Development of a Local Government Emergency Management Program

ERI International's "suite of products and services" for local government includes the following:
I. Overview of Work Elements
A. Development of a comprehensive Hazard Vulnerability Assessment (HVA).
B. Development of a Comprehensive Emergency Management Plan" (CEMP).
C. Development of Emergency Operations Center (EOC) organization, EOC manual, and staff action guides for each position.
D. Design and outline for agency response procedures (SOPs). Agencies fill in their specific tasks for each responsibility found in the CEMP.
E. Development of Field Operating Guides (FOGs) for disaster responders.
F. Using the nationally accepted capability assessment for readiness (CAR) guidelines, complete an emergency management program review. Results are used for strategic planning.
G. Development of a 3-year comprehensive emergency management strategic plan and planning.
H. Work with, train local Emergency Management staff on all above work elements.

 
II. Details: Work Elements, End Products
A.

Comprehensive Hazard Vulnerability Assessment (HVA).
The ERI guide/report produced by this project will:

  • Identify, categorize and subdivide the variety of hazards which influence the comprehensive emergency planning process. The local program will be built on actual threats and capabilities rather than speculation.
  • Capabilities, shortfalls, and recommendations are indicated.
B.

Development of a City Comprehensive Emergency Management Plan (CEMP).
Working for and in close coordination with the Emergency Management Coordinator, ERI will provide administrative, research, planning, and publishing services to include, but not limited to:

  • Review of the existing CEMP, other related documents.
  • Determine and recommend additional operational components and schedule of emergency function annexes, or emergency support functions (ESFs).
  • Develop emergency function operational component matrix.
  • Identify and interview key personnel.
  • Revise and reformat CEMP annexes.
  • Revise the Basic Plan.
  • Disseminate draft of plan, receive comment, revise accordingly.
  • Produce final draft.
  • Recommend future work products.
  • Assist the Emergency Management Coordinator with presenting completed plan to local officials for approval.
C.

Develop EOC Organization, EOC Manual, and Staff Action Guides for each EOC Position.
Using the Emergency Operations Center (EOC) organization / structure as per the CEMP Basic Plan:

  • Establish EOC operating procedures.
  • Develop staff action guides (SOPs) for each EOC staff position.

 
D.

Design / Outline for Agency Procedures (SOPs).

  • Develop outlines for a department / agency response procedures.
  • Encourage departments, agencies, organizations, to write Standard Operating Procedures (SOPs).
- Develop a complete listing of all departments, agencies, organizations who have identified responsibilities in the basic plan and emergency support functions (annexes).
- Include a sub listing of the responsibilities for each department, agency or organization.
- Develop a format for SOPs.
- Provide each department, agency, organization with their lists of responsibilities.
  - Ask each department, agency, organization to develop a SOP/checklist for each responsibility. (e.g. a list of action steps to be performed to ensure that the responsibility, if called upon, is carried out.)
 
  • Review Basic Plan, determine what other community functions require SOPs, such as EOC, Emergency Public Information, Emergency Finance, etc.
E. Development of Field Operating Guides (FOGs) for Disaster Responders.
Based on the Incident Command System (ICS), "pocket guides" will be produced for each type of disaster responder ( as per CEMP emergency function schedule).
F. Emergency Management Program Review.
Using a program evaluation tool that ERI developed for North Carolina, Florida and the Federal Emergency Management Agency, ERI will work with the Emergency Management Coordinator to develop a program profile to identify the current status of the program. The report will identify program areas needing immediate (first year) development, updating, or improvement, and those elements to be accomplished during the second year, and so on. Staff and budget requirements are indicated.
G.

Comprehensive Emergency Management Strategic Plan and Planning.
This ERI service and program will:

  • Evaluate current status of the local program to include hazard/risk assessment, capability assessment, current trends and conditions.
  • Establish a "blueprint" for a comprehensive emergency management based on local/state needs.
  • Develop strategies for local/state/ performance partnerships.
  • Develop a 1 to 5 year workplan to improve emergency management (based on a self evaluation questionnaire). Accomplish goal setting and management by objectives; Implement multi-year strategic/work planning.
  • Document progress, measure performance yearly (or by month/quarter).
  • Stimulate executive, legislative, public support; Justify the need for an all-hazards approach.
  • Develop the jurisdiction's Partnership Performance Agreement (PPA) and Cooperative Agreement (CA) with state office.

 
H. Work with, Train Emergency Management staff on all above Work Elements.

ERI staff works closely with Emergency Management staff, providing training and information on all work elements.

Implementation: Occurs each time ERI staff is on station.

 
III. Time / Expense Estimates
A.

Time Estimates per Work Element

1. Work Element A: 15 staff days.

2. Work Element B: 30 staff days.

3. Work Element C: 14 staff days.

4. Work Element D: 5 staff days.

5. Work Element E : 7 staff days.

6. Work Element F: 4 staff days.

7. Work Element G : 5 staff days.

8. Work Element H: Inclusive.

Total Staff Days for Proposed Work Elements: 80 Staff Days.


B.

Budget / Cost Estimates

1. Professional Time

 

Total Cost Professional Time:
- Based on $500 per day
- Includes indirect costs and overhead, 10%.

$40,000.00

2. Travel

  
   

5 trips (2 people) estimated @ $2,000 per trip.
(Includes: airfares, lodging, meals, car rental,
airport parking, transfers, misc.)

$10,000.00

   

Notes:

* This figure is negotiable. There are numerous approaches to this project, some could result in cost savings to the jurisdiction. ERI will work with the local government engaging our services to minimize costs, while maximizing the quality of service and products.

 Total Cost: $50,000.00
IV.

Implementation Schedule
Estimated at 9 months. ERI staff would work "on station" with the Local Emergency Management Coordinator during 5 time periods to be mutually scheduled.
V. General Provisions
A.

ERI will provide: "Best practices" content ideas; Design ideas and options; Editing and writing; Data entry; Facilitation of planning process meetings as necessary/appropriate; Drafts of "end products" content, charts, diagrams, and graphics for Local Emergency Management review; Final "camera ready" copies.

When working on site, ERI staff functions as emergency management auxiliary staff, taking direction from and working closely with Local Emergency Management staff.

ERI will provide technical support and guidance to Local Emergency Management staff through: Written and verbal guidance; Review and critique of completed work; One-on-one meetings.

 
B.

Local Emergency Management will provide: Office/work space for ERI staff; Access to certain office equipment if possible (photocopier, computer printer, computer screen-17 inch or larger, phone, fax, etc.); Professional staff to liaison with departments and agencies as necessary; Professional staff to gather, compile information as necessary.

Additionally, Local Emergency Management will: Approve "end product" content and format; Review and comment on draft documents; Approve final layout.

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