The Gulf Coast & Atlantic States Regional Task Force, directed by Representative Buskey for two years, convened on Sunday, July 13, during the 62^nd SLC Annual Meeting.  The following is a synopsis of the presentations made to the Task Force.  An attendance list is attached.

I.            Establishing Resiliency in the Water Sector: The WARN Initiative

               Kevin Morley, Regulatory & Security Analyst, American Water Works Association, Washington, D.C.

Background

Following a disaster, rebuilding the affected area’s infrastructure is essential.  Furthermore, access to sanitary drinking water and removal of wastewater is paramount to human health.  The purpose of a Water and Wastewater Agency Response Network (WARN) is to provide a method whereby water/wastewater utilities that have sustained or anticipate damages from disasters can provide and receive emergency aid and assistance in the form of personnel, equipment, materials and other associated services from other water/wastewater utilities.

Mr. Morley’s Presentation

Mr. Morley began his presentation by giving three definitions of resiliency, all of which speak to the need of withstanding a disaster.  In the context of the National Infrastructure Protection Plan (NIPP), resiliency is the capability of an asset, system, or network to maintain its function during, or recover after, a terrorist attack or other incident. 

Mr. Morley discussed the federal strategy to establish and maintain a resilient infrastructure, centered on a coordinated approach to Homeland Security via legislation, presidential directives and national initiatives.  In support of the federal strategy, the water sector, recognizing their role as stewards of public health, created a sector-specific plan as input to the NIPP.  The water sector then began to leverage the principles from existing mutual aid networks in Florida and other states to establish state-level WARNs via grant money from the U.S. Environmental Protection Agency (EPA). 

In February 2006, eight major water organizations created a joint policy statement, “Utilities Helping Utilities,” to support the establishment of intrastate mutual aid networks and assistance networks in an effort to provide improved water sector resiliency in all-hazards.  As part of this concerted effort, “Utilities Helping Utilities” created the WARN Action Plan.  This plan, recognized by the U.S. Department of Homeland Security (DHS), includes a 10-step outline for the formation of a WARN.  It also includes a comparative assessment of existing WARN programs and a sample agreement that satisfies the National Incident Management System(NIMS) and is heavily influenced by the Emergency Management Assistance Compact (EMAC), established by The Council of State Governments’ National Emergency Management Association (NEMA).

The plan is facilitated by the following agents:

• utility owners/operators

• professional association representation

• primary state water/wastewater agency

• state emergency management and/or homeland security agency

• state EMAC coordinator

• U.S. EPA representation

As of June 2008, 30 states had adopted the WARN agreement. The benefits these states reported since adopting the agreement include increased planning and coordination; enhanced access to specialized resources; expedited arrival of aid; reduced administrative conflict; and increased community and constituent confidence.

Mr. Morley continued by informing the Task Force of the resource-typing manual that was created in April 2008 to provide a common set of terms for requesting and providing certain resources that only water sector utilities are capable of providing.  The manual follows Federal Emergency Management Agency (FEMA) guidelines.

The EPA also developed a sample mutual aid/assistance operational plan and WARN tabletop exercises to help each WARN state create standard procedures for activating and implementing the signed agreement or to test a draft agreement. 

Mr. Morley identified the primary objective of WARN as establishing resiliency.  He stated that in its most basic form, WARN is a low or no-cost action that helps ensure the continuity of operation of the water infrastructure vital to the well being of every community.

In conclusion, Mr. Morley asked each SLC Task Force state member represented to consider:

• Is your state emergency management agency actively engaged and supporting the WARN initiative?

• While WARN is a low-cost initiative, some maintenance is required for outreach, website, training and education.  Can your state provide any assistance?

• Is your state willing to work with WARN programs to address legislative barriers related to the inclusion of private utilities and the provision of interstate assistance?  (e.g., FlaWARN helping Alabama and Mississippi after Katrina).

II.        Emergency Management in the Private Sector

             Bryan Koon, Senior Operations Manager, Emergency Management Department, Wal-Mart, Arkansas

Background

Before and after the occurrence of a disaster, coordinated response efforts between the public and private sectors are fundamental to rapid emergency relief.  This presentation provided an overview of the emergency management structure of the world's largest retailer, including its priorities, threats, organizational framework and efforts to establish partnerships with both governmental and non-governmental partners.  Specific examples of past incidents and the path to future successes helps illustrate the role that the private sector can play in the important national conversation about emergency management.

Mr. Koon’s Presentation

Mr. Koon began his presentation by listing Wal-Mart’s top three priorities for responding to disasters as caring for the associates, the operations and the communities.  Wal-Mart associates are identified as the most valuable priority because they maintain the company’s assets.  However, the company has named the surrounding communities as the ultimate priority.  He discussed instances in which Wal-Mart stores in some communities never were re-built due to the fact that, following a disaster, the communities ceased to exist.

Mr. Koon detailed the types of disasters that Wal-Mart responds to and how the company has become more efficient at their all-hazards response.  He identified Hurricanes Katrina and Rita as the tipping point.  Following these disasters, there was a major shift in Wal-Mart and private sector emergency management.  Prior to the hurricanes, there had been some discussion on the need for emergency management in the private sector.  However, it was during those disasters that Wal-Mart and other retail agencies stepped forward and illustrated the strength that the retail sector can bring to emergency management. 

In the wake of Katrina and Rita, Wal-Mart had 173 facilities damaged, 34,000 associates affected and an unprecedented population shift.  At this time, the common goal of all retail emergency management was centered on maintaining sustainable communities.  After the disasters, Wal-Mart restructured the company emergency management department to resemble a public sector emergency management agency.  The department now includes a planning section, preparedness section, operation section and recovery/mitigation section.

Wal-Mart also started a preparedness program utilizing the company’s ability to communicate with a large number of people, including Wal-Mart associates/family and their customer base.  Some methods of communication include email, Wal-Mart TV/radio, targeted merchandising and regional campaigns.  In conjunction with the DHS Private Sector Office, Sam’s Club has begun a dialogue with small and medium businesses concerning disaster planning, preparedness and recovery.  The project helps the smaller businesses withstand disasters and recover more quickly, thus retaining them as Sam’s Club customers. 

Mr. Koon emphasized the fact that Wal-Mart’s success depends on early notification of disaster events.  In Wal-Mart’s Emergency Operations Center, the company monitors impending hurricanes before they reach the United States, as well as disasters originating locally.  He spoke of an incident in Aurora, Colorado, in which the state emergency management agency informed the company of a “boil water alert” prior to the local press release.  This gave Wal-Mart a head-start on filling the shelves and re-distributing supply before consumers arrived.  This early notification benefited the private sector, the public sector and the constituents.

Wal-Mart directly works with DHS and FEMA through private sector offices.  The company is also a member of the National Emergency Management Association (NEMA), International Association of Emergency Managers (IAEM) and Association of Contingency Planners (ACP), as well as business organizations like the U.S. Chamber of Commerce.  The company also holds strong partnerships with the American Red Cross and the Salvation Army.  Similar to other organizations, Mr. Koon stated that Wal-Mart would like to see a standard disaster management plan but will continue to support the public sector until a consolidated disaster management plan is implemented.

Mr. Koon emphasized the need for government interaction with the private sector.  He pointed out the need for partnerships; a defined process; open dialogue about strengths and weaknesses and logistical information.  He stressed the need to foster partnerships ahead of time in order to develop a plan that highlights both sectors strengths.  He also encouraged early communication concerning evacuation routes, contraflow plans, school closures and public transportation suspensions.  Mr. Koon also discussed how the public sector benefits from this interaction.  Some of the benefits include assistance in damage assessment; procurement and movement of goods and services; maximization of relief efforts; economic recovery; and a return to normalcy.

In conclusion, Mr. Koon briefly discussed the recently signed memorandum of understanding (MOU) between the state of California and Wal-Mart for increased collaboration and communication in disaster situations.  He stated that although the language in the MOU is broad, it is a step toward fostering partnerships between the state and the retail sector. 

SLC Staff Contact:

If you have any questions regarding this report or the 2008 SLC Annual Meeting, please contact Ms. Lori Jones-Rucker in our Atlanta office at (404) 633-1866 or ljones-rucker@csg.org.

Alabama Representative James Buskey Representative Howard Sanderford Arkansas Senator Shane Broadway Bryan Koon, Wal-Mart Laurie Smalling, Wal-Mart Georgia Representative Harry Geisinger Judith Costello, Canadian Consulate Todd Edwards, Association County Commissioners of Georgia Brian Sernulka, Southern States Energy Board Kentucky John Mountjoy, The Council of State Governments Mississippi Representative David Baria Representative Richard Bennett Mike Womack, Emergency Management Agency

North Carolina Representative Phil Haire Jennifer Gardner, Food Lion, LLC Doug Hoell, Division of Emergency Management Emily Young, Division of Emergency Management Oklahoma Representative Neil Brannon Representative Ed Cannaday Kim Decker, Farmers Insurance Michael Cooper, AT&T Angie Stoner, Wal-Mart South Carolina Representative Richard Chalk Texas Jim Harrison, Homeland Security Virginia Senator Emmett Hanger Matt Benedetti, The Home Depot West Virginia Senator John Unger Randall Elkins, Legislative Services