The Future of Emergency Management

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Reynold Cunningham
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1 Oregon Emergency Management Association Conference The Future of Emergency Management Elizabeth A. Zimmerman Acting Associate Administrator, Office of Response and Recovery Federal Emergency Management Agency October 7,

Zimmerman Acting Associate Administrator, Office of

2 Where We Are Today Assistance Programs Tools Public Assistance Individual Assistance Mitigation Assistance Frameworks Training Exercises 2

3 Emergency Management Cycle 3

4 FEMA Strategic Plan 4

5 FEMA Strategic Plan FEMA is just one part of the Nation s emergency management team The support and engagement of partners throughout Federal, state, and local governments; tribal governments; the private sector; faith-based and non-profit communities; and citizens across our country will ensure our collective success Will focus on five strategic priorities institutionalizing key improvements, building Agency capacity and strengthening national capabilities for disaster preparedness 5

non-profit communities; and citizens across our country will ensure our collective success Will focus on five strategic

5 STRATEGIC PRIORITIES -16 KEY OUTCOMES The 2014 2018 FEMA Strategic Plan advances the Agency s mission to support our citizens and first responders to ensure that as a nation we work together to

6 5 STRATEGIC PRIORITIES -16 KEY OUTCOMES The FEMA Strategic Plan advances the Agency s mission to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards. We will be successful only if we build, sustain, and draw upon the capabilities of the whole community. 6

and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all

7 5 STRATEGIC PRIORITIES -16 KEY OUTCOMES For more information find the full FEMA Strategic Plan at: 7

8 FEMA Qualification System (FQS) FEMA Qualification System (FQS) Implemented October1, 2012 as a result of direction by PKEMRA to establish a credentialed and qualified workforce to ensure standardized response capability across the agency and within all Regions. Performance based system-advancement predicated on Force Structure needs. Mission: Maintain fair and equitable qualification and training standards, through policy and guidance. Strengthens capabilities of the disaster workforce. FEMA s Strategic Plan introduces the future implementation of a broader National Qualification System (NQS) which will: Provide guidance to establish national level standardization and credentialing of emergency management positions. Create a force multiplier similar to the Urban Search and Rescue (US&R) System, to better prepare the Nation to respond to catastrophic disasters. 8

Mission: Maintain fair and equitable qualification and training standards, through policy and guidance. Strengthens capabilities of the disaster workforce.

9 National Preparedness As of August of this year, we have published all five of the National Planning Frameworks. Recovery Prevention Mitigation Response Protection The Frameworks: Provide the starting point a basic understanding of the players and activities involved. Everyone can build their own operational plans and other preparedness efforts. Now in the process of determining what guidance, tools, templates, and technical assistance is needed to support whole community planners in developing strategic, operational, and tactical plans to implement the Frameworks. 9

activities involved. Everyone can build their own operational plans and other preparedness efforts.

10 Emergency Management THE FUTURE 10

11 Strategic Drivers of Change U.S. Demographic Shifts Changing Role of the Individual Technical Development and Dependency Universal Access to/use of Information Government Budgets Critical Infrastructure Global Interdependencies Evolving Terrorist Threat Climate Change

Access to/use of Information Government Budgets Critical

12 Strategic Trends Urbanization For first time in human history, more people live in urban than rural areas; global urban population is expected to double by 2050, to 6.2 billion Aging Populations (developed world) The population over the age of 65 in the U.S. is expected to increase from 12.4% in 2000 to 18.2% in 2025 Global Interdependencies The 2011 disasters in Japan impacted auto production in the U.S. and energy policy in Europe Global Health Leading causes of death globally shifting from infectious diseases to chronic, non-communicable conditions; yet H1N1 was the fastest moving pandemic in history Growing Power and Influence of Non-State Actors 44% of world s top 100 economic entities are corporations; NGOs with U.N. consultative status 1948: 41, today: >3100 Information Flows Average individual is exposed to 3x as much information as in the 1980s; individuals create 75% of the data in the digital universe 12

2% in 2025 Global Interdependencies The 2011 disasters in Japan impacted auto production in the U.S.

13 Needs for the Emergency Management Community Essential Capabilities Innovative Models and Tools Dynamic Partnerships Develop emergency management capabilities to address population and migratory shifts Omni-directional communication Public training and education Leverage volunteer capabilities Futures thinking and planning Alternative surge models New risk management tools and processes Influence technology Flexible frameworks optimizing interoperability Collaborate around shared interests Supply and natural resource vulnerabilities Empower individuals and communities Engage the business community International collaboration Collaboration with the military 13

Alternative surge models New risk management tools and processes Influence technology Flexible frameworks optimizing interoperability Collaborate around shared

Implications for Emergency Management The composition and character of communities and vulnerability will likely change over time, but so will the composition and

14 Implications for Emergency Management The composition and character of communities and vulnerability will likely change over time, but so will the composition and character of their resilience The means and methods for delivering emergency and disaster services will continue to shift New tools and opportunities will become available 14

character of their resilience The means and methods for delivering emergency and

15 Impacts Impacts to Disaster Relief Programs Individual Assistance Public Assistance Mitigation Assistance 15

16 What Should I Prepare For Now? The Whole Community Working Together 16

17 Value of Partnerships Partnerships are strongest when they reflect a common sense of purpose shared among diverse stakeholders. Oregon has a history of innovative approaches to emergency management and preparedness that are inclusive and locally driven. Looking to the future, FEMA continues to identify and foster local efforts to increase resilience in ways that are meaningful to their communities. In writing the Cascadia Subduction Zone (CSZ), FEMA partnered with the State of Oregon Office of the Governor, Cascadia Region Earthquake Workgroup (CREW), Oregon DOGAMI Tsunami Inundation Study, and others. 17

Looking to the future, FEMA continues to identify and foster local efforts to increase resilience in ways that are meaningful to their communities.

18 Value of Partnerships (continued) FEMA is proud of the new and historic partnerships forged in Oregon that are innovative, such as: The Disaster Relief Trials (DRT). Created to showcase the impressive capabilities of cargo bicycles/trailers and show the real-world disaster capabilities of bicycles in general. Race the Wave. Know the plan. Take the route. Race the Wave. 5-K fun run designed to engage the whole community and raise awareness of tsunami hazards. Oregon Partnership for Disaster Resilience (OPDR), University of Oregon. OPDR continues to help make Oregon become a more resilient state and helped Clackamas County create and adopt the first FEMA compliant Hazard Mitigation Plan in the nation in

Take the route. Race the Wave. 5-K fun run designed to engage the whole community and raise awareness of tsunami hazards.

19 The Oregon Resilience Plan The Oregon Resilience Plan: Reducing Risk and Improving Recovery for the Next Cascadia Earthquake and Tsunami Outlines a litany of recommendations on reducing risk and improving recovery Congratulations to Oregon! 19

litany of recommendations on reducing risk and improving recovery

STATE HOMELAND SECURITY GRANT PROGRAM

FY2015 State Homeland Security Investment Justifications STATE HOMELAND SECURITY GRANT PROGRAM OREGON OFFICE OF EMERGENCY MANAGEMENT www.oregon.gov/omd/oem Mailing address: P.O. Box 14370 Salem, OR 97309-5062