ࡱ> TVS#` J,bjbj 4NJ$0000000DlllldD j}       $h"h$ 0555 00 5:00} 5} :,00% P=Jflo  } 0 Rf%y@f%%f%0%XX ! ( 5555DDD dDDD DDD000000   Intergovernmental Teleconference Between Federal Officials and State and Local Associations May 15, 2008 - 2:30-3:30 Minutes Attendees Meghan Cook Center for Technology in Government Sara Diaz City of San Diego Dudley Donaldson Cook County, Ill Donna Faller City of San Diego Rebecca Ferguson Office of Management and Budget Darlene Meskell General Services Administration Lisa Nelson General Services Administration Andrea Noce General Services Administration Jill Olen City of San Diego Lisa Stapleton City of San Diego City of San Diego Response to the 2007 Wildfires Twice in the past five years, the San Diego region has experienced Santa Ana winds blowing from the east, for an extended number of days producing conditions just right to produce firestorms of large proportions. The most recent of these fires occurred in October 2007 and threatened a large portion of the City of San Diego. During this firestorm there were 8 separate large fires burning throughout the Region, stretching the states well developed mutual aid system to the limit. As in any disaster, San Diego utilized all methods available to notify the public of the need for action. The range of tools varied from very basic to technology based. The notification tools used in combination by the City of San Diego to alert and evacuate citizens in the path of the fire includied: Door-to-door knocking by first responders and neighbors Police and Fire-Rescue vehicle sirens Police and Fire-Rescue vehicle and helicopter lights Constant monitoring and information flow to media outlets for dissemination to the public Emergency Alert System via television media Reverse 911 mass notification system AlertSanDiego mass notification system Community Access Phone System 2-1-1 Information Line Individual and community preparedness Two high schools were set up as temporary evacuation sites. Police officers were sent to these locations to help set them up to receive residents as the American Red Cross was using every resource it had on hand at the dozens of other shelters already set up the day before throughout the county. As the evacuation count became higher, it became evident the two high schools were not going to be enough to hold thousands of city residents. The whole Northeastern part of San Diego was now at risk. The fire department operation center, police department and mayor talked about alternatives for mass evacuations a quarter of a million people needed to be evacuated from the northeast. Because of the anticipated number of potential evacuees and the unpredictable path of the fires, the Mayors Office determined it was in the best interest of city residents to establish a mass evacuation center sufficiently out of harms way that would be operated by City staff and volunteers until the American Red Cross was able to take over. The decision was made to open Qualcomm stadium. Qualcomm Stadium is in the center of the city away from the burning, centrally located, with ample parking and rest rooms. The drawback was that it is open air and there could have been smoke issues. The City began preparations to receive up to 100,000 evacuees from throughout the county. The center estimated its population was 7,000-10,000 each day during the first three days of the fires. Various organizations and individuals donated food, blankets, water, children's toys, massages, and live entertainment for those at the Stadium. The site accepted small pets as well as horses and a variety of other animals. Many schools, civic centers, and churches throughout the area also served as evacuation shelters. The city had never practiced or planned for this type of operation and they looked to the lessons learned from the 2003 Southern California wildfires and hurricane Katrina. From these two disasters they knew how crucial it is to keep families together, provide diversions at evacuation sites as well as food, water, and medical care. In addition, a skilled nursing facility with doctors and a pharmacy was made available to evacuees and special accommodations were made to care for the elderly, children, and people with special needs. Pets stayed with their families when possible in an area of the stadium designated for animals. Through all of this they had more donations than they could handle. To accommodate the significant outpouring of corporate and individual donations, a Logistics Hub/distribution center was established at Qualcomm Stadium. The volume of donations overwhelmed the centers initial ability to process the deliveries. Wal-mart donated the services of two of their inventory control managers and a donations manager position was created on the city payroll to assess what needs were not being met (e.g. cots), to keep track of what came in, what went out and what was needed. The establishment of Qualcomm as a supply and logistics hub provided countywide shelters and command posts with needed water, food, and supplies until the shelter was closed. Leftover goods were transferred to the Operational Area and local nonprofit organizations. During the evacuation period there were no injuries, no deaths, and no disturbances. It was a very successful disaster operation and improved substantially on the outcomes experienced during the 2003 fires. Behind the scenes, the Emergency Operations Center (EOC) provided essential support for a successful response. The EOC had use of an area-wide network, WebEOC, a web-enabled crisis information management system that delivers real-time emergency information between multiple centers and the field. The EOC had 35-40 workstations with video-conferencing, printers and faxes. The communication component proved paramount to facilitating ongoing interagency communication and data quality. In the Command Center, Geographic Information Systems (GIS) had a critical role in providing information and support to the many agencies involved in the response efforts. They worked quickly to map evacuation routes. Taking firefighter and law enforcement calls with fire locations, staff was able to generate basic maps of the location and perimeters of the fires. Maps were continuously updated and data was dispersed to decision-makers. GIS was essential in providing both a common operating picture as well as near real-time situational awareness. Every few hours there was a new map published which helped the various agencies show a common face to the public. The military proved to be an invaluable partner during the fire response. Military liaisons provided a conduit to a variety of critical resources. Navy helicopters with advanced nighttime aviation and tracking equipment allowed fire commanders to perform aerial reconnaissance missions to locate critical infrastructure and ascertain whether assets were in harm's way. County GIS staff created a geo-referenced list of items to track. The data were passed off to pilots who could then upload it into their flight computers. When the electricity grid was threatened the Navys destroyers and other ships in port voluntarily disconnected from the countys electricity grid and used their own generators to conserve electricity and prevent a black-out or brown-out The effective response to the California wildfires can also be attributed to the preparation and training done by the regional Command, Control and Communications (3Cs) Project. This task force is a multi-phase interoperable and communications initiative designed to connect federal, state, city, county and other municipalities. Thirty separate agencies, including all regional fire and police municipal agencies, as well as the United States Navy, Marines and Coast Guard are participating members of this award-winning system. During the fire evacuation, the 3 Cs held videoconferences with the agencies involved every three hours. This ensured everyone got the same info at the same time. The video conferences were a quick, agency report in and provided a handle on the assets available, needs, evacuating and repopulation, and updates on where the fire was expected to go. Important Outcomes A Permanent Volunteer Coordinator position was created in order to coordinate all volunteer interface; Emergency and department operations within the city produced new responsibilities for city staff in time of emergency. All public servants must be prepared to become volunteers in case of emergency. It is now part of the culture, and employees are trained in aspects of emergency response in which they might be involved. Homeland security funds have been put into interoperable communications. This funding enabled the City to communicate. Regular Tuesday morning videoconferences with 15 agencies checking in to make sure everything is working and that connections are made were crucial to readiness of the 3 Cs. The cross-jurisdictional relationship between the City of San Diego and the military is excellent. The Navy provided tremendous support. They opened up their own evacuation center for Navy personnel and families which helped with the evacuation and provided labor and bulldozers. The Army National Guard helped with donation distribution, getting assets out and helping with evacuations. 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