Appendix E: Standardized Targets

Cross-Cutting Standardized Targets

The three Cross-Cutting core capabilities (Table 5) are necessary to the success of the other 29 core capabilities. Planning allows emergencymanagers to identifystrategic-, operational-, and tactical-level approaches to deliver each core capability, which are then implemented under Operational Coordination to ensure that actions are carried out in an organized fashion. Through Public Information and Warning, officials deliver clear, actionable, and accessible information about relevant actions being taken to prevent, protect against, mitigate the effects of, respond to, and recover from threats and hazards.

Cross-Cutting Standardized Targets

Public Information and Warning

PUBL-1

Within (#) (time) notice ofan incident, deliver reliable and actionable information to (#) people affected, including (#) people with access and functional needs (affected) and (#) people with limited English proficiency (affected).

Operational Coordination

COOR-1

Within (#) (time) of a potential or actual incident, establish and maintain a unified and coordinated operational structure and process across (#) jurisdictions affected and with (#) partner organizations involved in incident management. Maintain for (#) (time).

Response Mission Area Standardized Targets

The Response mission area encompasses manyof the steps necessaryto save lives, protect propertyand the environment, and meet basic human needs immediately after an incident. The National Response Framework lists 15 core capabilities that work together to meet this goal (Table 6).

Critical Transportation operations include clearing debris from roads, airports, ports, and other transportation nodes to allow survivors to evacuate and response personnel to enter an affected area. After an incident, personnel deliver traditional and atypical Mass Search and Rescue Operations to save the greatest number of endangered lives in the shortest time possible. During mass fatality incidents, Fatality Management Services provide remains recovery, victim identification, and bereavement counseling. On-scene Security, Protection, and Law Enforcement¸ Environmental Response/ Health and Safety, and Fire Management and Suppression efforts all work to protect responders, survivors, and the environment. Throughout the response, officials use Operational Communications and Situational Assessment to share information and make informed decisions.

After an incident, public, private, and non-profit organizations provide Mass Care Services and Public Health, Healthcare, and Emergency Medical Services to address the basic needs of survivors. Logistics and Supply Chain Management ensure that essential commodities, equipment, and services reach affected communities and assist owners and operators of Infrastructure Systems in restoring systems and services for the community while transitioning to the recovery phase. A number of these infrastructure systems are referred to as community lifelines. Lifelines provide indispensable services thatenable continuousoperationofcritical functionsandwouldriskhumanhealthandsafetyornational economic security if compromised or not promptly restored. The four Infrastructure Systems targets focus on major lifelines, such as electrical power, communications, water service, and wastewater service.

Table

Response Mission Area Standardized Targets

Infrastructure Systems

INFR-1 Within (#) (time) of an incident, restore service to (#) customers (without water service).

INFR-2

INFR-3

Within (#) (time) of an incident, restore service to (#) customers (without wastewater service)

Within (#) (time) of an incident, restore service to (#) customers (without communication service)

INFR-4 Within (#) (time) of an incident, restore service to (#) customers (without power service)

Critical Transportation

TRAN-1

Within (#) (time) notice of an impending incident, complete the evacuation of (#) people requiring evacuation, including (#) people with access and functional needs (requiring evacuation).

TRAN-2

Within (#) (time) of an incident, clear (#) miles of road affected, to enable access for emergency responders, including private and non-profit.

Environmental Response/Health and Safety

ENVI-1 Within (#) (time) of an incident, assess, contain, and begin cleaning up hazardous material releases from (#) hazmat release sites.

Fatality Management Services

FATA-1 Within (#) (time) of an incident, complete the recovery, identification, and mortuary services, including temporary storage services, for (#) fatalities.

Fire Management and Suppression

FIRE-1 Within (#) (time) of an incident, conduct firefighting operations to suppress and extinguish (#) structure fires.

LOGI-1

Response Mission Area Standardized Targets Logistics and Supply Chain Management

Within (#) (time) ofan incident,identifyand mobilize life-sustainingcommodities, resources, and services to (#) people requiring shelter and (#) people requiring food and water. Maintain distribution system for (#) (time).

Mass Care Services

CARE-1

Within (#) (time) of an incident, provide emergency sheltering, food, and water for (#) people requiring shelter and (#) people requiring food and water, including (#) people with access and functional needs (requiring accessible shelter) and (#) people with access and functional needs (requiring food and water), and (#) animals requiring shelter, food, and water. Maintain for (#) (time)

CARE-2

Within (#) (time) of an incident, move (#) people requiring temporary, noncongregate housing, including (#) people with access and functional needs (requiring accessible, temporary, non-congregate housing), from congregate care to temporary housing.

Mass Search and Rescue Operations

SEAR-1

Within (#) (time) of an incident, conduct search and rescue operations for (#) people requiring rescue

On-scene Security, Protection, and Law Enforcement

SECU-1

COMM-1

Within (#) (time) of an incident, provide security and law enforcement services to protect emergency responders and (#) people affected.

Operational Communications

Within (#) (time) of an incident, establish interoperable communications across (#) jurisdictions affected and with (#) partner organizations involved in incident management. Maintain for (#) (time)

Public Health, Healthcare, and Emergency Medical Services

HEAL-1

Within (#) (time) of an incident, complete triage, begin definitive medical treatment, and transfer to an appropriate facility (#) people requiring medical care.

Recovery Mission Area Standardized Targets

The Recovery mission area has eight core capabilities that work together to repair and restore infrastructure and services needed to support the physical, emotional, and financial well-being of survivors and disaster areas (Table 7).

The repair and restoration of Infrastructure Systems reestablishes essential community services and minimizes health and safety threats. In turn, re-establishing Health and Social Services allows for the restoration of healthcare facilities and networks to promote the resilience, independence, health (including behavioral health), and well-being of the whole community. Implementing temporary and permanent Housing solutions for displaced residents moves survivors out of emergency shelters and transitions them into long-term recovery. Experts work with the community to preserve, conserve, rehabilitate, and restore Natural and Cultural Resources. In the long-term, communities lead Economic Recovery programs to return economic and business activities, including food and agriculture, to a healthy state.

Table 7: Recovery Mission Area Standardized Targets

Recovery Mission Area Standardized Targets

Economic Recovery

ECON-1 Within (#) (time) of an incident, reopen (#) businesses closed due to the incident

Health and Social Services

SOCI-1

Within (#) (time) of an incident, restore functions at (#) affected healthcare facilities and social service organizations.

Housing

HOUS-1

Within (#) (time) of an incident, (#) people requiring long-term housing, including (#) people with access and functional needs requiring accessible long-term housing, find and secure long-term housing.

Natural and Cultural Resources

NATU-1

Within (#) (time) ofan incident, restore (#) damaged natural and cultural resources and historic properties registered in the jurisdiction

Foreword

In March of 2007, Dr. Wayne Blanchard of FEMA’s Emergency Management Higher Education Project, at the direction of Dr. Cortez Lawrence, Superintendent of FEMA’s Emergency Management Institute, convened a working group of emergency management practitioners and academics to consider principles of emergency management. This project was prompted by the realization that while numerous books, articles and papers referred to “principles of emergency management”, nowhere in the vast array of literature on the subject was there an agreed upon definition of what these principles were.

The group agreed on eight principles that will be used to guide the development of a doctrine of emergency management. This monograph lists these eight principles and provides a brief description of each.

Members of the working group are:

Dr. B. Wayne Blanchard, CEM

Higher Education Project Manager

FEMA Emergency Management Institute

Lucien G. Canton, CEM, CBCP, CPP

Emergency Management Consultant Director of Emergency Services (retired) City and County of San Francisco, CA

Carol L. Cwiak, JD

Instructor, Emergency Management Program North Dakota State University

Kay C. Goss, CEM President

Foundation of Higher Education Accreditation

Dr. David A McEntire

Associate Professor

Emergency Administration and Planning Program University of North Texas

Lee Newsome, CEM

Emergency Response Educators and Consultants, Inc.

Representative NFPA 1600 Technical Advisory Committee

Michael D. Selves, CEM, CPM

Emergency Management and Homeland

Security Director

Johnson County, Kansas President

International Association of Emergency Managers

Eric A. Sorchik

Adjunct Professor, School of Administrative Science

Fairleigh-Dickinson University

State Emergency Management Training Officer

New Jersey State Police (retired)

Kim Stenson

Chief, Preparedness and Recovery

South Carolina Emergency Management Division

Representative

National Emergency Managers Association

James E. Turner III Director

Delaware Emergency Management Agency

Representative

National Emergency Managers Association

Dr. William L Waugh, Jr. Professor, Public Administration and Urban Studies /Political Science

Georgia State University

Representative Emergency Management Accreditation Program

Dewayne West, CEM, CCFI Director of Emergency Services (retired) Johnston County, North Carolina

Past President

International Association of Emergency Managers

EMERGENCY MANAGEMENT DEFINITION, VISION, MISSION, PRINCIPLES

Definition

Emergency management is the managerial function charged with creating the framework within which communities reduce vulnerability to hazards and cope with disasters.

Vision

Emergency management seeks to promote safer, less vulnerable communities with the capacity to cope with hazards and disasters.

Mission

Emergency management protects communities by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other man-made disasters.

Principles

Emergency management must be:

1. Comprehensive – emergency managers consider and take into account all hazards, all phases, all stakeholders and all impacts relevant to disasters.

2. Progressive – emergency managers anticipate future disasters and take preventive and preparatory measures to build disaster-resistant and disaster-resilient communities.

3. Risk-driven – emergency managers use sound risk management principles (hazard identification, risk analysis, and impact analysis) in assigning priorities and resources.

4. Integrated – emergency managers ensure unity of effort among all levels of government and all elements of a community

5. Collaborative – emergency managers create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication.

6. Coordinated – emergency managers synchronize the activities of all relevant stakeholders to achieve a common purpose.

7. Flexible – emergency managers use creative and innovative approaches in solving disaster challenges.

8. Professional – emergency managers value a science and knowledge-based approach based on education, training, experience, ethical practice, public stewardship and continuous improvement.