dispensing]. 4. Assess the referral process to Emergency Department with symptomatic patients. 5. Evaluate the dispensing through-put of staff in a Closed POD. 6. Critique the Command Center Staff's ability to get the Command Center operational and test communications with Wright County Public Health DOC. 7. Identify opportunities and implement interventions where the work flow/process can be improved during the Closed POD drill."
Wright County (Minn.) Public Health Department; Buffalo (Minn.). Buffalo Hospital
2013-11-21
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LLIS Lesson Learned: 'Ready When the Time Comes Program': Manitou Springs 2013 Flash Flood
"An interview with Dr. Lizabeth Jordan, Director, Volunteer and Emergency Services at the
American Red Cross, revealed the success of the American Red Cross 'Ready When the Time
Comes' (RWTC) program in Manitou Springs, Colorado during the 2013 flooding. Thanks in
part to the RWTC program and proactive staging of supplies by American Red Cross Pikes
Peak Chapter CEO Thomas Gonzalez, Manitou Springs was prepared to respond effectively
and efficiently."
United States. Federal Emergency Management Agency; Lessons Learned Information Sharing (LLIS)
2013-11-15?
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LLIS.gov Newsletter [November 2013]
This issue of the Lessons Learned Information Sharing [LLIS] Newsletter contains the following articles: "LLIS.gov User-Submitted Content "; "New Partnership with IAEM [International Association of Emergency Managers]"; "LLIS.gov's Field Collection Efforts in Colorado "; and "Mass Care Services Documents."
United States. Federal Emergency Management Agency; United States. Department of Homeland Security
2013-11
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LLIS Lesson Learned: Mass Care Response: Developing Regional Family Reunification Plans before Large Special Events
"The National Capital Region's (NCR) experiences during the 2009 Presidential Inauguration revealed that the many response and emergency management agencies involved in the, event were not operating under a common regional family reunification plan. This lack of a regional plan resulted in disjointed family reunification efforts and a lack of situational, awareness of family reunification activities across the NCR. Responders recommended the development of both an NCR-wide regional family reunification plan and a searchable family reunification database."
Lessons Learned Information Sharing (LLIS); United States. Federal Emergency Management Agency
2013-10-30?
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LLIS Lesson Learned: Multi-Agency Coordination: State-Led Efforts to Coordinate Mass Care Response
"In 2009, the State of Florida hosted one of the largest, most complex disaster response exercises in history, simulating landfall of a major hurricane across multiple major population centers in Florida. The exercise demonstrated the value of coordinating Mass Care response between various federal, state, county, local, and tribal agencies, as well as private sector partners and volunteer agencies. State emergency officials noted the value of state-led daily meetings and conference calls with all parties to harness the expertise of all involved in assessing requirements for Mass Care Services and directing available resources to meet those needs."
Lessons Learned Information Sharing (LLIS); United States. Federal Emergency Management Agency
2013-10-25?
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National Incident Management System: Intelligence/Investigations Function Guidance and Field Operations Guide
"The I/I [Intelligence/Investigations] Function within ICS [Incident Command System] provides a flexible and scalable framework that allows for the integration of intelligence/investigations information and activities. The post-9/11 world requires an environment that supports the sharing of information across all levels of government, disciplines, and security domains. Situational awareness is enhanced by the I/I Function through the sharing of pre- and post-incident information, intelligence, and real-time incident intelligence and investigation activities. All entities involved in processing and sharing information should develop a common operating picture--both day-to-day and during an incident or planned event."
United States. Federal Emergency Management Agency
2013-10
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LLIS.gov Newsletter [October 2013]
This issue of the Lessons Learned Information Sharing Newsletter contains the following articles: "Mass Care Services Documents," "Hurricane Trend Analysis," and "Responder Knowledge Base."
United States. Department of Homeland Security; United States. Federal Emergency Management Agency
2013-10
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Community Point of Distribution Tabletop Exercise Situation Manual Template
From Lessons Learned Information Sharing: "This document provides users with a template to create a Situation manual (SITMAN) for a Community Point of Distribution (CPOD) Tabletop Exercise (TTX). A SITMAN provides participants with the necessary tools to adequately perform their role(s) in the TTX."
United States. Federal Emergency Management Agency
2013-09-27?
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LLIS Trend Analysis: Hurricane Preparedness: Effects of Late Activations on Response Efforts
"The Lessons Learned Information Sharing research team analyzed 22 hurricane After Action Reports (AARs) to identify trends in pre-disaster operations and found that state and local jurisdictions experienced numerous issues as a result of late activations of disaster plans and inadequate public information and warning. Timely activations play a critical role in conducting response efforts. In the analyzed AARs, late activations delayed these efforts, impeding both situational awareness and the ability of jurisdictions to conduct effective sheltering, evacuation, and EOC operations. To help emergency managers and responders mitigate issues identified in this analysis, the LLIS team has compiled recommended plans to be incorporated into future planning."
United States. Federal Emergency Management Agency; Lessons Learned Information Sharing (LLIS)
2013-09-26
