Insider Winter 2007

1. First Quarter 2007
1701 K Street NW
Fourth Floor
THE INSIDER
Washington DC 20006 Volume 6, Issue 1
t: 202.429.0574 A Publication by COMCARE Emergency Response Alliance
f: 202.296.2962
Judith Woodhall
Managing Director
From the Chair…..
The theme for Task Force with 30 CEOs from lance service providers provided
www.comcare.org across industry sectors, all com- by Jim McPartlon, President,
this issue of The
Insider is the role mitted to establishing public/ American Ambulance Asso-
of the private private partnerships ciation.
sector in emer- Public alerts and warn- And, don’t forget about
Inside this issue: ings, once the domain of govern- our Q&A column. This issue fo-
gency response.
We start off with ment agencies are now expanding cuses on answering your ques-
From the Chair 1 an article written to include the private sector. tions about resource typing.
by Jason Jackson, Edward Czarnecki, Senior I hope you enjoy these
Director of Emergency Man- Vice President of SpectraRep perspectives from the private
Lessons from 1 sector. This sector plays a key
Wal-Mart agement for Wal-Mart. Wal- describes one example.
Mart was praised for its efforts Have you ever lost role in emergency preparedness,
Business Roundtable 3 during Hurricanes Katrina and Rita. power during a storm? An article response and recovery. It is and
Urges Coordination This article explains why. by Beth Marguiles, Director of should continue to be our valued
Another article, written Public Relations for the Na- partner whenever disaster strikes.
by Johanna Schneider, Execu- tional Electrical Contractors
Private Sector Role in 4
Public Alerting tive Director of The Business Association illustrates how con-
Roundtable stresses the impor- tractors are used to restore
tance of public/private coordina- power as fast as possible.
High Voltage and High 6 tion. The Roundtable created the Also, read about the
Stakes Richard Taylor
Partnership for Disaster Response important role of private ambu-
Chair
NGO Ambulance 7
Service Providers
Lessons From Wal-Mart
COMCARE 8 Leveraging strengths from both the private and public sectors can lead to more effective
Roundtables response.
Q&A: Resource 9 BY Jason Jackson, Director of large footprint, probability sug- flowing into stores and clubs to
Typing Emergency Management, Wal- gests that it will be required to support the anticipated commu-
Mart Stores, Inc address crises on a regular basis at nity needs.
a local, national and global level. As the hurricane passed
COMCARE’s New 10 Bentonville, AR—At Wal-Mart, While Wal-Mart takes pride in its Florida into the Gulf of Mexico,
Members being properly prepared to man- ability to prepare for and respond monitoring and assessment opera-
age a crisis and mitigate impact is to disasters, nothing tested Wal- tions continued for the new po-
critical to corporate Mart’s capabilities and highlighted tential threat. Wal-Mart’s Emer-
sustainability. Ensuring the need for public and private gency Operations Center (EOC)
continuity of operations partnerships for emergency man- received a call from a private me-
and serving as a com- agement, like Hurricane Katrina. teorologist prior to the National
munity resource during Hurricane Center public release
times of disasters al- Hurricane Katrina about the hurricane track shifting
lows Wal-Mart the Wal-Mart’s preparation for and to the west. As the hurricane
opportunity to leverage response to Hurricane Katrina grew in size and intensity, the
many of its strengths to began with the early identification EOC began expanding operations
serve those who reside of the storm system off the east- and calling in additional resources
in these communities. ern coast of Florida. Once it was for Alabama, Louisiana, and Missis-
Photo Courtesy: Greg Pearson -- Associ- Like the gov- determined that Katrina would sippi.
ated Press ernment, Wal-Mart impact Florida, Wal-Mart enacted Wal-Mart worked hand
Slidell. LA, September 6, 2005— approaches crisis man- its hurricane plan. Facilities in the in hand with communities, non-
People stand in line to get food and agement from an “all potential impact area were identi- governmental organizations, other
supplies at a Wal-Mart that let cus- hazards” perspective. fied, communicated with, and
tomers in a few at a time. Because of Wal-Mart’s emergency merchandise began Continued on Page 2

2. Page 2
The Insider
Lessons from Wal-Mart, continued from Page 1
private sector compa- cards. saw our private fleet trucks (with
nies, and governmental Wal-Mart logos) sailing past check
officials at all levels on a Lessons Learned points and often with police es-
variety of topics, rang- Hurricane Katrina highlighted the corts, while our unmarked third-
ing from provision of tremendous heart of this Nation. party carriers were held up for
supplies, to information, However, it also highlighted areas extended periods of time until
communications, energy of opportunity, not just for Wal- they could prove that they were
support, fuel, and shel- Mart or the private sector, but for transporting goods for Wal-Mart.
tering. We sheltered all sectors. This created inefficiencies that we
police officers and A major challenge for all now know must be mitigated
emergency services organizations was communications. through proper communication
workers in our stores, There were no telephone lines, with officials prior to a storm or
supported hospitals and cellular towers, or other regular some other disaster.
communities, fed peo- communication processes available. Other pre-disaster dis-
ple, provided pharma- Internally Wal-Mart found success cussions could revolve around
ceuticals, changed tires in its centralized communications securing pre-approvals for disaster
on emergency response process; however, externally this periods from agencies like the
vehicles, and provided created a challenge. Confusion Bureau of Alcohol Tobacco and
Photo Courtesy: Waveland City website vaccinations to both was created by numerous govern- Firearms to transport firearms to
our responders and mental, non-governmental and a safer location during, or before a
Waveland City, MS—Wal-Mart before
emergency workers. private sector organizations con- disaster or the Environmental
and after Hurricane Katrina hit.
Further, we provided tacting Wal-Mart during the crisis Protection Agency in easing man-
generator support to through their regular counterparts. dates for special “clean fuels,” that
power non-Wal-Mart facilities, This delayed communication, might be available, to ensure mo-
hotels, water treatment plants, partly because most individuals torists can get fuel during ex-
and hospitals. were accustomed to leaving a tremely high demand periods that
“In the first three In the first three weeks voice mail or an e-mail, and those result from pre-disaster evacua-
after Hurricane Katrina struck, messages could not be checked in tions.
Wal-Mart delivered approximately a timely manner. The moral being During a crisis, it is im-
weeks after 2,500 trailers of emergency sup- that internal and external commu- portant to communicate across
plies - including trucks of water nication modes need to change organizational lines quickly and
Hurricane Katrina and supplies that flowed into the from the norm during a crisis and concisely. Knowing exactly who
New Orleans metro area for become process driven to ensure
Continued on Page 3
struck, Wal-Mart emergency service workers, shel- information is passed and re-
ters, and hospitals. A total of viewed quickly.
delivered three temporary mobile pharma- Both internally and ex-
cies were provided to support ternally, Wal-Mart believes that
communities, and a 16,000-square understanding the capabilities and
approximately foot ``tent store`` was erected to expectations of another team,
serve a community where the department, division, or entity will
2,500 trailers of store had been all but demolished. aid in better developing our own
Additionally, Wal-Mart strategic plans. This bi- lateral
emergency created an online “locator board” communication must be open,
website where people could post honest, and relative. Just as it is
supplies—including pictures and messages. This web- important for government to
site, that was accessible from wal- know what Wal-Mart's capabilities
mart.com, samsclub.com, and our and limitations are to providing
water and supplies gift registry kiosks in all of our resources during a crisis, it is nec-
stores around the nation, received essary for us to know how FEMA
for emergency over 53,000 posts and over 5 is going to respond, what state
million website “hits.” Our Infor- agencies will expect of us, and
service workers, mation Systems Division set up whether or not the local Sheriff’s
computers that were capable of office will allow us to restore
shelters, and communicating to the Internet at facilities if there is a county-wide
Photo Courtesy: Wal-Mart
150 shelters. Wal-Mart also curfew in effect.
worked with the Federal Emer- For instance, Wal-Mart Wal-Mart operates over 100
hospitals in the gency Management Agency did not communicate well with distribution centers across the
(FEMA) on the evacuee debit card local law enforcement agencies US. Eight centers have reserved
New Orleans metro program to ensure that firearms, that our company utilizes third- disaster merchandise square
alcohol, and tobacco products party carriers to deliver product footage worth approximately
area.“ could not be purchased with the to impacted areas. As a result, we $4.7 million dollars.

3. Page 3
V o lu m e 6 , Is s u e 1
Lessons from Wal-Mart, continued from Page 2
to contact and more importantly with governmental and non- gov- this regard, as an example, we
how to contact them is critical to ernmental agencies pre-disaster to believe that we are in a strong Wal-Mart
success. come to agreement on proper position to educate government Fast Facts
Still, further discussion acquisition and billing processes to purchasing and logistics managers.
could revolve around how govern- best suit both entities. Finally, we know that we
mental organizations should pay Hurricane Katrina re- cannot do it all. Any company
Wal-Mart operates more
for supplies. In the early days of confirmed to us that the key is to would be foolish to think that they
than 6,700 stores in 14 coun-
the storm, we received frantic continue learning, benchmarking, were able to support themselves
requests from government organi- and seeking out better processes during a crisis without public sec- tries and serves more than
zations for supplies and allowed in a particular area so we can all tor partnerships, just the same as 176 million customers around
them to access our closed facilities, learn from them. At the same time it would be for any government the globe each week. It em-
taking what they needed as a do- as Wal-Mart learns, we can also agency to think that they could ploys 1.8 million associates
nation. However, later in the re- teach. For example, when FEMA succeed without partnering with worldwide including 1.3 mil-
sponse process our managers or another agency places a blanket the private sector. With this reali- lion in the United States.
were often approached by govern- order of 100 trailers of water, we zation, we know that we will have Wal-Mart donated more than
ment officials who told our manag- often question if the person plac- to develop an understanding of $245 million to charitable
ers that FEMA would pay for the ing the order really knows what each others’ capabilities, limita- organizations in 2005, the
goods. As we began the billing 100 trailers of merchandise looks tions, expectations, and require- majority of which are given at
process, we were informed at like or has the resources available ments and build crises plans that the local level.
varying levels that the person who to off-load 100 trailers in an effi- will lead to success together. Both
made the purchase was not a cient and timely manner. Usually the public sector and the private
“purchasing agent” or did not the answer to this is that the per- sector are filled with talented
complete the proper paperwork. son making the order was given a leaders who can build these part-
While this may be an over- dollar amount to spend and they nerships and elevate our country
simplification of the issue, the fact do not comprehend the size of to an unprecedented level of dis-
is that we found a need to work this order or what it means. In aster preparation and response.
Business Roundtable Urges Better Public/Private “Business leaders have
Coordination in Disaster Response been generous in
By: Johanna Schneider, Execu- a membership organization of to create a coordinated private responding to disasters,
tive Director of the Business CEOs from leading U.S. compa- sector response.
Roundtable nies created the Partnership for For example, P&G did a donating more than
Disaster Response. This Task tremendous amount following the
Washington DC—A disaster cre- Force, with 30 CEO members tsunami by providing critical water $1.7 billion to help
ates a mesh of physical, financial from across industry sectors, has purification units. IBM did an ex-
and emotional crises that require brought together the resources traordinary job developing imme- victims rebound from
quick, decisive action from a large and expertise from Home Depot, diate technology solutions. Pfizer
number of entities. Business lead- Allstate, 3M, SAP, Procter & Gam- and other companies opened their
the Asian tsunami,
ers have been generous in re- ble (P&G) and others to: employee rosters to relief agen-
sponding to disasters, donating • Enhance the efficiency of the cies and sent experts skilled in
more than $1.7 billion to help private sector’s disaster re- everything from epidemiology to Hurricane Katrina, and
victims rebound from the Asian sponse water and sanitation to medical
tsunami, Hurricane Katrina, and • Foster public-private collabora- supply logistics to the front lines. the South Asia
the South Asia earthquake. Yet tions It is this type of contribution –
they often struggle to determine • Shape a new role for the private giving in a company’s area of earthquake.”
how best to contribute, whom to sector in emergency response core competency – that is at
contact to offer assistance, and to major natural disasters in the the center of this partnership.
what to provide the victims. Dur- United States and abroad
ing a time of chaos, it is especially Businesses have myriad Education
daunting to figure out what imme- resources to offer in disaster re- The business community can also
diate help businesses can provide sponse and recovery. The Partner- play a key role in education on
and then ensure that donated ship seeks to fully integrate the preparedness and response – For more information on the
supplies and assistance arrive in a expertise of a variety of sectors – starting with its huge workforces. Partnership for Disaster Re-
timely way. such as health, technology, finan- The Partnership has developed sponse, please visit
In order to strengthen cial services, construction, trans- resources and tools to help com- www.respondtodisaster.org
the private sector’s response to portation and communications –
disasters, the Business Roundtable,, Continued on Page 4

4. Page 4
The Insider
PARTNERSHIP FOR
DISASTER RESPONSE Business Roundtable Urges Better Public/Private Coordination in Disaster Response, continued from Page 3
TASK FORCE
panies create a more effective where they could access accurate, col’s objective is to provide quick,
Harold McGraw III, Task
response to disasters. These are up-to-date information on various efficient support within the first 14
Force Chairman, The
publicly available and include: disaster-related issues. The web days of a disaster of such propor-
McGraw Hill Companies
William R. Mc Dermott, • Do’s and Don’ts of Effective site includes: tions that it requires the involve-
Task Force Vice Chairman, Giving to provide guidelines to • Overviews on the roles of the ment of the greater business com-
SAP Americas, Inc. help know what to do – and government, NGOs, United munity.
Ramani Ayer, The Hartford what not to do – in contributing Nations, private sector and the
Financial Services Group to disaster relief. military in disaster response Looking Ahead
George W. Buckley, 3M • Human Resource Guide on • Corporate best practices in the In 2007, the Partnership for Disaster
Kenneth Chenault, Ameri- Benefits and Financial is- areas of Prepare, Respond, Response is organizing itself into
can Express Company sues to provide information on Recover and Rebuild three Working Groups that are
Gary D. Forse, Sprint the financial issues that confront • Directory of relief agencies and aligned with the phases of a disas-
Nextel employees whose lives have how best to support their work ter: Prepare, Respond, Recover.
Richard S. Fuld, Jr., Lehman been affected by a disaster. These Working Groups will be
• Services for employees affected
Brothers Holdings, Inc. • Top 10 Myths on Disaster developing programs, resources
by disasters
H. Edward Hanway, and policy recommendations to
Relief to identify and correct • Guidance on organizing volun-
CIGNA Corporation share with the larger business
some of the most common teer opportunities for employ-
Charles O. Holliday, Jr., community.
DuPont misconceptions that inhibit the ees
relief process and limit the use- The Partnership is also
William G. Jurgenson,
fulness of individual giving. Communication stepping up its collaborations with
Nationwide
Richard L. Keyser, W.W. • Guide for Country Manag- It is critical that the business com- both the federal government and
Grainger, Inc. ers in Responding to Natu- munity work closely with all levels individual state governments and
Thomas. W. LaSorda, ral Disasters to provide infor- of government and nonprofit seeking to integrate the private
Daimler Chrysler mation for how regional and agencies and have clear channels sector’s know-how into the na-
Edward M. Liddy, The country corporate managers of communication in place to en- tion’s disaster planning efforts.
Allstate Insurance Com- can prepare and respond to a sure a coordinated, effective re- The private sector saw
pany disaster. sponse to a disaster. In particular, first hand that it can – and must –
Steven J. Malcolm, The Most recently, the Part- access to the federal government be part of a coordinated solution
Williams Companies, Inc. nership developed a unique web- is essential to ensure optimal exe- to mitigate the suffering of people
Charles G. McClure, Arvin- site to serve as a valuable re- and communities affected by a
cution of a major business re-
Meritor, Inc. disaster. The Partnership is com-
source for companies that want to sponse effort.
Daniel J. Mudd, Fannie Mae mitted to having the best experts
build a more comprehensive disas- To that end, the Partner-
Thomas C. Nelson, Na- –across the private, public and
tional Gypsum Company
ter response program. A ship recently developed an Emer-
“clearinghouse of information” gency Protocol that outlines how nonprofit sectors – work together
George Nolen, Siemens to get the nation ready for the
Corporation was the most popular recommen- Roundtable member companies
dation we received from compa- will collaborate with the federal 2007 hurricane season and any
David J. O’Reilly, Chevron
nies after Hurricane Katrina. Cor- government and relief agencies at other major disasters as they oc-
Corporation
Charles Prince, Citigroup, porations were seeking a place the time of a disaster. The Proto- cur.
Inc.
David M. Ratcliffe, South-
ern Company
Edward B. Rust, Jr., State Private Sector Roles are Expanding for Public Alerts and
Farm Insurance Companies
Stephen W. Sanger, Gen- Warnings
eral Mills, Inc.
David B. Snow, Jr., Medco By Edward Czarnecki, Senior Alerts, and any number of local New Public Warning Players
Health Solutions, Inc. Vice President, SpectraRep. and regional emergencies. Tech- In the area of public alert and
J. Patrick Spainhour, The nological advances in communica- warning, the interoperability chal-
ServiceMaster Company Chantilly, VA —The continuing tions media – broadcast and tele- lenge is being tackled at a diverse
Sy Sternberg, New York backdrop of homeland security communications – have provided level. At the Federal level, the
Life Insurance Company threats – crossing a broad spec- opportunities for truly enhanced, standards challenge involves an
Douglas W. Stotlar, Con- trum of contingencies from acts of integrated public alert and warning array of players, including FEMA
way Inc. terrorism to natural disasters to capabilities. The range of private (which has principle authority
Martin J. Sullivan, American other human-made hazards sector systems and networks that over the national level Emergency
International Group, Inc. (accidental or intentional) – high- can potentially participate in the Alert System, or EAS), the Na-
Miles D. White, Abbott
light the importance of timely and public warning mission is dramati- tional Weather Service, and the
Laboratories
effective warnings at the national, cally expanding, with interopera- Federal Communications Commis-
For more information on the state and local levels. The ulti- bility increasingly being driven by sion (FCC). In addition, the
Partnership for Disaster Re- mate goal is to develop an all- and acceptance of standards-based search for a truly integrated public
sponse, please visit hazards warning capability, encom- approaches.
www.respondtodisaster.org passing weather warnings, AMBER Continued on Page 5

5. Page 5
V o lu m e 6 , Is s u e 1
Private Sector Roles are Expanding for Public Alerts and Warnings, continued from Page 4 “It is becoming
alert and warning system has in- result of coordination between FEMA system – called DEAS for apparent that the
volved a much broader array of industry and government. Use of Digital Emergency Alert System –
private sector actors than ever the Common Alerting Protocol leverages interoperable technolo- uses of open
before. While traditional broad- provides next generation public gies and provides diverse, redun-
cast EAS players retain their in- alert and warning systems with an dant paths for public alert and standards and open
valuable role at the center of the open, non-proprietary digital mes- warning information to be sent to
system, the playing field has been sage format for all types of alerts the American people over a broad architectures
expanded to include mobile and notifications. range of devices such as broadcast,
phones, text messaging devices, The Common Alerting cable satellite television, satellite
computers, digital signage/ Protocol is an open standard for
represent major new
radio, cell phones, pagers, PDAs,
electronic billboards, and much the exchange of emergency alerts computer desktops, and electronic
more. and public warning over data net- billboards. DEAS is being designed directions in the
These “new” public works, IP-based public warning and deployed with an eye towards
warning players have become systems and emergency manage- open standards, such as use of the evolution of the
deeply involved in the process of ment software applications. CAP Common Alerting Protocol (CAP).
developing a next-generation EAS allows a single, consistent warning DEAS is part of a Emergency Alert
though a number of venues. One message to be disseminated in broader FEMA-sponsored system
such forum is the FCC’s Commer- parallel using many different warn- called IPAWS – the Integrated System. “
cial Mobile Service Alert Advisory ing systems with different form Public Alert and Warning System.
Committee (CMSAAC) 1. The factors and features, thus increas- IPAWS includes both the current
CMSAAC's mission is to develop ing warning effectiveness while EAS and a range of next genera-
recommendations on technical simplifying the alerting task. Using tion solutions. FEMA is working
standards and protocols to facili- CAP, emergency responders can: to deploy IPAWS in conjunction
tate the ability of Commercial • Ensure alert messages reach with the Federal Communications
Mobile Service (CMS) providers to the right audiences at the right Commission (FCC), the National
voluntarily transmit emergency time. Oceanographic and Atmospheric
alerts to their subscribers. The • Reduce the workload and Administration (NOAA), and the
Committee consists of 40 distin- costs associated with using private sector.
guished representatives of state, multiple warning systems.
local and tribal governments; com- • Enhance technical reliability. Alerting at the State and Lo-
munications service providers; • Ensure consistency in the in- cal Levels
vendors, developers and manufac- formation transmitted over At the state and local level, there CALL
turers; third-party service bu- multiple delivery systems. are a range of efforts to bring
reaus; commercial and non- • Reduce costs and operational CAP-based all-hazards warning FOR
commercial broadcasters; indi- complexities by eliminating the technologies into the public alert- ARTICLES
viduals with special needs; and need for multiple, custom ing arena. FEMA is working to
other technical representatives interfaces to warning sources provide a pilot of local alert origi-
and interested parties. nation capabilities in nine states, The Insider Editorial Staff is
and dissemination systems
using tools like SpectraRep’s looking for articles for the
Open Standards, Open Archi- AlertManager™ and ActiveAc- next issue of The Insider. The
tectures Public Broadcast Community cess™. AlertManager is an end- theme for the Second Quar-
A key area of discussion between Another shift in private sector to-end system for the origination ter 2007 issue is “Lessons
the private sector and government participation in EAS can be seen in and dissemination of EAS messag- Learned”.
is the question of open standards the growing role of the public ing, transported via satellite and
and open architectures. It is be- broadcast community. Perhaps DTV multicast data transport, as Articles should be kept to
coming apparent that the uses of the highest profile example of this well as via the Internet. ActiveAc-
new paradigm can be seen in ef- 850 words. Resolution must
open standards and open architec- cess is a powerful desktop applica-
tures represent major new direc- forts to upgrade the national-level be at least 300dpi for photos
tion that delivers EAS, Weather
tions in the evolution of the EAS. EAS. FEMA and the Association Service weather alerts and bulle- and images. If you are inter-
The next generation of emergency of Public Television Stations tins, news crawls, weather radar ested in writing an article,
notification technologies currently (APTS) have been working with information, and preparedness please contact Brian Vahey at
being deployed will be standards- SpectraRep, PBS and local public information to the general public, bvahey@comcare.org.
based IP (Internet Protocol) sys- broadcasters to develop an en- government agencies, critical infra-
tems. The OASIS Common Alert- hanced national-level capability to structure and businesses. Articles are due no later than
ing Protocol (CAP) and the Emer- disseminate all-hazards warnings, April 15, 2007.
gency Data Exchange Language using local public television digital Next Generation EAS
(EDXL) are two of the key open infrastructure and the PBS satellite
standards that have emerged as a interconnection system. This Continued on Page 6
1 The Commercial Mobile Service Alert Advisory Committee (CMSAAC) was established pursuant to Section 603 of the
Warning, Alert and Response Network Act enacted on October 13, 2006.

6. Page 6
The Insider
“The capabilities are Private Sector Roles are Expanding for Public Alerts and Warnings, continued from Page 5
now available for Systems like DEAS and AlertMan- ing-impaired, and more. And private sector participants in the
ager give the “new EAS” the ability since these systems are based on public warning mission, extending
dissemination of live to provide much more than a brief the open Common Alerting Pro- the public warning ecosystem to
audio message and a modest on- tocol, the same message that trig- include broadcasters, telecommu-
or recorded video, screen crawl. The capabilities are gers multimedia over broadcast nications companies, media outlets,
now available for dissemination of television can also activate a broad software providers, device manu-
multiple simultaneous live or recorded video, multiple array of geographically targeted facturers, and any other number
simultaneous languages, maps, warning systems. Use of open of IP-based systems.
languages, maps, graphics, resources for the hear- standards will expand the array of
graphics, resources
High Voltage and High Stakes: Line Contractors Restore Power
for the hearing-
After Disaster
impaired and much
BY Beth Y. Margulies, Director, to these disaster scenarios. Call to Action
more.“ Public Relations, NECA “As we learned in the Wilson described how a recent
southeast after Katrina devastated disaster response drew contrac-
Bethesda, MD—Electricity is our the region, utility companies sim- tors from across the country. "On
connection to modern society. ply do not have the personnel and December 14, the Pacific North-
When that connection is severed, equipment resources to restore west suffered extensive power
either through a natural disaster the extent of infrastructure that is outages from a wind storm that
or system breakdown, it affects destroyed so abruptly,” said Don swept through the area, causing
everything in our lives. We can’t Wilson, president of Wilson Con- outages to nearly 1 million electric
communicate, get around, or take struction, a line contractor with customers. Even with over 1,000
care of our responsibilities in our offices in California and Arizona. outside line construction person-
usual ways. That’s why emergency Wilson also serves as District 10 nel working for over a dozen dif-
power response and restoration is Vice President for the National ferent contractors from as far
as much about getting life back to Electrical Contractors Assn., rep- away as the Midwest and Florida,
normal as it is about getting the resenting NECA line contractors many homes and businesses were
lights back on. nationwide. without electricity for eight days.
“Right now, ice storms Line contractors have a Had the local utility companies not
across Texas and the Pacific critical role in supporting utilities. been aided by the outside contrac-
Northwest are keeping us “Many utility companies now util- tors, the outages would have
busy,” said John Colson, CEO ize contractors to supplement lasted for weeks. In this particular
and Chairman of the Board of their own internal workforce and instance, contractor personnel
Quanta Services, a national engage contractors on both short- would typically work 40 hours
electrical contractor with head- term and long term contracts for without a break and then take a
quarters in Houston. “But several reasons, not just disaster six-hour break; returning to work
every season brings some kind response,” Wilson said. eighteen hour shifts with six hour
of potential trouble, and it’s our “Contractors are brought on breaks thereafter."
job to work with the utility board to meet short-term in- Tornadoes, hurricanes
companies to help them re- creases in service requirements. and ice storms are some of the
spond when there’s a problem.” Many small public utility compa- most common causes of power
nies will use outside line contrac- outages. “If a storm is coming –
Electrical Contractors tor services for projects that they something where we have advance
All utility companies develop may not have expertise in or spe- notice – a utility will call us to find
emergency preparedness plans cialty equipment to efficiently out about our crews and how long
based on the particular disas- construct the project on their it will take for them to get to the
ters that could affect their ser- own.” site,” Colson said. ”Closer to the
vice. Many plans are for Wilson points out that storm, we notify our employees,
Photo Courtesy Marvin Nauman/
weather-related disasters, but this means that a contractor’s and generally, we’re responding
FEMA utilities also develop plans for crews are usually working on pro- about 24 hours before the storm
system failures and possible jects for another utility when the actually hits.”
Gig Harbor, WA, December 18, security threats. Electrical con- call comes in for emergency re- According to MYR
2006 -- A Peninsula Light tractors – “outside line con- sponse. Utilities have agreements Group, Inc, a holding company of
Power Crew repairs down tractors” who specialize in high in place with neighboring utilities specialty construction service
power lines and broken power voltage power transmission and to facilitate this rapid transfer of providers, disaster responses
poles on East Bay Drive in Gig distribution – work with utili- personnel and resources. range from one or two crews
Harbor from the Dec 14th Wind ties to develop response plans consisting of 3-4 people, up to 50
Storm.

7. Page 7
V o lu m e 6 , Is s u e 1
High Voltage and High Stakes: Line Contractors Restore Power After Disaster, continued from Page 6 “First, we’re going to
restore power to the
crews of 3-4 people. "Typically, restoring power. "First, we're c h a l l e n g i n g , " W i l s o n s ai d .
crews can be mobilized within 24 going to restore power to the "Contractor crews from outside critical services needed
hours or less," wrote Liz Berry, critical services needed to support the trouble area are unfamiliar
senior marketing coordinator with the full power restoration effort," with the locality, weather condi- to support the full
MYR Group. Crews may spend a Colson said. This includes hospi- tions are poor, construction stan-
brief time in a staging area out of tals to deal with any injuries, law dards differ, and it’s dark. power restoration
the storm’s reach, then move in to enforcement communications, fuel "In the December storm,
affected areas as soon the storm is and service centers, and places for the utilities attempted to always effort. This includes
over. the workers to rest and eat. Re- have a coordinator with the con-
storing power to this critical infra- tract line crews to help find their hospitals, law
Challenges and Dangers structure is often what makes way around," Wilson continued.
Disaster response other rescue and relief efforts "At times, the utility would have enforcement
comes with challenges and dangers possible. lead personnel from the local line
line workers don't face every day. Contractors generally contractors help contract crews communications, fuel
They are thoroughly trained in take care of their own when it from other companies move
issues regarding energized and comes to lodging and meals. Many around throughout the system and service centers and
downed lines, but they tend to line contractors have non-affected more effectively."
proceed with even more caution units support disaster crews by The willingness contrac- places for workers to
during a disaster since private trucking in potable water, cots and tors have to put aside business
generators may be online improp- blankets and pitching tents. "We competitiveness for the sake of rest and eat.”
erly. Many disasters also bring out always receive a tremendous getting power back to community
vermin and raw sewage that make amount of gratitude and support is characteristic of the industry,
a tough job truly dangerous. from the community, with their according to Wilson.
"Safety is priority one," thanks and with offers of food and “Contractors know that emer-
Colson said. "We always send a hot coffee," Berry wrote. gency response is about more
safety specialist with our crews so than just getting the lights back
they get constant briefings while in Support and Partnerships Pay on,” he said. “Often our workers
the field." Workers also get vacci- Off For more information, contact
are among the first responders to
nations for health hazards they Beth Margulies at
It is the community's support, a disaster, the first people the
might face in a disaster. beth.margulies@necanet.
along with utility partnerships with public associates with life getting
Along with disaster pre- org, 301-215-4526; also
private contractors, that makes back to normal. We aren’t going
paredness plans, utilities follow a please visit
power restoration run smoothly. to let anyone down.”
set of criteria and priorities when www.necanet.org.
"These situations are extremely
Non-Governmental Ambulance Service Providers, like
their Public Counterparts, are Essential to Emergency
Response
BY Jim McPartlon, President, providers, as first responders, are an ambulance service
American Ambulance Association an essential resource and perform provider includes patient
vital services as part of each com- triage, decontamination,
McLean, VA—The immediate munity's emergency response treatment, and transport.
response to a catastrophic disas- system. This fact was made abun- Their role also includes
ter, act of terrorism or other dantly clear during the response hazard recognition, symp-
public health emergency involves to Hurricanes Katrina and Rita in tom surveillance and
many local public safety, public which over five hundred ambu- reporting, disaster shelter
health, health care organizations, lances, comprised of paramedics staffing and re-supply, on- Photo Courtesy Mohawk Ambulance
and other public and private or- and emergency medical techni- scene medical stand-by, Service
ganizations. For example, Amer- cians from around the country, as well as transport and
Albany, NY - Mohawk Ambulance
ica’s emergency medical services assisted local EMS agencies in their redistribution of patients
Service began operations in 1964
(EMS) providers are a diverse response to these catastrophic to better utilize available with only two vehicles and a small
group of public, private, hospital events. receiving hospital re- garage. Today, it maintains a fleet
and volunteer-based services. sources. Many agencies of 27 ambulances and employs
Along with our governmental EMS Role of an Ambulance Service have begun developing more than 180 people trained to
partners, the American Ambu- Provider "disaster response teams" meet emergency medical services
lance Association’s non- During the response to a natural to affect rapid deploy- and transportation needs with three
governmental ambulance service or man-made disaster, the role of ment in support of local,
Continued on Page 8 strategic locations in Albany,

8. Page 8
The Insider
Non-Governmental Ambulance Service Providers, like their Public Counterparts, are Essential to Emergency
AMERICAN
Response, continued from page 7
AMBULANCE
ASSOCIATION state and federal resources. In a vital part of the emergency re- lance service providers. This plan-
these teams, private providers sponse system. In a review of the ning should be based on the fol-
The American Ambulance stand shoulder to shoulder with nation's largest 200 cities, includ- lowing guiding principles:
Association is the primary the numerous other public health, ing those most vulnerable to at- • Assure the safety of ambulance
trade association representing public safety and emergency medi- tack, emergency ambulance ser- service personnel and ambu-
agencies that provide emer- cal personnel at every federally vices are provided by private, lance patients, and the security
gency and non-emergency declared disaster as well as many public, volunteer, and hospital- of ambulance facilities, supply
ambulance services for their local disasters. based agencies. Experience has inventories and vehicles;
respective communities. The Undeniably, there are shown that non-emergency ambu- • Integrate and effectively utilize
AAA is composed of over numerous accounts of heroism lance providers also often serve as local ambulance services in the
750 ambulance operations and sacrifice that include repre- "first responders" by dedicating local, state and federal incident
providing services in all 50 sentatives from each of these essential vehicle and personnel management and emergency
states. Member companies agencies in their response to natu- resources within the first hours of management systems;
employ approximately ral and man-made disasters. No- a disaster. • Establish timely and equitable
100,000 paramedics and tably, President Bush posthu- funding mechanisms to sup-
emergency medical techni- mously awarded Yamel Merino, a Participation in the Planning port and maintain the essential
cians (EMT) in their work- paramedic with TransCare Ambu- Process capabilities of the first re-
force. AAA members include lance Service of New York, the Both public and private ambulance sponder system
private, public, fire and hospi- 9/11 Heroes Medal of Valor. In service providers stand ready to The response to Hurri-
tal-based providers covering reality, every day somewhere in assist in responding to catastro- canes Katrina and Rita demon-
urban, suburban, and rural America, an EMT or Paramedic, phic events and assisting in the strated that public and private
areas throughout America. whether from a public or private development of comprehensive emergency medical service provid-
The AAA was formed in 1979 agency, may be placed in harm’s and integrated pre-planned re- ers are a critical component of the
in response to the need for way to potentially save another’s sponse guidelines and protocols. state, local and national response
improvements in medical life. However to assure effectiveness, to catastrophic events.
transportation and emergency During a catastrophic the local, state and federal plan-
medical services. The Asso- disaster or “Event of High Conse- ning process must account for the For more information, contact Jim
ciation serves as a voice and quence,” local ambulance services resources needed by all of Amer- McPartlon at jpmcpart-
clearinghouse for ambulance providing emergency medical ser- ica's emergency medical services lon@mohawkambulance.com,
service providers who view vices are an essential resource and systems including private ambu- (518) 346-5060.
pre-hospital care not only as
a public service but also as an
essential part of the total Public and Private Sectors Join Forces at COMCARE
continuum of care in the pub-
lic heath care system. Roundtables to Foster Data Interoperability
For more information, please Washington, DC- Emergency Emergencies: Similar Prob- into the emergency response sys-
visit www.the-aaa.org. responders need and deserve lems, Common Solutions? tem. The roundtable included a
communications tools and access The goal of this roundtable was to scenario focused on a heart attack
to information so they can provide create a united front for advocat- and traumatic brain injury where
first class, all-hazards incident ing solutions to many common participants discussed their visions
management and response nation- emergency communications prob- for more informed emergency
wide. COMCARE advocates for lems. Over 25 organiza- response.
improved emergency response tions representing different inter-
and recognizes the need to link all ests and user communi- Strategy Session for Interop-
emergency organizations with an ties participated in the roundtable erable Emergency Communi-
all hazards, open architecture, which identified the needs of sev- cations
standards-based, Internet protocol eral population clusters, including This roundtable stressed the need
inter-network, enabled in part by the blind, deaf and hard of hearing, for Congress and the federal gov-
a set of core services. and mental health communities, as ernment to support accelerated,
Over the last few well as telematics and cell phone diverse, and cooperative efforts to
months, a vision for informed users. develop and deploy modern, fully
emergency response was devel- interoperable, all hazards, all pro-
oped and actively promoted. The A Vision for Emergency Medi- fessions, and all jurisdictions fixed
following events allowed us to cal Response: Your Car Could and mobile emergency communi-
For more information about identify the needs of an extended, Save Your Life. cations systems, communicating
COMCARE’s Public Policy Com- emergency services enterprise, This roundtable brought together both voice and data. The session
mittee or this roundtable series, identify potential solutions, and leaders from the emergency re- included defining a legislative
please contact Charlee Hess at form coalitions around those solu- sponse, medical, and telematics agenda with a diverse coalition to
chess@comcare.org or at tions. communities to discuss the bene- advocate broadening the definition
(202)-429-0574 Ext. 209.
fits of adding more information of interoperability.

9. Page 9
V o lu m e 6 , Is s u e 1
Q&A: Resource Typing - What is it and Why is it Needed?
Washington DC—Resource typ- Type – refers to the level of re- 120 different kinds of re-
ing is designed to enhance emer- source capability, and provides sources. The 120 resources
gency readiness and response at managers with additional infor- were identified by groups of
all levels of government through a mation to aid the selection and federal, state and local rep-
comprehensive and integrated best use of resources. A type is resentatives as the most
system that allows jurisdictions to based on a minimum level of commonly requested and
augment their response resources capability described by the iden- exchanged resources during
during an incident. Specifically, it tified metrics for that resource significant disasters and
allows emergency management or component. Type 1 implies emergencies. These products
personnel to identify, locate, re- a higher capability than Type II. provide a foundation for Photo Courtesy Win Henderson,
quest, order, and track outside facilitating the use of com- FEMA
resources quickly and effectively Q1: Is resource typing part of mon terminology while en-
Bogalusa, LA, September 19, 2005 -
and facilitate the response of these NIMS? hancing mutual aid across Dozens of high-capacity transformers
resources to the requesting juris- A1: Yes. Resource typing is an the country. They can be are available to replace those dam-
diction. important part of resource man- accessed at www.fema.gov/ aged or destroyed by Hurricane
Resource typing is the agement, which is one of the six emergency/nims/ Katrina. Power company personnel
from around the nation are assisting
categorization and description of components of the National Inci- mutual_aid.shtm.
local companies with the task of
response resources that are com- dent Management System repairing and restoring the electrical
monly exchanged in disasters (NIMS). The only standard for Q3: Are the resource systems affected by the storm.
through mutual aid agreements. Resource Typing is contained in typing groups still work-
The FEMA/NIMS Integration Cen- Appendix B to the NIMS. How- ing on defining critical re-
ter Resource Typing Definitions pro- ever, the Appendix does not pro- sponse assets?
vide emergency responders with vide the detailed guidance for A3: Yes. Eight working groups
the information and terminology some one to produce nationally have been formed by the NIMS
they need to request and receive consistent resource defini- Integration Center to develop and
the appropriate resources during tions. Therefore, the NIMS Inte- refine definitions for critical re-
an emergency or disaster. The gration Center (NIC) is develop- sponse assets. The working
Center is urging that federal, state, ing resource typing definitions, groups include Animal Health,
territory and local officials use the which are then offered for na- Emergency Management, Emer-
120 Resource Typing Definitions as tional comment. The role of the gency Medical Services, Fire &
they develop or update response NIC is to establish interoperability Hazmat, Health & Medical, Law
assets inventories. They are in- of resources through consensus Enforcement, Public Works and
tended to help make the resource definition for teams and equip- Search and Rescue. The initiative
request and dispatch process ment, and knowledge, skills, and will expand to include additional
more accurate and efficient. abilities for individuals and team discipline groups if the need arises.
The 120 typed response members. The NIC is working to Resources are being revised on an
assets are organized by: identify a suitable Automated Re- as-needed basis as errors or up-
source Management System dates are recognized by the NIMS
Category – function for which the (ARMS) that could be provided to Center and stakeholders. Adjust-
resource is most useful the Emergency Management Assis- ments will be made to the current
(firefighting, law enforcement, tance Compact (State and local 120 typed definitions as capabili-
health and medical, etc.); inventorying and ordering) to ties and capacities improve and
Kind – broad class of characteriza- make locating, ordering and use of additional resources will be typed
tion, such as teams, personnel, National Resources more efficient as they are identified by stake-
equipment, and supplies; than the current system of emails, holders.
Components - what composes the faxes and phone calls.
resource, such as hose, pump, Q4: Who certifies that a re-
truck, personnel, cots, blankets, Q2: Has the NIMS Center source meets the national
water storage containers, etc.; developed any products? standard and that personnel
Metrics - measurement standards A2: FEMA and the NIMS Integra- are credentialed to fill a role?
that identify capability or capac- tion Center recently released the A4: The State or local agency
ity. Metrics will differ depending National Mutual Aid Glossary of conducting the inventory uses the
on the kind of resource being Terms and Definitions and the 120 typed resources issued by the Send your questions to: nims-
typed; and Resource Typing Definitions for NIC and compares the definitions integration-center@dhs.gov
COMCARE would like to extend its heartfelt thanks to everyone who contributed to this issue of The Insider.
Sharing knowledge is an invaluable gift. The collective wisdom of this issue’s contributors has exceeded
expectations. Your work is greatly appreciated.

10. The Insider Volume 6, Issue 1
1701 K Street NW COMCARE is a non-profit national advocacy organization of over 100 members, all dedicated to advancing emergency
Fourth Floor communications. As an organization, our goal is to create an environment of seamless, geographically targeted informa-
Washington DC 20006 tion sharing to achieve the most advanced response to emergencies.
t: 202.429.0574 OUR VISION: Seamless information sharing for the most advanced response to emergencies.
f: 202.296.2962 OUR MISSION: To advance emergency response to save lives, reduce injuries, and assist the emergency response
professions. We achieve this by:
Judith Woodhall – Encouraging collaboration across professional, geographical, and jurisdictional lines.
Managing Director – Promoting the adoption of interoperable emergency systems, standards, and forward-thinking policies and procedures.
– Fostering the innovation and success of our members – individually and collectively.
www.comcare.org
Q&A: Resource Typing - What is it and Why is it Needed?, continued from Page 9
with the equipment/teams that NIC is not operational and does funds to create or update an in-
exist in the jurisdiction. If a re- not intend to be a resource or- ventory of their resources in ac-
source matches a definition on the dering point for the nation. cordance with the 120 Resource
list of the 120 typed resources Typing Definitions.
then that resource must be in- Q6: We know that NIMS em-
cluded in the State or local inven- phasizes resource manage- Q7: How does resource typ-
tory. Since there are currently no ment and resource typing. ing affect the private sector?
position specific credentialing Does that mean we are sup- A7: NIMS recommends that the
definitions, the jurisdiction must posed to do our own resource private sector inventory its re-
ensure that the training etc speci- typing, or what? sponse assets using the Resource
fied in the Typing definition is met A6: No, you should not start typing Definitions found at the
by all personnel attached to a 'typing' your resources. Communi- website address above. NIMS also
team. In general, the typing lists ties and jurisdictions should begin recommends that the private sec-
training and education qualifica- to use the resource typing defini- tor shares this inventory with
tions that are routinely required tions to describe and inventory local emergency management
through out the country. their resources using the Re- authorities. In addition, the private
source Typing Definitions that are sector should coordinate mutual
Q5: Who maintains the inven- listed on the NIC website aid agreements with the public
tory, state or the NIC or www.fema.gov/emergency/ sector and exercise its response
both? nims/mutual_aid.shtm assets during exercises and train-
A5: Inventories are maintained by State and local jurisdictions may ing opportunities.
State and local governments. The use DHS Homeland Security grant
COMCARE Welcomes Two New Member Organizations
Washington DC—COMCARE is RFID microchip to the only active incident/disaster. Their patented
proud to welcome two new mem- RFID tag with patented skin sens- patient tracking system provides
bers who joined the alliance in the ing capabilities. For more informa- both manual and electronic triage,
last three months. tion about Verichip, please visit treatment, transport tracking, and
http://www.verichipcorp.com. mass casualty management of both
command and patient chain of
custody.
Salamander Technolo-
gies is the nation’s leading pro-
vider of accountability solutions.
Combining manual and electronic
VeriChip Corporation provides accountability, medTRAX™ is a
state-of-the-art security solutions simple, scalable, NIMS compliant
that identify, locate, and protect Salamander Technologies, solution for mass casualty incident
people, their assets, and their Inc.’s Industry Standard fire- management. For more informa-
environments. VeriChip has devel- TRAX® solution enables rapid, tion, please visit http://
oped the world's first and only accurate tracking: personnel, www.salamandertechnologies
FDA-cleared, human-implantable equipment, patients during an .com/