animals in disaster macs exercise 29aug2014 final … · 10/6/2015 1 disaster scenario pacific...

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Disaster Scenario

Pacific ARkStorm in the state of Ursus

Agenda

• Background

• Local scenario

• Complex scenario

Animals in Disaster and the MAC System 3

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Objective

• Apply information provided on multiagency coordination functions and tasks in scenario‐based group discussion


Ground Rules

• Interaction is important

• Don’t overanalyze the numbers

• There is usually no single right answer


BACKGROUND

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Pacific ARkStorm

• Atmospheric River 1000 (k) year Storm

– Developing in eastern Pacific

– Multiple areas of U.S. West Coast experiencing heavy rain and high wind

– State of Ursus

• On Northern edge of ARkStorm System



Location of Ursus


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State of Ursus

• First called “Bear Island” by sailors

• Became 51st state in 1987

– Located off the western coasts of Oregon and Washington

• State population: 1.5 million

• State mammal is the grizzly bear

• Topography varies by region (rocky)

• Elevations: sea level to 7500 feet


State of Ursus

Otter Bay350,000

Ayetown25,000

Bear’s End National Park

Rocky Bay

Badger City100,000Bearback

Mountains

Hops200,000

Bear River

Little Bear25,000

100 miles

Pacific125,000

Grizzly County

Otter Bay(Capital City)350,000

Ayetown25,000

Bear’s End National Park

Badger City100,000

Bearback Mountains

Hops200,000

Bear River

Little Bear25,000On Little Bear River

100 milesPacific125,000

Keratin Point 10,000Port Hahm 15,000

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Grizzly County

• Primary towns– Hops (county seat): 200,000

– Little Bear (fishing): 25,000

• Industries– Tourism (hiking, fishing, skiing)

– Agriculture• Crops

• Livestock (dairy, beef, sheep)

– Mining


Emergency Management

• Community of Hops

– Full time emergency manager

– City animal control

– Animal annex to local EOP

• Grizzly County

– Full time emergency manager

– County animal control and Cooperative Extension


LOCAL SCENARIO

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Weather Forecast

• Grizzly County

– Periodic rain all week

– Today

• Strong thunderstorms with up to 4 inches of rain

• Mountain terrain makes flash flooding likely

• Temperatures in the upper 80s


Current Situation: Flash Flooding

• Mandatory evacuation– Hops: 5,000

– County: 2,000

– Little Bear: 3,000

• Multiple areas report damage to:– Communications

– Roads

– Bridges


Incident Overview

• Hops

– Established own ICP

– Activated city EOC

• Grizzly County

– Established own ICP

– Activated county EOC


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Animal Impacts

• Reports of livestock carcasses in river

• Two dairies in flooded area

– One evacuated

– One with trapped/drowned animals

• Multiple pets/horses/small livestock evacuated with owners


Animal Impacts

• Ursus Wildlife Sanctuary

– Houses bears, big cats, small carnivores

– Unconfirmed reports of drowned animals and infrastructure damage


Example EOC schedule

• 0630 – Shift Change, Coordination Briefing

– Oral update on animal support function

• 0700 – Command and General Staff Meeting

• 0900 – Situation Report input due

– Current actions to support animal issues

– Summary of incident animal status and actions


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Example EOC schedule

• 1100 – Incident Support Plan (ISP) input due

– Anticipated issues, challenges, actions, etc.

• 1600 – ISP Approval Meeting

• 1830 – Shift Change/Coordination Brief

• 1830‐0630 – Night shift

– Monitoring and task completion


Initial Questions

• Who is managing animal response?

• What coordination might be occurring at the incident level at this time?

• What does the MAC System look like?

• What functions and tasks pertaining to animals should be occurring at the EOCs?

• What would be your first action upon arriving at the EOC?


Coordination Questions• Who are the key contacts for animal coordination personnel at the EOC?

• Will the night shift be staffed for animal issues?

– Is one person/shift adequate?

• Who is the agency executive or elected official you can turn to for policy issues?

• How will you track communication, tasks, and activities?


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Situation Assessment

• What incident status information would animal coordination personnel at each EOC need to know about?

• How would you get that information?

• How long would it take to compile such information?



• How would you share that information?

– Formally

– Informally

• As the shift changes…what do you owe the next shift?


Resource Management

• Anticipated resource needs

– Pets

– Livestock

– Wildlife

– Zoos

– Laboratories


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Hops City ICP Requests

Resource Description Need

Animal Control Teams (2) with vehicles

3 teams + 1 ACO supervisor

Veterinarians and veterinary technicians

2 Vets (SA) + 2 technicians

Animal sheltering teams and equipment

1 pet shelter management team500 wire kennels100 large transport crates20 pet handling volunteers500# dog food200# cat food


Grizzly County Unified ICP RequestsResource Description Need

TLAR teams 2 teams + equipment

Animal Control Teams (2) with vehicles

4 teams + 1 ACO supervisor

Veterinarians and veterinary technicians

3 Vets (SA) + 3 technicians2 Vets (LA)1 wildlife vet + 1 technician

Animal sheltering teams and equipment

1 pet shelter management team500 wire kennels15 livestock handling volunteers200 corral panels, 10 tons grass hay

Wildlife chemical capture team + firearms team

1 each

Carcass management assistance Technical expertise29

Resource Sources

• Local?

• Mutual aid?

• NGOs?

• Contractors?

• Request to the State?

• Request to Feds?


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Resource Inject

• The State Veterinarian’s office is offering assistance to the county EOC.

– What do you tell them?


Resource Inject

• The AAA Aardvark Animal Rescue in Ayetown has recruited 30 volunteers and wants to know where to send them.

– What should you do?


Resource Prioritization

• You find you can only get 300 wire kennels today and the rest will arrive over the next 48‐72 hours

• There are a total of 3 Animal Control Teams and 1 supervisor available for deployment today– 1 team can be available tomorrow

– Others will have to come by air from mainland by ferry in 72‐96 hours


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Resource Prioritization

• Which animals/areas/shelters should receive priority for resource distribution?

– Pet food, animal supplies, etc.

• Where should teams be deployed first?


Communications Inject

• You have 125 unread emails and 16 voicemails. They are coming in faster than you can check them.

– What should you do?


Communications Inject

• The PIO notifies you that the news ran a report that hay and volunteers are needed at the fairgrounds. You have just received a semi‐load (20 tons) of grass hay that you requested and now have plenty of volunteers.

– What do you do?


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Inject: Reimbursement

• The local animal shelter director is overseeing pet sheltering operations in Hops.

• The local shelter manager has asked the Animal Control Manager and EOC what they need to do to secure reimbursement, because their operation looks to become very expensive.

• How would you obtain an answer?


COMPLEX SCENARIO


Situation Update

• The ARkStorm continues to develop into second week across the Pacific states

• Worst impacts in California

– Considered one of the worst disasters in US history and may eclipse H. Katrina in overall damages

• Ursus is on the northern edge of the system


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Disaster Declarations

• Local

• State

• Federal

– Presidential Major Disaster Declaration



Federal Coordination Centers

State EOC

Local EOC

Incident Command Post

Incident Scene

Local EOC


Incident Scene

Local EOC


Incident Scene

Expansion of the MAC System

• As incident complexity grows, so do the challenges of multiagency coordination

• The MAC System is:

– Composed of an array of functions, tasks, and tools

– Flexible and scalable to fit incident and jurisdictional needs


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Expansion of the MAC System

• Animal issues must be integrated as an element within an existing MAC System

• All disasters start and end locally

• The ICS‐local EOC interface is critical for animal issues (and everything else!)


Acknowledgements

This presentation was developed by the Center for Food Security and Public Health at the College of Veterinary Medicine at Iowa State University through a cooperative agreement with USDA APHIS Animal Care.

Authors: Abbey Smith; Kerry Leedom Larson DVM, MPH, PhD, DACVPM; Kevin Dennison, DVM; Anne McCann

Reviewers: Megan Abeyta


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INTRODUCTION This workbook was created as a supplement to the “Animals in Disaster and the Multiagency Coordination System” course. It includes materials that introduce the aims of multiagency coordination and provides an overview of Multiagency Coordination (MAC) System tasks from pre-disaster planning to recovery. Understanding the MAC System’s role in animal response will improve the management and implementation of the MAC System as needed.

The intended audience for this course is two-fold. • States can use these materials to train local emergency managers, animal control officers, the

veterinary community, and NGOs about effective multiagency coordination of animal issues within their states.

• Federal agencies and national NGOs can use the materials to train responders about effective regional and national multiagency coordination of animal issues, including support of state Emergency Operations Centers (EOCs) and FEMA teams/locations (such as Regional Response Coordination Centers and Joint Field Offices).

Because the course audience is diverse, this workbook is presented in three parts. In part A, “Understanding Animal Emergency Response,” the core principles of emergency management (as they apply to animals) are reviewed. This section is appropriate for participants who have little training in emergency management or those who would benefit from a brief review. In part B, “Introduction to the MAC System,” MAC System organization and management is described. Part C, “MAC System Functions and Tasks” details the elements and functions of the MAC System. Animal-related tasks performed by the MAC System are also described.

By the end of the course, participants should be able to:

• List the Federal Emergency Support Functions (ESFs) with responsibilities for animal issues. • Describe the difference between command and coordination systems under NIMS. • Describe the role of government and non-governmental organizations (NGOs) within the MAC

System. • Illustrate the process of resource flow during a disaster, from local to federal, including outside

resources when government capabilities are overwhelmed. • List the five core functions of the MAC System and identify the key animal-related tasks for

each.

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The following FEMA Emergency Management Institute courses are highly recommended prior to taking this course:

• IS-100.b Introduction to the Incident Command System • IS-200.b ICS for Single Resources and Initial Action Incidents • IS-700.a National Incident Management System, An Introduction • IS-800.b National Response Framework, An Introduction • IS-701.a NIMS Multiagency Coordination Systems

These courses can be taken (at no charge) at http://training.fema.gov/IS/crslist.asp. The following courses provide additional information on incident management and coordination and are also recommended.

• ICS-300 Intermediate Incident Command System (classroom) • ICS-400 Advanced Incident Command System (classroom) • IS-703.a NIMS Resource Management • IS-775 Emergency Operations Center Management and Operations • USDA APHIS Animal Care: Introduction to Animal Emergency Management

o 10 Web and Webinar Modules o Available at: http://www.cfsph.iastate.edu/Education-Training/introduction-to-animal-

emergency-management.php • University of Tennessee/Department of Homeland Security Animal Emergency Management

o Use of a Standardized Credentialing Program for Management of an Animal Emergency Response and Recovery: An Introduction

o Available at: http://www.vet.utk.edu/cafsp/online/aer.php

This workbook was produced by the Center for Food Security and Public Health, Iowa State University of Science and Technology, College of Veterinary Medicine, in collaboration with the U.S. Department of Agriculture Animal and Plant Health Inspection Service through a cooperative agreement. Questions about the course, including information on adaption of course materials to local or state training programs, should be directed to:

• Anne McCann National Emergency Programs Coordinator USDA APHIS Animal Care Riverdale, MD Phone: 301-851-3752 Email: [email protected]

• Kevin Dennison Emergency Program Manager USDA APHIS Animal Care - Western Region Fort Collins, CO Phone: 970-494-7433 Email: [email protected]

• Center for Food Security and Public Health Iowa State University of Science and Technology Ames, IA Phone: 515-294-1492 Email: [email protected]

http://training.fema.gov/IS/crslist.asp

http://www.cfsph.iastate.edu/Education-Training/introduction-to-animal-emergency-management.php


http://www.vet.utk.edu/cafsp/online/aer.php

mailto:[email protected]



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Contents INTRODUCTION ................................................................................................................................. i

Part A: Understanding Animal Emergency Response .................................................................................. 1

1. OVERVIEW OF ANIMAL ISSUES IN DISASTERS ........................................................................ 2

1.1 Animals in Society .......................................................................................................................... 2

1.2 Failure to Evacuate.......................................................................................................................... 2

1.3 Justification for Response ............................................................................................................... 2

1.4 Supporting Animal Issues in a Disaster Response .......................................................................... 3

2. PRESIDENTIAL DIRECTIVES AND LAWS .................................................................................... 4

3. RESPONSE CAPABILITIES AND MANAGEMENT CONCEPTS .................................................. 4

3.1 National Response Framework ....................................................................................................... 4

3.2 National Incident Management System .......................................................................................... 5

3.3 NIMS: Command and Management ............................................................................................... 5

Part B: Introduction to the MAC System ...................................................................................................... 8

4. DEFINING THE MAC SYSTEM ........................................................................................................ 9

4.1 Key Terms ...................................................................................................................................... 9

4.2 Elements of the MAC System ....................................................................................................... 10

5. MAC SYSTEM MANAGEMENT ..................................................................................................... 11

6. MAC SYSTEM FLEXIBILITY AND SCALABILITY..................................................................... 11

7. THE MAC GROUP ............................................................................................................................ 12

8. NON-GOVERNMENTAL ORGANIZATIONS AND THE MAC SYSTEM ................................... 12

Part C: MAC System Functions and Tasks ................................................................................................. 13

9. MAC SYSTEM FUNCTIONS OVERVIEW ..................................................................................... 14

10. MAC SYSTEM FUNCTIONS AND TASKS FOR ANIMAL ISSUES .......................................... 14

10.1 Situation Assessment .................................................................................................................. 14

10.2 Incident Priority Determination .................................................................................................. 17

10.3 Critical Resource Acquisition and Allocation ............................................................................. 18

10.4 Interagency Activities ................................................................................................................. 23

10.5 Coordination ............................................................................................................................... 26

11. PREPARING FOR MULTIAGENCY COORDINATION .............................................................. 27

11.1 Policies and Procedures .............................................................................................................. 28

11.2 Addressing Coordination Challenges .......................................................................................... 28

11.3 Exercise and Evaluation .............................................................................................................. 29

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12. IMPLEMENTING MULTIAGENCY COORDINATION .............................................................. 29

12.1 MAC System Activation ............................................................................................................. 29

12.2 Deactivating MAC System Resources ........................................................................................ 30

12.3 Maintaining Readiness ................................................................................................................ 30

13. REFERENCES ................................................................................................................................. 31

14. FOR MORE INFORMATION ......................................................................................................... 32

15. ACKNOWLEDGEMENTS .............................................................................................................. 33

16. PHOTO AND ILLUSTRATION CREDITS .................................................................................... 34

APPENDIX A: LIST OF ACRONYMS ................................................................................................. 35

APPENDIX B: GLOSSARY .................................................................................................................. 37

APPENDIX C: MAC SYSTEM FUNCTIONS AND TASKS—A REVIEW ....................................... 45

APPENDIX D: AVMA PET OWNERSHIP CALCULATOR .............................................................. 46

APPENDIX E: ADDITIONAL WEB RESOURCES............................................................................. 47

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Part A: Understanding Animal Emergency Response

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1. OVERVIEW OF ANIMAL ISSUES IN DISASTERS

1.1 Animals in Society In the United States, approximately 60% of households own a pet. Companion animals include popular species such as dogs, cats, and birds, and specialty and exotic pets such as ferrets and rabbits are becoming more common. Rodents and reptiles, such as turtles, are also frequently kept as pets. Pets and service animals are the focus of this course. Other animals that may be considered during disaster response include livestock (commercial and backyard), poultry, horses, wildlife, and captive animals (found in zoos, managed wildlife facilities, the entertainment industry, biomedical research facilities, veterinary hospitals, etc.).

1.1.1 The Human-Animal Bond According to the American Veterinary Medical Association (AVMA), the relationship between people and animals—known as the human-animal bond—is mutually beneficial and essential to the health and well-being of both. Interaction with companion animals has been shown to improve the physiological, psychological, social, and behavioral health of people. Loss or uncertainty of the safety of pets can have a profound impact on an owner’s mental health. Conversely, keeping pets safely with owners can provide emotional support.

1.2 Failure to Evacuate People may refuse to evacuate during dangerous situations if, for a variety of reasons, they are unable to take their animals with them. Surveys show that 25-61% of pet owners may fail to evacuate because of their animals. Among Hurricane Katrina survivors, 44% of those who chose not to evacuate did not want to leave their pet.

1.3 Justification for Response

1.3.1 Valuation of Animals Economic value exists for many animals; however, there may be other motives for including specific animal groups in disaster response. For example, commercial livestock and poultry are important to the food supply, the livelihood of farmers and related industries, and local, state, and national economies; zoo animals and others on exhibition have conservation or cultural value; and animals used in biomedical research have value as a scientific resource. Pets and service animals have value as human companions—their inclusion in disaster response is mandated by law.

1.3.2 The Public Health and Safety Perspective Including animals in disaster response is important for both animals and humans. Failure to evacuate is not only an animal welfare problem—but a public health and safety problem as well. Humans who remain in place during a disaster may be affected by multiple hazards. People who evacuate without pets may later re-enter a disaster area to rescue their animals, placing themselves further at risk. In addition, animals left behind may jeopardize the safety of responders first on the affected scene. For these reasons, planning for animals in disasters is important to both human and animal health. Although not required by law, many local and state jurisdictions incorporate an “all animals” approach (see section 2 for more information on legal requirements regarding household pets and disaster response).

Photo: Barbara Pritchard/FEMA

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What is a Disaster?

FEMA defines disaster as an occurrence that has resulted in damage, deaths, and/or injuries to a community. Disasters overwhelm an individual or group’s ability to safely handle the situation.

Disasters occur after exposure to a hazard—in other words, something that is potentially dangerous or harmful.

Natural disasters include meteorological hazards such as thunderstorms, floods, tornadoes, hurricanes, winter storms, droughts, and wildfire. They also include geological hazards such as landslides and mudflows, earthquakes, tsunamis, and volcanic eruption.

Technological disasters include hazardous materials release and radiation. The acronym CBRNE is often used to describe the following hazards: C: Chemical B: Biological R: Radiological N: Nuclear E: Explosive Animal disease outbreaks can also require an emergency response.

1.4 Supporting Animal Issues in a Disaster Response

1.4.1 Stakeholders for Animal Issues in Disasters Identification of stakeholders pertaining to animal issues is critical for effective coordination during a disaster response. Examples of stakeholders include the following: Local stakeholders:

• Emergency Management Agency • Public Health Agency • Environmental Health Agency • Human Services/Housing Authority • University and/or Cooperative Extension • Law Enforcement/Fire/Emergency Medical Service • Animal control/shelter • Wildlife agencies • Local veterinary medical association/practitioners • Local livestock associations/livestock producers • Volunteer organizations (e.g., Red Cross) • Private foundations • Local NGOs • Kennels • Equestrian facilities • Animal feed and retail enterprises • Animal owners/caretakers

State stakeholders:

• State Department of Agriculture • State Animal Health Official (State Veterinarian) • State Department of Homeland Security • State Emergency Management Agency • State Public Health Agency • State Law Enforcement • State Environmental Agencies • State NGOs

1.4.2 Partnerships in Planning and Response Government organizations that share responsibility for animal issues in disasters include:

• U.S. Department of Agriculture, Animal and Plant Health Inspection Service (USDA APHIS) Animal Care

• Department of Homeland Security(DHS) • Federal Emergency Management Agency (FEMA) • Department of Health and Human Services (DHHS)

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Additional groups or organizations that have a mission involving animals in disasters include (but are not limited to):

• National Alliance of State Animal and Agricultural Emergency Programs (NASAAEP) • National Animal Rescue and Sheltering Coalition (NARSC) • Regional Alliances (e.g., Southern Agriculture and Animal Disaster Response, Multi-State

Partnership for Security in Agriculture, etc.) • State and Community Animal/Agricultural Response Teams (SARTs/CARTs) • American Veterinary Medical Association (AVMA)

2. PRESIDENTIAL DIRECTIVES AND LAWS There are two initiatives that establish the national approach to preparedness and response. They are Homeland Security Presidential Directive 5: Management of Domestic Incidents (HSPD-5) and Homeland Security Presidential Directive 8: National Preparedness (HSPD-8). The Robert T. Stafford Disaster Relief and Emergency Assistance Act (commonly known as the Stafford Act) provides the basis for enforcement of most federal disaster response activities. The following amendments to the Stafford Act are specifically related to household pets and disaster response:

• Pet Evacuation and Transportation Standards Act of 2006 (PETS Act) o Requires FEMA to support state and local governments in planning for animals in

disasters. o Authorizes FEMA to provide rescue, care, shelter, and essential needs for pets and pet

owners following a disaster, as well as cost sharing support for certain household pet expenses.

• Post-Katrina Emergency Management Reform Act of 2006 (PKEMRA) o Expands FEMA’s regional structure and strengthens capabilities. o Provides authority for FEMA to implement pet rescue and sheltering.

Note: for the purpose of disaster assistance policy, FEMA defines a household pet as a domesticated animal that is traditionally kept in the home for pleasure rather than for commercial purposes, can travel in a commercial carrier, and can be housed in a temporary facility. Household pets do not include reptiles (except turtles), amphibians, fish, insects/arachnids, farm animals (including horses), and animals kept for racing purposes.

3. RESPONSE CAPABILITIES AND MANAGEMENT CONCEPTS

3.1 National Response Framework The National Response Framework (NRF) is a guide to how the national conducts all-hazards response. It covers the capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident (such as a disaster, emergency, or terrorist attack) has occurred. The NRF has a “whole community” approach that includes animals. The NRF consists of five parts:

• Core Document • Emergency Support Function Annexes • Support Annexes • Incident Annexes • Partner Guides

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Federal Emergency Support Functions (ESFs) provide the structure for coordinating Federal interagency support. In a disaster, teams may be set up to address certain functional areas. Federal ESFs that involve animal care include:

• ESF #6: Mass Care, Emergency Assistance, Housing, and Human Services (including pets)

• ESF #8: Public Health and Medical Services (including veterinary medical services)

• ESF #11: Agriculture and Natural Resources (including safety and well-being of household pets) Note: the Federal ESF structure may not be used by all jurisdictions. In some cases (e.g., local and State) a comparable structure has been implemented, and in others ESFs are not used at all.

NIMS: Command and Management

Incident Command System

Multiagency Coordination System Pubic Information

3.2 National Incident Management System The National Incident Management System (NIMS) describes the processes that are used to manage a response in detail. NIMS compliance has been required of emergency responders since 2006. NIMS is applicable at all jurisdictional levels regardless of the cause, size, or complexity of the incident. It provides a consistent, nationwide approach to incident management. NIMS is composed of five major components:

• Preparedness • Communications and Information Management • Resource Management • Command and Management • Ongoing Management and Maintenance.

3.3 NIMS: Command and Management The Command and Management component within NIMS is designed to enable effective and efficient incident management and coordination by providing flexible, standardized incident management structures. There are three important elements: the Incident Command System, the Multiagency Coordination System, and Public Information.

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Incident Commander

Operations Section

Public Safety Branch

Animal Response Group

Planning Section Logistics Section Finance/Admin Section

3.3.1 Incident Command System The Incident Command System (ICS) is a key feature of NIMS. It is a standardized management tool for meeting the demands of small or large emergency and nonemergency situations, including planned events, natural disasters, and acts of terrorism—in other words, it is an on-scene, all hazards incident management concept. The ICS represents best practices, and has become the standard for emergency management across the country. The ICS structure is adaptable and flexible, and includes management functions such as: Operations, Planning, Logistics, and Finance and Administration. Operational animal response positions (e.g., Animal Handling Specialist, Animal Shelter Manager) are under development (links can be found at the end of this document under “For More Information”). The following example shows one way in which animal issues could be incorporated into an ICS structure.

3.3.2 Multiagency Coordination System Multiagency coordination is a process that allows all levels of government and all disciplines to work together more efficiently and effectively. Although emergencies begin locally, multiagency coordination allows personnel to work across jurisdictional lines or across levels of government and is essential when the local response is overwhelmed. Multiagency coordination is the focus of this course and is described in detail in parts B and C of this workbook.

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3.3.2.1 Coordination vs. Command It is important to note that coordination does not mean assuming command of the incident scene. Coordination is the process of providing support to the command structure and may include incident prioritization, critical resource allocation, communications systems integration, and information exchange. The following examples involve animal issues and coordination.

• A local dispatch center provides local and mutual aid resources to the Incident Commander in the opening hours of an incident

• Incident officials ask the EOC to locate a management team to run an emergency pet shelter • The local jurisdiction only has four animal control officer and two animal care trucks, but needs

twice as many to respond to multiple incidents—the EOC receives a request for more animal control officers

• A local jurisdiction asks for guidance from the state pertaining to holding periods for found animals during a disaster

Command is the act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority at the field level. In other words, direct responsibility for incident management always rests with the Incident Commander (or Area Command, which directs the management of multiple incidents handled individually by separate Incident Command System organizations.). The following examples illustrate animal issues and command.

• Under the Animal Response Group (Operations Section, Public Safety Branch), an emergency animal shelter is set up at a fairgrounds

• Under the Operations Section, livestock trailers and crews are staged at a fairgrounds during a wildfire in anticipation of livestock evacuation

• A Safety Officer establishes personal protective equipment (PPE) requirements for pet decontamination after a flood

3.3.3 Public Information Public information is also a component of NIMS. Public information includes the communication of information regarding the incident’s cause, size, and current situation to the public, responders, and additional stakeholders. Public messages may include information on: lifesaving measures, evacuation routes, threat and alert system notices, and other public safety information. Specific to pets, public messages could include:

• Pet housing or shelter information (including shelters that accept humans and pets) • Locations for donation drop offs • Points of distribution for pet food

The Public Information Officer (PIO) is a member of the Command staff that represents and advises Incident Command. The PIO is responsible for managing on-scene media and public inquiries, and coordinates information through the Joint Information Center (JIC). The JIC serves as a focal point for coordinated and timely release of incident-related information to the public and the media. The JIC is one part of the Joint Information System (JIS). More information on the MAC System and public information can be found in section 10.4.6.

Photo: Robert Rose/FEMA

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Part B: Introduction to the MAC System

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Multiagency Coordination

System

On-Scene Command

Resource Coordination

Centers

Coordination Entities/Groups

EOC/Dispatch

4. DEFINING THE MAC SYSTEM Multiagency coordination is a process that allows all levels of government and all disciplines to work together more efficiently and effectively. The MAC System provides support to Incident Command. The MAC System is not a physical location or facility. Rather, the MAC System includes all components involved in managing events or incidents, as shown in the figure below. The MAC System supports the response by:

• Defining business practices, standard operating procedures, and protocols by which participating agencies will coordinate their interactions.

• Providing support, coordination, and assistance with policy-level decisions to incident management activities, policies, priorities, and strategies.

4.1 Key Terms Many stakeholders work together to support animal issues in disaster planning and response. These include local and state government (such as emergency management, public health, and animal control) as well as federal agencies and non-governmental organizations (NGOs). The terminology used to describe multiagency coordination can vary greatly among jurisdictions. However, the following definitions are used for this workbook. Multiagency Coordination System (MAC System): The MAC System is an element of the NIMS. It provides the structure to support coordination activities such as incident prioritization, critical resource allocation, communications systems integration, and information coordination. When animals are involved in a disaster, animal issues can be incorporated into an existing MAC System.

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Emergency Operations Center (EOC): The EOC is a physical location at which the coordination of information and resources to support incident management (on-scene operations) normally takes place. The EOC can also perform MAC functions and tasks. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county) or some combination thereof. EOCs can also function at the agency level. Coordination Team or Multiagency Coordination Team: Coordination Team or Multiagency Coordination Team is a generic term for an EOC group that addresses a specific area or a team that bridges efforts between EOCs, ESFs, etc. Each jurisdiction or organization may use a different name for these teams/groups.

Multiagency Coordination (MAC) Group: A MAC Group is typically composed of administrators and/or executives or their appointed representatives who are authorized to commit agency resources and funds. MAC Groups may also be known as multiagency committees or emergency management committees. A MAC Group can provide coordinated decision-making and resource allocation among cooperating agencies. They may also establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities.

Emergency Support Functions (ESFs): ESFs are used by the federal government and many state governments at the operational level to organize and provide assistance—they may also be the functional element of an EOC. ESFs align categories of resources and provide strategic objectives for their use. ESFs utilize standardized resource management concepts such as typing, inventorying, and tracking to facilitate the dispatch, deployment, and recovery of resources before, during, and after an incident. Not all jurisdictions will use the federal ESF structure.

4.2 Elements of the MAC System The MAC System is composed of integrated components with responsibility for coordinating and supporting domestic incident management activities.

• Facilities o The MAC System includes multiple

components and may be housed in a variety of locations, such as an EOC, depending on the anticipated functions of the system.

• Equipment o The MAC System includes equipment needed

to accomplish system activities (such as computers, software, and communication devices).

• Personnel o Personnel involved in the MAC System include agency administrators/executives, or

their appointed representatives, who are authorized to commit agency resources and funds in a coordinated response effort. Personnel can also be authorized representatives from supporting agencies, NGOs, and the private sector.

o There are no specific titles designated for people involved in animal issues. During past disasters, the term liaison has been used for persons who are invited (not self-deployed) by the formal response—they follow the chain of command. Multiple liaisons may support animal issues at the national, state, or local level.

Photo: Tim Burkitt, FEMA

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• Procedures

o Procedures include processes, protocols, agreements, and business practices that prescribe the activities, relationships, and functionality of the MAC System. For more information on policies vs. procedures, see section 11.1.

5. MAC SYSTEM MANAGEMENT Many MAC System locations are managed using a version of the Incident Command System. However, the MAC System leader is not known as the Incident Commander—he or she may be termed the MAC System Coordinator, EOC Director/Manager, or State or Federal Coordinating Official.

Although all responders abide by NIMS, not every MAC System location uses ICS. Some jurisdictions may use a different management system and some may modify the ICS structure to meet their needs. If you encounter uses of ICS or a MAC System that does not correspond entirely to the NIMS model, caution should be exercised in providing a critique. There are no strict rules governing MAC System management.

6. MAC SYSTEM FLEXIBILITY AND SCALABILITY A MAC System is designed to be flexible and scalable. Coordination can take place at many points in the MAC System, but it always starts locally. When incidents are complex, multiagency coordination can reach the national and international level.

The figure below demonstrates potential linkages between MAC System entities that are necessary for incident support. In this example, there are multiple incident scenes and Incident Command Posts.

Federal Coordination

Centers

State EOC

LocalEOC


Incident Scene

LocalEOC


Incident Scene

LocalEOC


Incident Scene

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MAC Group (Agency

Representatives)

MAC System Coordinator

Situation Unit Resources Unit Public Information Unit

As the above figure shows, on-scene coordination can quickly expand to multiple EOCs. EOCs coordinate jurisdictional or agency resources and support. One or more EOCs may be activated to support an incident, although some coordination may continue on-scene. EOCs can mobilize jurisdictional resources, activate mutual aid agreements, engage vendors/contractors, and activate non-governmental resources. The following are examples which may result in EOC activation:

• A large incident involving more than one jurisdiction (city, county, state, or tribal EOCs) • Multiple concurrent incidents • Situations where coordination of state or federal agency resources and/or policy support is

required • Incidents where mutual aid agreements are activated through the Emergency Management

Assistance Compact (EMAC)

7. THE MAC GROUP The MAC Group is a component of the MAC System. Although they can be established at any level (local, state, or national), a MAC Group typically includes administrators and executives that are authorized to commit agency resources and funds. Business organizations, volunteer organizations, and others with special expertise can also be part of a MAC Group.

A MAC Group provides strategic guidance and direction to support incident management activities. They also coordinate decision-making, establish incident priorities, and harmonize agency policies. However, they do not have direct incident involvement and are often located some distance from the incident site(s). They may even function virtually. Remember, the establishment of a MAC Group does not change the chain of command at the incident scene. The figure below, adapted from FEMA, shows how a MAC Group can fit in the coordination structure of the MAC System.

8. NON-GOVERNMENTAL ORGANIZATIONS AND THE MAC SYSTEM Non-governmental entities may be engaged in the tactical response mission and participate in peer-level coordination as well as coordination at MAC System locations. NGOs can be a strong source of information about the incident, including status and projected needs. Lessons learned from events in the U.S. have demonstrated that jurisdictional authorities at the local, state, territorial, tribal, and federal level must engage NGOs and the private sector in emergency planning and MAC System missions—this is critical to mount and sustain an effective emergency response involving animal issues. More information about NGOs and resource allocation is available in section 10.3.5.

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Part C: MAC System Functions and Tasks

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The MAC System can support animal issues such as:

Search and Rescue Veterinary Care Animal Decontamination Sheltering (pets and people) Pet Food Distribution Donation Management

9. MAC SYSTEM FUNCTIONS OVERVIEW The MAC System typically performs common functions during an incident; however, not all functions will be performed during every incident and functions may not occur in any particular order. The primary functions of a MAC System are listed below:

• Situation Assessment – includes the collection, processing, and display of all information needed.

• Incident Priority Determination – establishing the priorities among ongoing incidents within the defined area of responsibility.

• Critical Resource Acquisition and Allocation – includes shifting resources to match incident needs based on incident priority decisions.

• Interagency Activities – coordination, support, and assistance with policy-level decisions and interagency activities.

• Coordination – includes communication and coordination with other MAC System elements (i.e., government agencies, NGOs, etc.), as well as elected and appointed officials.

10. MAC SYSTEM FUNCTIONS AND TASKS FOR ANIMAL ISSUES In a disaster, animal issues are managed interdependently with other sectors. That is, animal issues are integrated into an already exiting MAC structure. People who support animal issues are only one element of the MAC System for a given incident.

In this section, the general MAC functions listed above are described in terms of animal issues. The tasks described have been identified by NIMS and further developed for this course (these tasks are also reviewed in table form in Appendix C).

10.1 Situation Assessment According to NIMS, situation assessment involves the collection, processing, and display of all information needed. This may take the form of situation reports, obtaining supplemental information, and preparing maps and status boards. Situation assessment is an ongoing process, since incident needs may be rapidly changing during an emergency response.

Situation assessment is critical because it creates an accurate operational picture—this in turn allows for better strategic decisions. This situation assessment also helps to:

• Filter out animal issues for reporting and analysis (this could include number of animal shelters, number of animals in shelters, etc.)

• Provide information to responders quickly—this may help them intervene in potentially dangerous situations

• Analyze public or sector-specific information that may be important or inaccurate • Maintain better situational awareness for animal sector stakeholders • Gather information to validate communication pathways laterally and vertically

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Simply put, situation assessment allows anticipation of operational needs and resources, strategic challenges, and broad impacts beyond the incident area. Situation assessment tasks (which are described in greater detail below) include the following: information gathering, analysis and planning projections, formal reporting, and information sharing.

10.1.1. Information Gathering

10.1.1.1 Data Sources Information gathering is the compilation of data (from both formal and informal sources) that creates a common operating procedure or “ground truth.” Information may be gathered by “reaching down” to the appropriate response groups; MAC personnel should not assume that all relevant data will be reported to them. Gathered data should be shared with relevant stakeholders, to prevent duplication of effort and improve the efficiency of the MAC System. The following table lists information sources that can include (but are not limited to) animal information and be useful in an emergency response.

Formal Information Sources Informal Information Sources

Situation reports Incident or EOC SitReps (ICS 209) Briefings (ICS 202) NARSC member SitReps MAC System locations (e.g., EOCs) Spot reports Press releases (Joint Information Center) MAC System meetings/briefings /requested reports

Coordination calls ESFs/agencies NARSC NASAAEP Regional alliances (MSPSA, SAADRA, etc.) Media monitoring TV, radio, Internet, social media Email (e.g., listservs) Interviews Incident personnel (including NGOs) MAC System personnel from other locations Other one-on-one discussions

10.1.1.2 Personnel

Certain personnel can be helpful during information gathering. Designated field observers (at the incident scene) can assist with interviewing key personnel and assessing potential needs. A point of contact (POC) may also be identified within the incident animal response personnel.

Multiagency coordination system “liaisons” may represent the overarching MAC System. They assist at one location and provide information to another. They can also serve as coaches or mentors, particularly when MAC System personnel supporting animal issues are inexperienced. There are a number of challenges that may occur in creating liaisons between MAC System locations: first, a request must be received or cultivated (i.e., a liaison cannot self-deploy to another jurisdictional MAC System location). Second, a liaison must possess good interpersonal and communication skills—liaisons should be patient, helpful, and politically sensitive, as well as having technical expertise. Using checklists and job aids can reduce misunderstandings and help liaisons provide assistance and constructive information.

10.1.1.3 Estimating the Pet Population

Collecting animal-specific information in a disaster, such as the number of affected or displaced pets, can be difficult. To estimate the pet population in an area, the AVMA has developed an online pet ownership calculator (based on the number of human households in a community and national pet ownership rates—

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see Appendix D for more information). Population estimates using the calculator are not guaranteed to be accurate, but may serve as a starting place for decisions regarding resource allocation.

10.1.2 Analysis and Planning Projections Depending on the scale and duration of the incident(s), analysis may be an important coordination function. Analysis in the MAC System is different from analysis at the incident level of the Incident Command System (Planning Section). Essentially, information from the MAC System analysis informs the Incident Commander of jurisdictional factor. He or she then uses this information to help set the mission objectives. During the situation assessment, projections must be made for both the short term and long term, as well as for mega-surge (i.e., catastrophic) incidents.

Short term analysis and projections (24-72 hours) should include: • Resource needs and allocation priorities • Resource availability • Potential impacts and challenges • Strategy assessment • Development of contingencies

Long term projections, which are critical for large or complex incident, should include:

• Surge-sustainability contingencies • Demobilization planning for coordination personnel or functions • Planning for transition to recovery

Mega-surge projections are required for catastrophic incidents, such as earthquakes, tsunamis, or nuclear detonation responses. These include:

In-and-out rotation of resources Just-in-time training programs (offsite and onsite/in place programs)

10.1.3 Formal Reporting A MAC System may deliver formal reports through supervisory channels or deliver them to stakeholder agencies. As noted previously, formal reports can include situation reports, spot reports, and formal briefings or requests.

Specific to animals, information contained in formal reports might include: • Status of animal operations at incident sites • Challenges or unmet needs • Resources engaged, resources available, and projected

resource needs • Summaries of maps or status boards • Information necessary for formulating appropriate

public media releases via the Joint Information System (JIS) (e.g., location of available pet sheltering services)

• Strategic information and planning projections for use by policy makers

• Other information as requested through official channels.

10.1.4 Informal Reporting/Information Sharing Informal reporting or information sharing is invaluable in the MAC System. Informal reporting supplements formal reports; it can facilitate brainstorming, and address speculative concepts and other

Photo: Liz Roll/FEMA

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planning functions that may be based in part on conjecture. As previously noted, informal reporting includes activities such as coordination calls and one-on-one discussions.

MAC System locations can informally share assessment information with other MAC System locations and supporting entities; however, caution should be exercised when sharing information informally. While email is a quick and easy method of information sharing, it is not secure—information shared can quickly be distributed to many people. For sensitive information, consider alternatives to email such as a phone call, printed report (with appropriate confidentiality markers), or password-protected documents (with separate distribution of passwords).

10.2 Incident Priority Determination The MAC System can coordinate, support, and assist with policy-level decisions and interagency activities relevant to incident management activities. While the Incident Commander sets mission priorities, the MAC System coordinates with Area or Incident Commands to prioritize the incident demands for critical resources. Core emergency management priorities help define incident priorities, including life safety/public health; incident stabilization; and property preservation. Other considerations for determining incident priorities include:

Animal health and safety (and its relationship to human health and safety, including responders) Resource availability (including arrival time), capability, and cost Incident complexity Environmental impact Economic impacts Public opinion Other criteria

Decision makers (such as a MAC Group) are presented with information from personnel in the MAC System. They may be asked to answer questions such as:

• Which areas should receive donated resources (such as pet food and other animal supplies)? • Which locations should establish a pet/animal shelter? • Where should responders be allocated (e.g., animal search and rescue, etc.)?

Incident prioritization involves the following tasks, which are described further in the next section: identification of the need for a decision, identification of available resources and alternatives, identification and analysis of the course of action, identification of appropriate decision makers, provision of sufficient information for an effective decision, and follow up with alternatives for remaining needs.

10.2.1 Identification of the Need for a Decision When multiple or complex incidents occur, prioritization is especially important. However, the following factors should be addressed in determining whether incident prioritization is needed.

• Resource needs vs. resource availability (across multiple incidents) o Requires adequate information gathering and assessment

• Impact of resource requests (financial or other challenges) • Prediction of upcoming resource needs beyond available resources/capabilities • Potential conflict of animal issues with other response missions and priorities

o Includes necessity for jurisdictional or agency policy decisions to clarify such issues

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10.2.2 Identification of Available Resources and Alternatives The next step in incident prioritization is identification of available resources and alternatives. The following criteria can help with resource decision-making:

• Availability of resources • Timeliness of resources (i.e., when can they be delivered to the incident scene?) • Cost of resources • Capability of resources

10.2.3 Identification and Analysis of Courses of Action An important component of incident prioritization is identification and analysis of courses of action. The pros and cons of each action should be weighed; alternatives should be identified; and recommended actions should be developed.

10.2.4 Identification of Appropriate Decision Makers For coordination purposes, incident prioritization is typically performed by MAC System leadership; agency leadership/elected or appointed officials; or other organizational leadership (NGOs, private sector). Personnel involved in decision making must have the authority to commit funding and resources to the response. Decision makers should be easily identifiable, since they may be needed quickly when time is critical. Remember, if you don’t think you should make a decision, you are probably right! Incident prioritization pertaining to animal issues is made possible by incident and MAC System personnel who manage and support animal missions. As with other resources, prioritization requires coordination and communication, as well as situation assessment and reporting.

10.2.5 Provision of Sufficient Information for an Effective Decision Decision makers must have sufficient information available to exercise sound judgments. This includes the identification of available resources (e.g., availability, cost, timeliness, criticality of need, etc.) as described above.

10.2.6 Follow Up with Alternatives for Remaining Needs If existing resources cannot meet incident needs, alternatives must be identified and secured. The following strategies can be employed to ensure resource needs are met:

• Identification of additional resources o Search vertically and laterally o May be procured from government, nonprofit, and private sector sources

• Identification of resources that can arrive at a later date • Assignment of less capable resources (when safe substitution is possible) • Creation of additional resources through just-in-time training • Communication with requesting jurisdictions to ensure needs are met

10.3 Critical Resource Acquisition and Allocation Resources that may be needed in a disaster include personnel, teams, facilities, equipment, vehicles, and supplies. Resource management is one of the core components of NIMS—it involves coordinating and overseeing the application of tools, processes, and systems that provide incident managers with timely and appropriate resources during an incident. NIMS establishes a standardized approach for managing resources before, during, and after an incident; however, resources in some jurisdictions may not be universally standardized.

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10.3.1 NIMS Resource Management Approach The NIMS approach to resource management is based on:

• Consistency: Resource management provides a consistent method for identifying, acquiring, allocating, and tracking resources.

• Standardization: Resource management includes standardized systems for classifying resources to improve the effectiveness of mutual aid agreements and assistance agreements.

• Coordination: Resource management includes coordination to facilitate the integration of resources for optimal benefit.

• Use: Resource management planning efforts incorporate use of all available resources from all levels of government, nongovernmental organizations, and the private sector, where appropriate.

• Information Management: Resource management integrates communications and information

management elements into its organizations, processes, technologies, and decision support.

• Credentialing: Resource management includes the use of credentialing criteria that ensure consistent training, licensure, and certification standards.

Once resources are prioritized by the MAC System, critical resources should be acquired, if possible, from the involved agencies or jurisdictions. To meet incident needs, resources may be shifted internally among these agencies or jurisdictions. Resources available from incidents in the process of demobilization may be transferred to higher priority incidents. Resources may also be acquired from outside the affected area. Procedures for acquiring outside resources will vary, depending on the agencies involved and written agreements. Critical resource acquisition and allocation involves the following tasks, which are further described below: facilitation and support of resource requests; identification and evaluation of available resources; and assistance to the incident or MAC System (both technical and problem-solving). Animal-related resources are also discussed.

10.3.2 Facilitation and Support of Resource Requests If resources are nearing depletion, mutual aid and assistance can be requested by jurisdictions. There are several ways to request assistance; all are acceptable as long as they work for the jurisdiction(s) involved and the state. Depending on the state and the kind of emergency, resource orders to the next higher level of government may need to be preceded or accompanied by a formal request for assistance. Additional resources can be acquired through various agreements. MAC System locations can assist with the facilitation and support of resource requests. They can provide coaching, mentoring, and technical assistance to requesting agencies, jurisdictions, or organizational representatives in support of the incident objectives. They can also help identify potential vendors/sources and cost estimating abilities for the requesting agency/organization/jurisdiction. Requests for assistance may be received in the following ways:

• Direct requests from the incident scene through agency representatives • Requests from the incident to an EOC • Requests from one EOC to another • Requests to FEMA or other federal agencies

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Resource requests may occur verbally (with follow-up documentation), virtually (Web EOC, etc.) or via written jurisdictional practices (e.g., ICS 213RR, Action Request Form to FEMA from State EOC). The following figure shows how resources can flow in an animal-related emergency response.

10.3.3 Identification and Evaluation of Available Resources Jurisdictions/organizations should identify available resources during the planning process, and develop a system to mobilize stakeholders during an incident. They must understand how and where to request additional resources if necessary. MAC System locations can assist jurisdictions in identifying available resources. Resources can be shared between peer jurisdictions (e.g., existing Memorandums of Understanding, Emergency Management Assistance Compacts) or contracted with the private sector (e.g., local livestock producers/organizations). NGOs are another critical source, including local entities (e.g., animal welfare organizations), extension/academia, and voluntary organization partners (e.g., Red Cross, Medical Reserve Corps, etc.). Resources requests can also “reach up” to the next highest level—such as state and federal agencies, as shown in the previous figure. More information on how to request resources can be found in Appendix E. When evaluating the suitability of available resources, the following factors should be considered:

Scope of work and timeframe for the deployment Reporting date/time and location Reporting point of contact

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Logistical considerations for the resource (lodging, services, transportation, etc.) Agreements for reimbursement (if any) Licensing considerations (e.g. veterinarians) Special instructions critical to safety or mission performance

10.3.4 Assistance to the Incident or MAC System The MAC System can provide technical and problem solving assistance upon request to the incident or other EOCs. Since the MAC System is flexible, there are a variety of subject matter experts (SMEs) that may provide technical expertise. They include members of the local, regional, state, and national communities (e.g., County Animal Control Agencies, State Game and Fish Departments, USDA APHIS, NARSC, etc.).

10.3.5 Governmental vs. Non-Governmental Organization Resources In the animal and agricultural sectors, the vast majority of resources are outside of government. Connecting to entities with available resources is a key part of multiagency coordination. During a disaster response, governmental and non-governmental organizations can provide different resources (personnel, equipment, etc.).

10.3.5.1 Examples of Governmental Resources • Emergency funding and contracting officers • Government agency personnel

o Emergency managers and law enforcement officials o Some veterinarians/technicians (working in public agencies) o Cooperative extension agents o Most animal control officers o Some shelter personnel

• A few specialized teams • Some equipment/facilities

o Animal shelters o Fairgrounds/event centers

• Some volunteer programs • Academia (state-employed)

10.3.5.2 Examples of Non-Governmental Resources • Professionals

o Veterinarians/technicians (mostly private) o Some animal control officers o Most shelter professionals o Most agricultural professionals/producers

• Specialized teams/expertise o Emergency sheltering o Animal rescue/technical rescue o Transportation

• Funding (donations based) • Animal facilities

o Veterinary hospitals, animal shelters, kennels o Zoos, wildlife sanctuaries, wildlife rehabilitation o Agricultural facilities o Biomedical research facilities o Event facilities (event centers, race tracks, etc.)

Photo: Andrea Booher/FEMA

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• Equipment and supplies (e.g., pet food, etc.) • Robust voluntary resources • Academia (private institutions) • Food processing system infrastructure and personnel • Consultants and contractors • Hotels/motels that will accept pets

10.3.6 Animal-Specific Resources Resource acquisition and allocation involving animal issues is not different from any other emergency response. The resources needed for animals will parallel the resources needed for people, although people will receive priority. Animal industry and business resources must also be met (e.g., dairies needing generators to replace those destroyed by salt water during Superstorm Sandy). However, there are a number of specific resources that are animal-related. Familiarity with these resources can be helpful for those involved in multiagency coordination.

10.3.6.1 Coordination Teams Coordination teams may be created to address a specific animal-related issue. They may also bridge an issue across ESFs—for example, animal issues that also involve public health. Teams can include members from multiple jurisdictions. Teams may be formal, such as an interagency shelter assessment task force, or less formal, such as liaisons between ESFs and agency representatives working to support a particular challenge. The more complex the incident, the greater the coordination challenges for animal issues.

The use of specialized teams to provide coordination support at various locations is a logical approach that is best developed prior to the incident. People, agencies, and organizations that will lead or staff such units should train appropriately and exercise these coordination plans similarly as to those preparing to perform tactical roles in the field.

10.3.6.2 Community and State Animal/Agriculture Response Teams County/Community Animal Response Teams (CARTs) are volunteer groups that are aligned with local authorities involving animal response. The organization and structure of CARTs may vary from community to community, but in general CARTS:

• Connect local resources to local emergency management • Create a pathway for volunteer involvement and mechanisms for addressing issues-related

accident and liability issues • Facilitate training and exercises • Support community preparedness and outreach

Many states have also established State Animal/Agricultural Response Teams (SARTs); these are public/private partnerships linking government organizations with private and non-profit organizations involved in animal emergency management. Each state’s program is unique. Whatever the name or organizational structure, a SART or SART-like program allows states to engage governmental and non-governmental stakeholders to support planning and response. SARTs are often organized under state and local emergency management plans and follow the Incident Command System and provide volunteers to support companion animal and livestock issues in disasters.

10.3.6.3 State Veterinary Medical Reserve Programs Veterinary Medical Reserve Corps (VMRCs) are organizations comprised of members of the veterinary medical profession (veterinarians, veterinary technicians, veterinary assistants, and students) who volunteer in animal emergency response situations; they assist when the local veterinary community is

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overwhelmed. These groups are often cooperative efforts between the State Animal Health Authority and the State Veterinary Medical Association.

10.3.6.4 AVMA Veterinary Medical Assistance Teams The AVMA’s Veterinary Medical Assistance Team (VMAT, funded through the American Veterinary Medical Foundation) provides operational assistance during an animal-related response. Teams are composed of volunteers who serve as first responders. VMATs are typically employed as state resources through a Memorandum of Understanding.

10.3.6.5 National Veterinary Medical Resources There are also national veterinary medical resources that may be requested through a Joint Field Office (JFO). These include the following:

• National Veterinary Response Team (NVRT)—a program of the National Disaster Medical System (NDMS) under the Department of Health and Human Services (DHHS).

o NVRT is the primary Federal entity for the treatment of ill and injured animals, including horses and livestock, during disasters.

o NVRT is composed of licensed and credentialed practitioners who deploy as treatment squads with supplies, equipment, and support provided by the DHHS logistics system.

o DHHS may also deploy veterinarians of the U.S. Public Health Service to augment the NVRT or provide technical support.

• National Animal Health Emergency Response Corps (NAHERC)—a program of USDA APHIS Veterinary Services.

o NAHERC provides support/surge capacity for animal disease incidents (such as foot-and-mouth disease or avian influenza response).

o NAHERC is composed of volunteer licensed veterinarians, veterinary technicians, and eligible veterinary students; they may join as individuals or as state or local teams.

• U.S. Army Veterinary Units—a component of the Department of Defense (DOD). o Department of Defense resources are typically the last to be employed during a disaster

response; however, the U.S. Army Veterinary Service can deploy units skilled in veterinary medicine and veterinary public health in difficult environments.

10.3.6.6 Other Partners/Organizations There are numerous other organizations that may support animal issues in a disaster response. To review the list of potential MAC System stakeholders, see section 1.4.2 Partnerships in Planning and Response.

10.4 Interagency Activities A primary function of the MAC System is to coordinate, support, and assist with policy-level decisions and interagency activities relevant to incident management activities, policies, priorities, and strategies. Specifically, coordination may occur between MAC System elements, elected officials, and others. Tasks related to animal support and interagency activities include the following:

• Description of staff animal functions at MAC System locations • Definition of supervisory and reporting relationships • Establishment of communication with other support functions and external stakeholders • Tracking of communications and tasks • Facilitation of jurisdictional or organizational policy level decisions • Support of the Joint Information Center/System

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10.4.1 Description of Staff Animal Functions in the MAC System

10.4.1.1 Staffing Considerations Legal authority or delegated coordination responsibilities for animal activities may be determined by an animal-specific ESF, part of another ESF, or shared among multiple ESFs. Regardless, activation and initial staffing of animal staff should be planned prior to the occurrence of an incident. Other provisions for animal support (expertise, networks, specialized resources, etc.) should also be included in jurisdictional plans and Memorandums of Agreement (MOAs), if applicable. Multiple stakeholders should be included in coordination of animal activities. Inclusion ensures that multiple parties have input and a broad web of support is developed. Bringing people together, in person or virtually, helps to reduce duplicated efforts, create a more effective response (for people and animals), and improve the safety of response and support personnel.

10.4.1.2 Staffing Levels Staffing to support animal issues is a major consideration during response planning. Staffing levels are highly variable and dependent on the situation. However, the following factors should be evaluated when determining staffing levels:

• Minimum staffing requirements o One person required (may have shared responsibilities—animal issues and others)

• Space limitations o Staffing may be limited by space at MAC System location (e.g., EOCs) o Staffing overflow sites may be required

Space must be large enough to accommodate additional support personnel Space must be accessible at all hours Space must have technological capabilities (e.g., internet, communications)

o Virtual staffing may be an option for overflow Allows larger participation Can utilize multiple sites/work spaces May keep more responders in the field

• Operational period considerations o Multiple (example) options possible

Single 12-hour operational period Two 12-hour operational periods plus ½ hour overlap Three 8-hour operational periods plus 1-hour overlap

o Staffing needs may differ on day shift vs. night shift • Down time

o Make sure personnel get rest (overwork increases staffing needs) o Get people out on time o Limit activities during rest time

Jurisdictional (Lead) Authorities and Entities of Support

Potential jurisdictional (lead) authorities Emergency management Animal health Wildlife agencies Public health Law enforcement, animal control Zoning/code enforcement Entities with support capabilities Zoos Veterinary professionals Animal shelters Cooperative Extension Livestock organizations Voluntary programs (CART/SARTs, etc.)

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10.4.2 Definition of Supervisory and Reporting Relationships Supervisory relationships can be defined using an organizational chart for the MAC System location (such as an EOC). Because coordination is not command, the MAC System will never be in command of the incident, but will provide support to those in incident command. A clear chain of command should also be developed for reporting (more information on formal reporting can be found in section 5.2.1.3). In a response, the reporting chain may differ from day-to-day agency procedures. Agency reports are often required, and immediate/primary responsibility is to the incident.

10.4.3 Establishment of Communication Communication/information sharing with other support functions/ESFs is necessary to ensure that all parties are involved in the appropriate response activities. To establish effective communication for a given MAC System location, determine which meetings/calls should be attended; which reports should be shared; which deadlines must be met; and whether formal liaisons are required. Communication must occur across incident levels and include external stakeholders. Examples of external communications might include participation in conference calls and inclusion on email distribution lists.

10.4.4 Tracking of Communications and Tasks Communications and other tasks should be tracked to streamline an incident response. It is critical for MAC System locations because “orphaned” tasks (which no one is tracking or performing) can adversely affect the incident. Documenting communication and delegation of specific duties as needed serve to eliminate communications “bottlenecks” and prevent the development of a communications “gatekeeper.” This is especially important in complex incidents; a technical specialist can help with this task. There are multiple tools by which communications can be tracked. These include:

• Support function desk phones • EOC software packages (e.g., Web EOC) • Support function email (accessible by multiple

people) • Call logs/unit logs (ICS 214) • Documentation (ICS 213) • Email triage (printing and assignment of important

emails). Tasks can be tracked by electronically (e.g., Web EOC, spreadsheets, and online sites such as SharePoint and Google) or manually—via white boards, easel charts, and unit logs.

10.4.5 Facilitation of Policy Level Decisions One example of interagency activity is policy level decision-making (not at the incident level). A MAC System can help facilitate jurisdictional or organizational policy level decisions. This includes areas such as:

• Resource commitment • Interpretation of statutes, regulations, or policies such as holding periods for stray or rescued pets • Authorization of expenditures and allocation of funds • Strategic guidance to incident authorities • Public advisories • Personnel issues such as temporary licensing for veterinarians

Photo: Chris Kleponis/FEMA

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10.4.6 Support of the Joint Information Center/System The Command and Management component of NIMS includes the Incident Command System, Multiagency Coordination Systems, and Public Information (including the Joint Information System [JIS]). Incident Command Posts, Area Command, and all MAC System locations should work to develop timely, accurate, consistent, and effective public messages and stakeholder communications that are consistent with messaging from the JIS. Federal, state, tribal, territorial, regional, or local Public Information Officers and established Joint Information Centers (JICs) are critical supporting elements of the JIS. Although connecting animal stakeholders may be a challenge, animal support personnel at MAC System locations may assist the JIS through:

• Monitoring the media, internet (including social media such as Facebook and Twitter), and email groups for information relevant to the JIS, including misinformation or conflicting information.

• Providing technical assistance to Public Information Officers in the JIS in developing messages pertaining to animals and agriculture.

10.5 Coordination A critical part of a MAC System is outlining how each system element (such as animal support) will communicate and coordinate with other system elements. Another primary function of a MAC System is to keep elected and appointed officials at all levels of government informed. The MAC System can also help with the period of recovery following a major disaster. These concepts are discussed further below.

10.5.1 Coordination with MAC System Elements A MAC System allow for coordination within the jurisdiction (or organization), to peer jurisdictions (e.g., local-to-local), and to other jurisdictional/organizational levels (e.g., local, tribal, state, federal, and NGO). Establishing interactions between these entities is critical during a response.

Multiagency coordination may be simple when a single incident occurs in a single jurisdiction; however, in incidents involving multiple jurisdictions, or in situations where multiple incidents are being supported, interactions between MAC System elements can become extremely complicated. Remember, like ICS, the MAC System is both flexible and scalable. Personnel and tasks may expand and contract according to incident needs. There are many variations in how animal issues are managed within the MAC System.

10.5.2 Coordination with Elected Officials Coordination with elected officials and agency/organizational executives is an essential task of the MAC System. The following table demonstrates common coordination types and examples.

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Action Example Emergency declaration Local, state, or federal Executive order Suspend a jurisdiction regulation pertaining to the licensure of veterinarians

temporarily to allow out-of-state veterinarians to assist in the emergency response Suspend a regulation related to landfill licensing to allow emergency onsite burial of animals in a foreign animal disease incident Implement an executive order pertaining to the holding periods for pets and livestock found astray in the incident area

Emergency appropriations or extraordinary expenses (including cost share between local, state, and federal agencies)

Paying for aircraft to drop hay to livestock after a major blizzard Setting up a series of emergency animal shelters at a total jurisdictional cost of hundreds of thousands of dollars (while FEMA may provide cost-sharing grants at a later date, the state and local share could still be substantial) Submitting an Action Request Form to FEMA for assistance with carcass removal after a flood or hurricane (the scope of work could amount to millions of dollars in contractor costs with a cost-share for the state)

Emergency legislation Provision for emergency funding, special authorities, or other emergency statutory elements to support the emergency response. (Note: MAC System support will be essential in identifying the need for emergency legislation and providing SMEs to develop such legislation)

Continuity of government or continuity of operations decisions

Decrease in agency resources available for emergency response Suspension of non-essential functions

10.5.3 Facilitation of the Transition to Recovery The MAC System can help with the period of recovery following a major disaster—a process that may take years, even decades in some cases. Multiple stakeholders may be involved, including local, state, federal agencies as well as NGOs and private industry personnel. Specific to animal, recovery issues could include:

• Agribusiness recovery • Pet-owner reunions and adoption of unclaimed pets • Long-term housing for people with pets/animals • Impacts on animal services infrastructure • Rebuilding of community pet services (veterinarians, kennels, animal shelters, etc.)

11. PREPARING FOR MULTIAGENCY COORDINATION The effectiveness of a MAC System depends on effective preparedness. MAC System preparedness encompasses the following factors (that have been previously discussed):

• People—the people who make the system work • Communications and Information Systems—two-way mechanisms to ensure that personnel have

the most accurate information possible and can relay that information efficiently • Public Information—systems required to provide accurate, timely information to the public • Nonpersonnel Resources—the equipment, tools, and supplies needed to complete response and/or

coordination activities

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11.1 Policies and Procedures When preparing for multiagency coordination, remember to differentiate policies vs. procedures. Policies are high-level guidance that are generally developed by senior management—they provide goals and direction to all agencies that may respond to an incident. Procedures specify the methods or steps to be followed routinely—they describe how policies will be implemented. Together, policies and procedures clarify what key players will do, how they will interact, and how they will be held accountable.

11.2 Addressing Coordination Challenges Coordination challenges can occur at all levels of government. There are three common types of issues that affect multiagency coordination in general—these include conflicting policies, communication issues, and “turf” issues. There are also coordination challenges that can arise specific to animal issues.

11.2.1. Conflicting Policies In some cases, personnel/agencies involved in multiagency coordination may have different policies that affect the response. For example, animal carcass disposition is typically regulated by the State; however, federal assistance may be required during complex incidents. Disposal options may be affected by the presence of a disease agent, type of property chosen for disposal (public vs. private), etc. Conflicting policies can be addressed by getting senior-level endorsement and support. Involving decision makers from all participating agencies will ensure that personnel work together towards a common goal.

11.2.2 Communication Issues Communication issues can complicate any emergency response. Personnel working on animal issues must communicate effectively—this includes volunteer responders (e.g., NARSC, NASAAEP), USDA AC, ESF 11 staff, and others. Generally speaking, people working in a MAC System must remember to communicate with the levels above and below them (e.g., a State MAC should communicate with the City/County EOC and the Regional EOC). Local responders (e.g. city or county EOC) may not know what resources are available or how to request them—they may fail to ask for help. If personnel within the MAC System “reach down” to these levels and touch base, a better understanding of the response needs can be captured. When resources are coordinated and prioritized appropriately, the response can be handled at the lowest jurisdictional level possible—which is always the goal. Effective communication can prevent scenarios in which some jurisdictions are overwhelmed and while others nearby have surplus resources. In order to avoid/resolve communication issues, the following general strategies can be implemented:

• Document decisions in writing. MOUs, MOAs, agreements under an EMAC, and other agreements should include details about procedures that must be followed to request, activate, assign, track, deactivate, recondition, and pay for resources.

• Communicate directly (face to face or by phone or radio) to allow for asking questions and gaining clarification, where necessary, to resolve issues.

11.2.3 Turf Issues Because many different agencies can be involved in multiagency coordination, the potential for “turf issues” exists. Personnel supporting animal issues must be effectively incorporated into the MAC System at all levels of coordination.

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Turf issues can be resolved by utilizing the following strategies: • Keep copies of all policies and procedures at the EOC so that reference can be made to existing

policies and procedures (agreed to during pre-incident planning). • Ensure a senior decision maker is always available, even if only virtually, so that decisions to be

made in the moment, settling turf issues quickly, if only for the current response.

11.3 Exercise and Evaluation Exercising and evaluating the capabilities of a MAC System are important to identify coordination issues. Activities may include: testing, training, discussion-based exercises, and operations-based exercises. Ideally, all jurisdictions should have a comprehensive exercise program in place. The DHS Homeland Security Exercise and Evaluation Program offers a common exercise policy and provides program guidance that constitutes a national standard for exercises. There are several key steps to post-incident assessment that every jurisdiction should take. These include reviewing incident documentation, convening a post-incident meeting with key personnel, being open and honest in information gathering, establishing a non-threatening environment for discussion, developing an action plan, and following through on that plan. Remember, the purpose of post-incident assessment is to improve future operations, not to assign blame.

12. IMPLEMENTING MULTIAGENCY COORDINATION Activating MAC System elements during an incident requires a specific decision-making process. Additionally, issues can arise during and related to long-term operations. This section reviews the process for MAC System activation and deactivation.

12.1 MAC System Activation As previously described, there is no single policy for activating MAC System elements, such as an EOC. Similarly, the process for MAC System activation will vary depending on the jurisdiction. To streamline the decision-making process, activation procedures should be in place including:

• Who makes the decision (based on state and/or local ordinance and policy) • The circumstances for activation • The timeframes for activation

Even when a variety of resources are available, they may not be needed or requested for all events. In some cases, MAC System locations may be activated before there are active requests from the incident or other MAC System locations. In such cases, “activation” may consist of monitoring rather than active support. General features of monitoring vs. active support in the MAC System include the following:

Monitoring o More common at state and federal locations o Involves maintaining a “finger on the pulse” of the situation o Includes communicating information to and from agency executives and elected officials o Means being prepared to “step up to bat” o Provides assurance to agency leaders and elected officials that assistance is available if

requested (such assurances may be critical in avoiding inappropriate intervention of such officials in response to misinformation)

Active support o Means addressing incident resources o Includes technical assistance o Involves prioritization of needs through other support

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The level of activation is related to the situation assessment and incident prioritization.

12.2 Deactivating MAC System Resources MAC System resources should be deactivated when:

• Incident resources are being deactivated, and resource coordination among agencies or jurisdictions is no longer necessary

• The situation at the incident scene is clearly under control • Incident support can be provided without impacting the dispatch system

When multiple layers of a MAC System are involved, they usually deactivate in reverse order from activation (i.e., federal deactivates first, then state, and finally, local). Some multiagency coordination activities may continue after other activities are deactivated. These activities may take place at department operations centers or at the jurisdiction’s offices. Financial activities are typically the last to be resolved.

12.3 Maintaining Readiness It is important to take steps to prepare for the next incident. The following steps should be identified in the jurisdiction’s Emergency Operations Plan.

• Resource replenishment—including a complete inventory of used

• Contact information updates—including rosters, media lists, and other contacts

• Testing, training, and exercise • Equipment maintenance/updating • Follow up and implementation of lessons learned

Photo: Norman Lenburg/FEMA

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13. REFERENCES American Veterinary Medical Association (AVMA). U.S. Pet Ownership and Demographics Sourcebook. 2012. Schaumburg, IL: American Veterinary Medical Association. American Veterinary Medical Association (AVMA). Human-Animal Bond. 2013. Accessed April 1, 2013 at www.avma.org/kb/resources/reference/human-animal-bond/pages/human-animal-bond-avma.aspx. Center for Food Security and Public Health. Introduction to Animal Emergency Management. 2011. Accessed May 20, 2013 at http://www.cfsph.iastate.edu/Education-Training/introduction-to-animal-emergency-management.php. Federal Emergency Management Agency (FEMA). ICS 100: Introduction to the Incident Command System. 2010. Accessed October 17, 2012. Federal Emergency Management Agency (FEMA). IS-701.A: NIMS Multiagency Coordination Systems. 2010. Accessed October 25, 2012. Fritz Institute. Hurricane Katrina: Perceptions of the Affected. 2006. Accessed April 1, 2013, at http://www.fritzinstitute.org/PPTs/FI-Harris_Katrina_0506.pdf. Harvard School of Public Health. Roper Center for Public Opinion Research. 2005. National Disaster Preparedness Survey. Heath SE. Veterinarians in disasters. Vet Rec 2011;169:185-6.

Lowe SR, Rhodes JE, Zwiebach L, Chan CS. The impact of pet loss on the perceived social support and psychological distress of hurricane survivors. J Trauma Stress 2009;22:244-7.

http://www.avma.org/kb/resources/reference/human-animal-bond/pages/human-animal-bond-avma.aspx.



http://www.fritzinstitute.org/PPTs/FI-Harris_Katrina_0506.pdf.

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14. FOR MORE INFORMATION Homeland Security Presidential Directive 5: Management of Domestic Incidents (HSPD-5) http://www.gpo.gov/fdsys/pkg/PPP-2003-book1/pdf/PPP-2003-book1-doc-pg229.pdf Homeland Security Presidential Directive 8: National Preparedness (HSPD-8) http://www.gpo.gov/fdsys/pkg/PPP-2003-book2/pdf/PPP-2003-book2-doc-pg1745.pdf National Animal Health Emergency Response Corps (NAHERC) http://www.aphis.usda.gov/animal_health/emergency_management/naherc.shtml. National Disaster Recovery Framework http://www.fema.gov/recoveryframework/ National Incident Management System http://www.fema.gov/national-incident-management-system NIMS Resource Typing: Animal Health http://www.fema.gov/pdf/emergency/nims/508-1_animal_health_resources.pdf Animal Emergency Response (AER) Positions Credentials http://www.fema.gov/library/file?type=publishedFile&file=aer_credentials_for_nic_oct07__final___2_.pdf&fileid=0369d660-8337-11dc-9b37-000bdba87d5b National Response Framework http://www.fema.gov/national-response-framework National Veterinary Response Teams (NVRT) http://www.phe.gov/Preparedness/responders/ndms/teams/Pages/nvrt.aspx. Pet Evacuation and Transportation Standards Act of 2006 (PETS Act) http://www.govtrack.us/congress/bills/109/hr3858 Post-Katrina Emergency Management Reform Act of 2006 (PKEMRA) http://www.govtrack.us/congress/bills/109/s3721 Veterinary Medical Assistance Team (VMAT) https://www.avma.org/professionaldevelopment/trainingandservice/vmat/pages/default.aspx.

http://www.gpo.gov/fdsys/pkg/PPP-2003-book1/pdf/PPP-2003-book1-doc-pg229.pdf

http://www.gpo.gov/fdsys/pkg/PPP-2003-book2/pdf/PPP-2003-book2-doc-pg1745.pdf

http://www.aphis.usda.gov/animal_health/emergency_management/naherc.shtml

http://www.fema.gov/recoveryframework/

http://www.fema.gov/national-incident-management-system

http://www.fema.gov/pdf/emergency/nims/508-1_animal_health_resources.pdf

http://www.fema.gov/library/file?type=publishedFile&file=aer_credentials_for_nic_oct07__final___2_.pdf&fileid=0369d660-8337-11dc-9b37-000bdba87d5b

http://www.fema.gov/library/file?type=publishedFile&file=aer_credentials_for_nic_oct07__final___2_.pdf&fileid=0369d660-8337-11dc-9b37-000bdba87d5b

http://www.fema.gov/national-response-framework

http://www.phe.gov/Preparedness/responders/ndms/teams/Pages/nvrt.aspx

http://www.govtrack.us/congress/bills/109/hr3858

http://www.govtrack.us/congress/bills/109/s3721

https://www.avma.org/professionaldevelopment/trainingandservice/vmat/pages/default.aspx

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15. ACKNOWLEDGEMENTS This workbook is based on prior drafts developed by Dr. Kevin Dennison (USDA Animal Care), Todd Smith (USDA), and Dr. Dick Green (ASPCA). Authors and contributors from the Center for Food Security and Public Health, College of Veterinary Medicine at Iowa State University include the following:

• Kerry Leedom Larson, DVM, MPH, PhD, DACVPM Veterinary Specialist

• Janice Mogan, DVM Veterinary Specialist

Illustrations designed by:

• Andrew Kingsbury, BFA

• Dani Ausen, BFA This document was reviewed by:

• Debrah Schnackenberg Chief Operating Officer Colorado Veterinary Medical Association Denver Area Veterinary Medical Society Chief Operating Officer and Director - Disaster Services PetAid Colorado

• Michael Neault, DVM Emergency Management and Reportable Disease Programs Michigan Department of Agriculture-Animal Industry Division

• Charlotte A. Krugler, DVM, MPH, DACVPM

Emergency Preparedness Veterinarian Clemson University Livestock-Poultry Health

• Brigid Elchos, RN, DVM, DACVPM Deputy State Veterinarian Mississippi Board of Animal Health

• Ty J. Vannieuwenhoven, DVM, MPH, MSS, DACVPM Chief Veterinary Officer, National Disaster Medical System (NDMS) U.S. Department of Health and Human Services Office of the Assistant Secretary for Preparedness and Response

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16. PHOTO CREDITS Cover page (Top) Responders from the Missouri Boon County Urban Search & Rescue Task Force 1 holding rescued kittens found searching a New Orleans home in 2005. Marvin Nauman/FEMA. (Middle) Urban Search and Rescue teams working to recover missing persons after a devastating Oklahoma tornado in 1999. Andrea Booher/ FEMA. (Bottom) National Veterinary Response Team giving medical help to survivor pets in front of the St. Francis De Sales School located in Rockaway, NY in 2012. Eliud Echevarria/FEMA. Page i. (Left) A pet left behind on a locked porch during Hurricane Katrina. Liz Roll/FEMA. (Middle) FEMA Urban Search and Rescue Task Force members, with the US Coast Guard, transport residents from neighborhoods impacted by Hurricane Katrina. Jocelyn Augustino/FEMA. (Right) Residents of New Orleans evacuating ten days after Hurricane Katrina. Liz Roll/FEMA. Page 2 Members of Best Friends Rescue parading down Bourbon Street during Mardis Gras (in 2006) with some of the animals abandoned and rescued from Hurricane Katrina. Barbara Pritchard/FEMA. Page 7 Incident Commander and Westminster Fire Chief Cole Streeter observing flash flooding following Tropical Storm Irene in the state of Vermont in 2011. Robert Rose/FEMA. Page 10 Mississippi Emergency Management Agency (MEMA) and various Emergency Support Functions (ESF) monitor Hurricane Isaac at the State Emergency Operations Center (EOC) in 2012. Tim Burkitt/FEMA.

Page 16 A displaced kitten is delivered to a pet-friendly farm during Hurricane Sandy in 2012. Liz Roll/FEMA. Page 21 Veterinarian Medical Assistance Team members examining Daisy following hurricane Charley in 2004. Andrea Booher/FEMA. Page 25 A FEMA telephone registration desk for survivors of Hurricane Sandy at a FEMA Disaster Recovery Center. Chris Kleponis/FEMA. Page 30 Pet food being unloaded by the West Virginia Air National Guard following Hurricane Sandy in 2012. Norman Lenburg/FEMA.

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APPENDIX A: LIST OF ACRONYMS AC Animal Care (USDA APHIS) APHIS Animal and Plant Health Inspection Service (USDA) ASPCA American Society for the Prevention of Cruelty to Animals AVMA American Veterinary Medical Association CART County/Community Animal Response Team CDC Centers for Disease Control and Prevention CERT Community Emergency Response Team (Citizen Corps program) DHS Department of Homeland Security DOD Department of Defense DOI Department of Interior EMAC Emergency Management Assistance Compact EOC Emergency Operation Center ESF Emergency Support Function ESF11 Emergency Support Function 11, (Agriculture and Natural Resources) ESF8 Emergency Support Function 8, (Public Health and Medical Services) ESF6 Emergency Support Function 6, (Mass Care) FEMA Federal Emergency Management Agency FSIS Food Safety Inspection Service (USDA) HHS Health and Human Service IAP Incident Action Plan IC Incident Commander ICP Incident Command Post ICS Incident Command System IMAT Incident Management Assistance Team (FEMA) IOF Interim Operating Facility IT Information Technology JFO Joint Field Office JIC Joint Information Center MAA Mutual Aid Agreement MAC(S) Multiagency Coordination (System) MOA Memorandum of Agreement MOU Memorandum of Understanding NACA National Animal Control Association NAHERC National Animal Health Emergency Response Corps (USDA) NARSC National Animal Rescue and Sheltering Coalition NASAAEP National Alliance of State Animal and Agriculture Emergency Programs NGO Non-Governmental Organization NIMS National Incident Management System NRCC National Response Coordination Center NRCS Natural Resources Conversation Service (USDA) NRF National Response Framework NVRT National Veterinary Response Team PETS Act Pets Evacuation and Transportation Standards Act PIO Public Information Officer PKEMRA Post-Katrina Emergency Management Reform Act PPE Personal Protective Equipment RRCC Regional Response Coordination Center SART State Animal/Agricultural Response Team SME Subject matter expert

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USDA United States Department of Agriculture VMAT Veterinary Medical Assistance Team (AVMA) VOAD/NVOAD (National) Voluntary Organizations Active in Disasters VS Veterinary Services (USDA APHIS) VRC/VMRC Veterinary (Medical) Reserve Corps

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APPENDIX B: GLOSSARY Action Request Form (ARF): Submitted by states (and other federal agencies) to FEMA for requesting federal disaster assistance.

All-Hazards: Describing an incident, natural or manmade, that warrants action to protect life, property, environment and public health or safety and to minimize disruptions of government, social or economic activities.

Catastrophic Incident: Any natural or manmade incident, including terrorism, which results in extraordinary levels of mass casualties, damage or disruption severely affecting the population, infrastructure, environment, economy, national morale and/or government functions.

Citizen Corps: A community-level program, administered by the Department of Homeland Security, that brings government and private-sector groups together and coordinates the emergency preparedness and response activities of community members. Through its network of community, state and tribal councils, Citizen Corps increases community preparedness and response capabilities through public education, outreach, training and volunteer service.

Command: The act of directing, ordering or controlling by virtue of explicit statutory, regulatory or delegated authority.

Common Operating Picture: A continuously updated overview of an incident compiled throughout an incident's life cycle from data shared between integrated systems for communication, information management and intelligence and information sharing. The common operating picture allows incident managers at all levels to make effective, consistent and timely decisions. The common operating picture also helps ensure consistency at all levels of incident management across jurisdictions, as well as between various governmental jurisdictions and private-sector and nongovernmental entities that are engaged.

Coordinate: To advance systematically an analysis and exchange of information among principals who have or may have a need to know certain information to carry out specific incident management responsibilities.

Credentialing: Objective evaluation and documentation of an individual’s current certification, license or degree; training and experience and competence or proficiency to meet nationally accepted standards, provide particular services and/or functions or perform specific tasks under specific conditions during an incident.

Demobilization: The orderly, safe and efficient return of a resource to its original location and status.

Elected Official: Official by virtue of election. Both elected and appointed officials are responsible for ensuring the public safety and welfare of the people of that jurisdiction.

Emergency: Any incident, whether natural or manmade, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal assistance is needed to supplement state and local efforts and capabilities to save lives and to protect property and public health and safety or to lessen or avert the threat of a catastrophe in any part of the United States.

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Emergency Management: As subset of incident management, the coordination and integration of all activities necessary to build, sustain and improve the capability to prepare for, protect against, respond to, recover from or mitigate against threatened or actual natural disasters, acts of terrorism or other manmade disasters.

Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues up front: liability and reimbursement.

Emergency Manager: The person who has the day-to-day responsibility for emergency management programs and activities. The role is one of coordinating all aspects of a jurisdiction's mitigation, preparedness, response and recovery capabilities.

Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county) or some combination thereof.

Emergency Operations Plan: The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.

Emergency Support Function (ESF) Annexes: Present the missions, policies, structures and responsibilities of federal agencies for coordinating resource and programmatic support to states, tribes and other federal agencies or other jurisdictions and entities when activated to provide coordinated federal support during an incident.

Emergency Support Functions (ESFs): Used by the federal government and many state governments as the primary mechanism at the operational level to organize and provide assistance. ESFs align categories of resources and provide strategic objectives for their use. ESFs utilize standardized resource management concepts such as typing, inventorying and tracking to facilitate the dispatch, deployment and recovery of resources before, during and after an incident.

Evacuation: Organized, phased and supervised withdrawal, dispersal or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.

Federal: Of or pertaining to the federal government of the United States of America.

FEMA Regional Offices: FEMA has 10 regional offices, each headed by a Regional Administrator. The regional field structures are FEMA’s permanent presence for communities and states across America.

Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.

HSPD-5: Homeland Security Presidential Directive 5, “Management of Domestic Incidents”

HSPD-8: Homeland Security Presidential Directive 8, “National Preparedness”

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Incident: An occurrence or event, natural or manmade, that requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical emergencies and other occurrences requiring an emergency response.

Incident Action Plan (IAP): An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods.

Incident Command: Entity responsible for overall management of the incident. Consists of the Incident Commander, either single or unified command and any assigned supporting staff.

Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.

Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is a management system designed to enable effective incident management by integrating a combination of facilities, equipment, personnel, procedures and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.

Incident Commander: The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources. The Incident Commander has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Incident Objectives: Statements of guidance and direction needed to select appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow strategic and tactical alternatives.

Interim Operating Facility (IOF): The IOF is intended to function as a light-weight version of a JFO with core staffing and the ability to quickly setup operations with minimal dedicated infrastructure. The IOF provides the initial location for federal coordination efforts in support of State-guided local missions. The IOF may be co-located with the State Emergency Operation Center, or function from a convention-center or other suitable facility proximal to the state offices of an impacted community. The IOF is expected to transition support to a JFO as it comes on-line, typically several days to two weeks.

Job Aid: A checklist or other visual aid intended to ensure that specific steps for completing a task or assignment are accomplished.

Joint Field Office (JFO): The primary federal incident management field structure. The JFO is a temporary federal facility that provides a central location for the coordination of federal, state, tribal and local governments and private-sector and nongovernmental organizations with primary responsibility for

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response and recovery. The JFO structure is organized, staffed and managed in a manner consistent with National Incident Management System principles and is led by the Unified Coordination Group. Although the JFO uses an Incident Command System structure, the JFO does not manage on-scene operations. Instead, the JFO focuses on providing support to on-scene efforts and conducting broader support operations that may extend beyond the incident site.

Joint Information Center (JIC): An interagency entity established to coordinate and disseminate information for the public and media concerning an incident. JICs may be established locally, regionally or nationally depending on the size and magnitude of the incident.

Joint Information System (JIS): Mechanism that integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages, developing, recommending and executing public information plans and strategies on behalf of the Incident Commander, advising the Incident Commander concerning public affairs issues that could affect a response effort, and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal and local boundary lines) or functional (e.g., law enforcement, public health).

Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific geographical area, or a mandated function.

Lead agency: Federal agency or agencies taking primary responsibility for the disaster response.

Local Government: A county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native Village or Alaska Regional Native Corporation; a rural community, unincorporated town or village or other public entity. See Section 2 (10), Homeland Security Act of 2002, P.L. 107−296, 116 Stat. 2135 (2002).

Major Disaster: Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm or drought) or, regardless of cause, any fire, flood or explosion in any part of the United States that, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance under the Stafford Act to supplement the efforts and available resources of states, local governments and disaster relief organizations in alleviating the damage, loss, hardship or suffering caused thereby.

Memorandum of Agreement (MOA): Legal agreements between two or more jurisdictions, corporations, or agencies that plan to assist each other in case of an emergency. For all local, state, tribal, federal or non-governmental organizations, mutual aid agreements are an important tool in getting the needed resources.

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Memorandum of Understanding (MOU): A formal written document describing the terms of an agreement between two or more parties.

Mobilization: The process and procedures used by all organizations—federal, state, tribal and local—for activating, assembling and transporting all resources that have been requested to respond to or support an incident.

Multiagency Coordination (MAC) Group: Typically, administrators/executives or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multiagency committees, emergency management committees or as otherwise defined by the system. A MAC Group can provide coordinated decision-making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies and provide strategic guidance and direction to support incident management activities.

Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures and communications. Two of the most commonly used elements are emergency operations centers and MAC Groups. These systems assist agencies and organizations responding to an incident.

Multijurisdictional Incident: An incident requiring action from multiple agencies that each have jurisdiction to manage certain aspects of the incident. In the Incident Command System, these incidents will be managed under Unified Command.

Mutual Aid and Assistance Agreement: Written or oral agreement between and among agencies/organizations and/or jurisdictions that provides a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during and/or after an incident.

National: Of a nationwide character, including the federal, state, tribal and local aspects of governance and policy.

National Incident Management System (NIMS): System that provides a proactive approach guiding government agencies at all levels, the private sector and nongovernmental organizations to work seamlessly to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location or complexity, in order to reduce the loss of life or property and harm to the environment..

National Response Framework (NRF): Guides how the nation conducts all-hazards response. The framework documents the key response principles, roles and structures that organize national response. It describes how communities, states, the federal government and private-sector and nongovernmental partners apply these principles for a coordinated, effective national response. And it describes special circumstances where the federal government exercises a larger role, including incidents where federal interests are involved and catastrophic incidents where a state would require significant support. It allows first responders, decision makers and supporting entities to provide a unified national response.

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Nongovernmental Organization (NGO): An entity with an association that is based on interests of its members, individuals or institutions. It is not created by a government, but it may work cooperatively with government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include faith-based charity organizations and the American Red Cross. NGOs, including voluntary and faith-based groups, provide relief services to sustain life, reduce physical and emotional distress and promote the recovery of disaster victims. Often these groups provide specialized services that help individuals with disabilities. NGOs and voluntary organizations play a major role in assisting emergency managers before, during and after an emergency.

National Response Coordination Center (NRCC): The NRCC is a multiagency center that coordinates the overall Federal support for major disasters and emergencies, including catastrophic incidents in support of operations at the regional-level. The FEMA Administrator, or his or her delegate, activates the NRCC in anticipation of, or in response to, an incident by activating the NRCC staff, which includes FEMA personnel, the appropriate Emergency Support Functions, and other appropriate personnel (including nongovernmental organization and private sector representatives). The NRCC coordinates with the affected region(s) and provides needed resources and policy guidance in support of incident-level operations. The NRCC staff specifically provides emergency management coordination, planning, resource deployment, and collects and disseminates incident information as it builds and maintains situational awareness—all at the national-level.

Planned Event: A planned, nonemergency activity (e.g., sporting event, concert, parade, etc.).

Preparedness: Actions that involve a combination of planning, resources, training, exercising and organizing to build, sustain and improve operational capabilities. Preparedness is the process of identifying the personnel, training and equipment needed for a wide range of potential incidents and developing jurisdiction-specific plans for delivering capabilities when needed for an incident.

Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for-profit and not-for-profit organizations, formal and informal structures, commerce and industry.

Public Information: Processes, procedures and systems for communicating timely, accurate, accessible information on an incident’s cause, size and current situation; resources committed and other matters of general interest to the public, responders and additional stakeholders (both directly affected and indirectly affected).

Public Information Officer (PIO): A member of the Command Staff responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.

Recovery: The development, coordination and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private-sector, nongovernmental and public-assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting and development of initiatives to mitigate the effects of future incidents.

Regional Response Coordination Centers (RRCCs): Located in each Federal Emergency Management Agency (FEMA) region, these multiagency agency coordination centers are staffed by Emergency Support Functions in anticipation of a serious incident in the region or immediately following an incident. Operating under the direction of the FEMA Regional Administrator, the RRCCs coordinate federal

43

regional response efforts and maintain connectivity with state emergency operations centers, state fusion centers, Federal Executive Boards and other federal and state operations and coordination centers that have potential to contribute to development of situational awareness.

Resource Management: A system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to or recover from an incident. Resource management includes mutual aid and assistance agreements; the use of special federal, state, tribal and local teams and resource mobilization protocols.

Resources: Personnel and major items of equipment, supplies and facilities available or potentially available for assignment to incident operations and for which status is maintained. Under the National Incident Management System, resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an emergency operations center.

Resource Request: Process for acquiring additional resources (personnel, supplies, etc.) from states, the federal government, or NGOs when local resources are exhausted.

Resource Typing: Assigning a standardized typing designation to each resource that allows Incident Commanders to request and deploy resources.

Response: Immediate actions to save lives, protect property and the environment and meet basic human needs. Response also includes the execution of emergency plans and actions to support short-term recovery.

Situation Report: Document that contains confirmed or verified information and explicit details (who, what, where and how) relating to an incident.

Situational Awareness: The ability to identify, process and comprehend the critical elements of information about an incident.

Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act, P.L. 93-288, as amended. This Act describes the programs and processes by which the federal government provides disaster and emergency assistance to state and local governments, tribal nations, eligible private nonprofit organizations and individuals affected by a declared major disaster or emergency. The Stafford Act covers all hazards, including natural disasters and terrorist events.

Support Agency: Federal agency or agencies (other than the lead agency) which support the disaster response.

Support Annexes: Describe how federal departments and agencies, the private sector, volunteer organizations and nongovernmental organizations coordinate and execute the common support processes and administrative tasks required during an incident. The actions described in the Support Annexes are not limited to particular types of events but are overarching in nature and applicable to nearly every type of incident.

Territories: Under the Stafford Act, U.S. territories are may receive federally coordinated response within the U.S. possessions, including the insular areas and within the Federated States of Micronesia (FSM) and the Republic of the Marshall Islands (RMI). Stafford Act assistance is available to Puerto Rico, the U.S. Virgin Islands, Guam, American Samoa and the Commonwealth of the Northern Mariana

44

Islands, which are included in the definition of "State" in the Stafford Act. At present, Stafford Act assistance also is available to the FSM and the RMI under the compact of free association.

Tribal: Referring to any Indian tribe, band, nation or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 Stat. 688) [43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians.

Volunteer: Any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation or receipt of compensation for services performed.

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APPENDIX C: MAC SYSTEM FUNCTIONS AND TASKS—A REVIEW The following table reviews MAC System functions and tasks, as outlined in Part C.

MACS Function Tasks


• Information gathering (involving field observers or liaisons to other MAC Systems as appropriate)

• Analysis and planning projections (short and long term) • Formal reporting • Informal reporting/information sharing with other MAC System locations and

supporting entities

Incident Prioritization

• Identification of the need for a decision • Identification of available resources and alternatives • Identification and analysis of courses of action • Identification of appropriate decision makers • Provision of sufficient information for an effective decision • Follow up with alternatives for remaining needs

Critical Resource Acquisition and

Allocation

• Facilitation and support of resource requests • Identification and evaluation of available resources • Provision of technical and problem solving assistance (upon request) to the incident or

other MAC System elements

Interagency Coordination

• Description of Staff animal functions at MAC System locations • Definition of supervisory and reporting relationships • Establishment of communication (other support functions and external stakeholders) • Tracking of communications and tasks • Facilitation of policy level decisions • Support Joint Information Center/System

Coordination • Coordination with MAC System elements • Coordination with elected officials • Facilitation of an effective transition to recovery activities

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APPENDIX D: AVMA PET OWNERSHIP CALCULATOR This calculator can estimate the number of pet owning households and number of pets in a community. Calculations are based on the community population, as well as U.S. pet ownership statistics (as collected by the 2012 U.S. Pet Ownership & Demographics Sourcebook). In some cases, state or regional animal ownership data may also be available. Using this, along with accurate human population data (available at www.quickfacts.census.gov), calculations may give a potential worst case scenario when planning pet shelter response. The AVMA Pet Ownership calculator can be found online at: https://www.avma.org/KB/Resources/Statistics/Pages/US-pet-ownership-calculator.aspx. The formulas used by the calculator can be found online at: https://www.avma.org/KB/Resources/Statistics/Pages/Market-research-statistics-US-pet-ownership.aspx

http://www.quickfacts.census.gov/

https://www.avma.org/KB/Resources/Statistics/Pages/US-pet-ownership-calculator.aspx

https://www.avma.org/KB/Resources/Statistics/Pages/Market-research-statistics-US-pet-ownership.aspx

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APPENDIX E: ADDITIONAL WEB RESOURCES FEDERAL AGENCIES Department of Homeland Security (DHS)

• Main website: http://www.dhs.gov/ • Federal Emergency Management Agency: http://www.fema.gov/

o National Incident Management System: http://www.fema.gov/national-incident-management-system

o National Response Framework: http://www.fema.gov/national-response-framework o Emergency Management training: http://www.fema.gov/training/emergency-

management-training o FEMA Public Assistance policies: http://www.fema.gov/public-assistance-local-state-

tribal-and-non-profit • Homeland Security Exercise and Evaluation Program: https://hseep.dhs.gov • Citizen Corps: http://www.ready.gov/citizen-corps • Preparedness: http://www.ready.gov/ • Pet Preparedness: http://www.ready.gov/caring-animals • Lessons Learned and Information Shared: https://www.llis.dhs.gov/ (password needed) • Responder Knowledge Base: https://www.rkb.us/ (password needed)

US Department of Agriculture (USDA)

• Main website: http://www.usda.gov • ESF 11 Website: http://www.aphis.usda.gov/emergency_response/esf_11/esf11.shtml • Animal and Plant Health Inspection Service (APHIS): www.aphis.usda.gov

o APHIS Emergency Response: http://www.aphis.usda.gov/emergency_response/ (includes technical assistance involving agricultural animals, pet evacuation and sheltering, captive wildlife/exotic animals, laboratory research animals, and guidance for livestock and poultry carcass disposal)

o Animal Care: www.aphis.usda.gov/animal_welfare/index.shtml o Animal Health: www.aphis.usda.gov/animal_health/index.shtml o Veterinary Services:

http://www.aphis.usda.gov/about_aphis/programs_offices/veterinary_services/ o National Animal Health Emergency Response Corps:

www.aphis.usda.gov/animal_health/emergency_management/naherc.shtml • National Institute for Food and Agriculture (formerly Cooperative State Research, Education, and

Extension Service [CSREES]): http://www.csrees.usda.gov/ • US Forest Service – Fire Management: http://www.fs.fed.us/fire/management/index.html • USDA Farm Service Agency (FSA): http://www.fsa.usda.gov/FSA/

o Livestock Indemnity Program: http://www.fsa.usda.gov/FSA/webapp?area=home&subject=diap&topic=lip

o Emergency Conversation Program: http://www.fsa.usda.gov/FSA/webapp?area=home&subject=copr&topic=ecp

o Emergency Farm Loans: http://www.fsa.usda.gov/FSA/webapp?area=home&subject=fmlp&topic=efl

o Emergency Haying and Grazing: http://www.fsa.usda.gov/FSA/webapp?area=home&subject=copr&topic=crp-eg

• USDA Natural Resources Conversation Service (NRCS): http://www.nrcs.usda.gov/ o Emergency Watershed Program:

http://www.nrcs.usda.gov/wps/portal/nrcs/main/national/programs/landscape/ewpp/

http://www.dhs.gov/

http://www.fema.gov/



http://www.fema.gov/national-response-framework

http://www.fema.gov/training/emergency-management-training

http://www.fema.gov/training/emergency-management-training

http://www.fema.gov/public-assistance-local-state-tribal-and-non-profit

http://www.fema.gov/public-assistance-local-state-tribal-and-non-profit

https://hseep.dhs.gov/

http://www.ready.gov/citizen-corps

http://www.ready.gov/

http://www.ready.gov/caring-animals

https://www.llis.dhs.gov/

https://www.rkb.us/

http://www.usda.gov/

http://www.aphis.usda.gov/emergency_response/esf_11/esf11.shtml

http://www.aphis.usda.gov/

http://www.aphis.usda.gov/emergency_response/

http://www.aphis.usda.gov/animal_welfare/index.shtml

http://www.aphis.usda.gov/animal_health/index.shtml

http://www.aphis.usda.gov/about_aphis/programs_offices/veterinary_services/

http://www.aphis.usda.gov/animal_health/emergency_management/naherc.shtml

http://www.csrees.usda.gov/

http://www.fs.fed.us/fire/management/index.html

http://www.fsa.usda.gov/FSA/

http://www.fsa.usda.gov/FSA/webapp?area=home&subject=diap&topic=lip

http://www.fsa.usda.gov/FSA/webapp?area=home&subject=copr&topic=ecp

http://www.fsa.usda.gov/FSA/webapp?area=home&subject=fmlp&topic=efl

http://www.fsa.usda.gov/FSA/webapp?area=home&subject=copr&topic=crp-eg

http://www.nrcs.usda.gov/

http://www.nrcs.usda.gov/wps/portal/nrcs/main/national/programs/landscape/ewpp/

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o Guidance on animal mortalities: http://efotg.sc.egov.usda.gov/references/public/AL/tg316.pdf

• USDA Rural Development (RD): http://www.rurdev.usda.gov/RDDisasterAssistance.html • USDA Food and Nutrition Service (FNS): http://www.fns.usda.gov/Disasters/disaster.htm

o USDA Food Commodities 7 CFR § 250.43: http://www.gpo.gov/fdsys/pkg/CFR-2004-title7-vol4/pdf/CFR-

2004-title7-vol4-sec250-43.pdf 7 CFR § 250.44: http://www.gpo.gov/fdsys/pkg/CFR-2004-title7-vol4/pdf/CFR-

2004-title7-vol4-sec250-44.pdf o Food Stamp Benefits

42 U.S.C. § 5179: http://www.gpo.gov/fdsys/pkg/USCODE-2009-title42/pdf/USCODE-2009-title42-chap68-subchapIV-sec5179.pdf

• USDA Food Safety Inspection Service (FSIS): http://www.fsis.usda.gov/Food_Defense_&_Emergency_Response/index.asp

o Federally Inspected facilities o Re-inspection of regulated meat and poultry products

US Department of Health and Human Services (DHHS)

• Main website: http://www.hhs.gov/ • HHS Disasters and Emergencies pages: http://www.phe.gov/preparedness/Pages/default.aspx • Centers for Disease Control and Prevention: www.cdc.gov • US Public Health Service: www.usphs.gov/ • Surgeon General: www.surgeongeneral.gov/ • Medical Reserve Corps: www.medicalreservecorps.gov • National Veterinary Response Team:

http://www.phe.gov/Preparedness/responders/ndms/teams/Pages/nvrt.aspx US Department of Interior (DOI)

• Main website: http://www.interior.gov • Office of Emergency Management: http://www.doi.gov/emergency/index.cfm • Fish and Wildlife Service: http://www.fws.gov/ • National Parks: http://www.nps.gov/index.htm

Other Federal Agencies

• National Wildfire Coordinating Group (ICS forms): www.nwcg.gov • Small Business Administration: www.sba.gov • National Oceanic and Atmospheric Administration: www.noaa.gov • Environmental Protection Agency: www.epa.gov

STATE CONTACTS

• State Animal Health Officials: http://www.usaha.org/Portals/6/StateAnimalHealthOfficials.pdf • State and Territorial Emergency Management Agencies:

http://www.fema.gov/about/contact/statedr.shtm • State Departments of Agriculture: http://www.nasda.org/ (use map to find contacts) • State Public Health Veterinarians:

http://www.nasphv.org/Documents/StatePublicHealthVeterinariansByState.pdf • Plans pertaining to animals and key State contacts (maintained by the American Veterinary

Medical Association): http://www.avma.org/disaster/

http://efotg.sc.egov.usda.gov/references/public/AL/tg316.pdf

http://www.rurdev.usda.gov/RDDisasterAssistance.html

http://www.fns.usda.gov/Disasters/disaster.htm

http://www.gpo.gov/fdsys/pkg/CFR-2004-title7-vol4/pdf/CFR-2004-title7-vol4-sec250-43.pdf




http://www.gpo.gov/fdsys/pkg/USCODE-2009-title42/pdf/USCODE-2009-title42-chap68-subchapIV-sec5179.pdf

http://www.gpo.gov/fdsys/pkg/USCODE-2009-title42/pdf/USCODE-2009-title42-chap68-subchapIV-sec5179.pdf

http://www.fsis.usda.gov/Food_Defense_&_Emergency_Response/index.asp

http://www.hhs.gov/

http://www.phe.gov/preparedness/Pages/default.aspx

http://www.cdc.gov/

http://www.usphs.gov/

http://www.surgeongeneral.gov/

http://www.medicalreservecorps.gov/

http://www.phe.gov/Preparedness/responders/ndms/teams/Pages/nvrt.aspx

http://www.interior.gov/

http://www.doi.gov/emergency/index.cfm

http://www.fws.gov/

http://www.nps.gov/index.htm

http://www.nwcg.gov/

http://www.sba.gov/

http://www.noaa.gov/

http://www.epa.gov/

http://www.usaha.org/Portals/6/StateAnimalHealthOfficials.pdf

http://www.fema.gov/about/contact/statedr.shtm

http://www.nasda.org/

http://www.nasphv.org/Documents/StatePublicHealthVeterinariansByState.pdf

http://www.avma.org/disaster/

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NATIONAL ASSOCIATIONS • American Association of Veterinary State Boards: www.aavsb • American Veterinary Medical Association: www.avma.org • International Association of Emergency Managers: http://www.iaem.com • National Animal Control Association: http://www.nacanet.org/ • National Animal Rescue and Sheltering Coalition: www.narsc.net • National Alliance of State Animal and Agricultural Emergency Programs (NASAAEP):

http://www.nasaaep.org/ • National Association of State Departments of Agriculture: http://www.nasda.org/ • National Association of State Public Health Veterinarians: http://www.nasphv.org/ • National Emergency Management Association: http://www.nemaweb.org/ • North American Veterinary Technician’s Association: http://www.navta.net/ • Society of Animal Welfare Administrators: http://www.sawanetwork.org/ • United States Animal Health Association: http://www.usaha.org/ • Association of Zoos and Aquariums: www.aza.org

SELECTED ACADEMIC INSTITUTIONS AND RESOURCES

• American Association of Veterinary Medical Colleges: www.aavmc.org • University of California‐Davis, Shelter Medicine Program: www.sheltermedicine.com • University of Colorado Natural Hazards Center: http://www.colorado.edu/hazards/ • Extension Disaster Education Network: www.agctr.lsu.edu/eden/ • Food Shield (University of Minnesota and DHS project): www.foodshield.org • Iowa State University Center for Food Security and Public Health: www.cfsph.iastate.edu/ • University of Maryland Center for Agrosecurity and Emergency Management:

http://agrosecurity.umd.edu/ • Purdue University National Biosecurity Resource Center: http://www.biosecuritycenter.org/

SELECTED NATIONAL ORGANIZATIONS

• American Humane Association: http://www.americanhumane.org/ • American Kennel Club: http://www.akc.org/ • American Red Cross: http://www.redcross.org/ • American Society for the Prevention of Cruelty to Animals: http://www.aspca.org/ • American Veterinary Medical Foundation: http://www.avmf.org/ • Animal Welfare Institute: http://www.awionline.org/ • Best Friends Animal Society: http://bestfriends.org/ • Code 3 Associates: http://www.code3associates.org/ • International Fund for Animal Welfare: http://www.ifaw.org/united-states • National Volunteer Organizations Active in Disaster (NVOAD): www.nvoad.org • Noah’s Wish: http://www.noahswish.org/ • Petco Foundation: www.petco.com/foundation • Petfinder.com: http://www.petfinder.com/ • Petfinder.com Foundation: http://www.petfinderfoundation.com/ • PetSmart Charities: www.petsmartcharities.org/ • The Humane Society of the United States: http://www.humanesociety.org/ • United Animal Nations, Emergency Animal Rescue Service: http://www.redrover.org/

http://www.aavsb/

http://www.avma.org/

http://www.iaem.com/

http://www.nacanet.org/

http://www.narsc.net/

http://www.nasaaep.org/

http://www.nasda.org/

http://www.nasphv.org/

http://www.nemaweb.org/

http://www.navta.net/

http://www.sawanetwork.org/

http://www.usaha.org/

http://www.aza.org/

http://www.aavmc.org/

http://www.sheltermedicine.com/

http://www.colorado.edu/hazards/

http://www.agctr.lsu.edu/eden/

http://www.foodshield.org/

http://www.cfsph.iastate.edu/

http://agrosecurity.umd.edu/

http://www.biosecuritycenter.org/

http://www.americanhumane.org/

http://www.akc.org/

http://www.redcross.org/

http://www.aspca.org/

http://www.avmf.org/

http://www.awionline.org/

http://bestfriends.org/

http://www.code3associates.org/

http://www.ifaw.org/united-states

http://www.nvoad.org/

http://www.noahswish.org/

http://www.petco.com/foundation

http://www.petfinder.com/

http://www.petfinderfoundation.com/

http://www.petsmartcharities.org/

http://www.humanesociety.org/

http://www.redrover.org/

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ADDITIONAL RESOURCES USEFUL IN COLLECTING INCIDENT INFORMATION National Resources/Government Information

• FEMA Situation Reports o Interested persons can subscribe to receive FEMA Situation Reports (SITREPs):

https://public.govdelivery.com/accounts/USDHSFEMA/subscriber/new?topic_id=USDHSFEMA_432

• Homeland Security Information Network (HSIN) o HSIN is restricted, but emergency management personnel (such as USDA Animal Care)

can gain access here: https://government.hsin.gov o Regional Emergency Program Managers and ESF 11 can help arrange access.

• Inciweb (Sponsored by USDA and NGOs) o Information on wildfire incidents that is available here: http://www.inciweb.org/ o It may take a day or two for information on a specific fire to reach Inciweb, but then it is

updated frequently. The mapping feature is good for seeing the location of the fire. o Inciweb almost always provides location and contact information for the Incident

Command Post for each fire. • National Earthquake Information Center

o Information from USGS on US and worldwide earthquakes available here: http://earthquake.usgs.gov/regional/neic/

• National Oceanic and Atmospheric Agency (NOAA) o Weather information (warnings, forecasts, etc.) available here: www.weather.gov

• Pacific Tsunami Warning Center: http://ptwc.weather.gov/ • Space weather: http://www.swpc.noaa.gov/ • NOAA weather radio information: http://www.nws.noaa.gov/nwr/

State Information

• FEMA list of State and Territorial emergency management agencies: http://www.fema.gov/about/contact/statedr.shtm

• State emergency management agencies commonly post incident information, such as situation reports on their Web sites. Most states also post a contact list for local emergency management agencies within their state.

Tribal Contacts • The National Conference of State Legislators lists all federally recognized Tribal nations (links

not provided): http://www.ncsl.org/issues-research/tribal/list-of-federal-and-state-recognized-tribes.aspx#co

• Wikipedia provides a list of federally recognized Tribal nations with links to associated pages: http://en.wikipedia.org/wiki/Federally_recognized_tribes

Local Information • You can find local emergency management agency contact information on almost every state

emergency management agency website. Many local emergency management agencies post advisories or situation reports on their website, but not all.

• If Animal Care personnel have concerns over a “high risk” facility (e.g., a zoological exhibitor with large, dangerous animals) and they have been unable to contact them, calling the local emergency management agency will often allow you to determine if there is an issue with that facility.



https://government.hsin.gov/

http://www.inciweb.org/

http://earthquake.usgs.gov/regional/neic/

http://www.weather.gov/

http://ptwc.weather.gov/

http://www.swpc.noaa.gov/

http://www.nws.noaa.gov/nwr/

http://www.fema.gov/about/contact/statedr.shtm

http://www.ncsl.org/issues-research/tribal/list-of-federal-and-state-recognized-tribes.aspx#co

http://www.ncsl.org/issues-research/tribal/list-of-federal-and-state-recognized-tribes.aspx#co

http://en.wikipedia.org/wiki/Federally_recognized_tribes

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Other Websites • Weather underground: www.wunderground.com

o Provides excellent weather information, including good maps for hurricane and tropical storm warnings and predictions worldwide.

• Stormpulse: http://www.stormpulse.com/ o Has a great graphical tool for hurricanes and tropical storms. o Provides user definable overlays for the weather maps.

• Storm Report: http://www.stormreportmap.com/ o Provides maps of tornados and other severe weather occurrences in the US. o Can search by state, type of storm, date, etc. o This tool is invaluable in determining the locations of tornados that might have affected

APHIS employees or regulated facilities. • Intellicast: http://www.intellicast.com/Local/Default.aspx • Global Disaster Watch: http://globaldisasterwatch.blogspot.com/

o Provides information on disasters of all type from around the globe. • American Veterinary Medical Association:

http://www.avma.org/disaster/state_resources/default.asp o Provides an interactive map with links to animal emergency management plans and

resources for each state. • CDC radiological emergency preparedness information: http://www.bt.cdc.gov/radiation/ • FEMA general preparedness website: http://www.ready.gov

Social Media

• Many state and local emergency management agencies now have Twitter accounts and will feed warnings and incident information to subscribers: www.twitter.com

• Many organizations and emergency management agencies now use Facebook: www.facebook.com

http://www.wunderground.com/

http://www.stormpulse.com/

http://www.stormreportmap.com/

http://www.intellicast.com/Local/Default.aspx

http://globaldisasterwatch.blogspot.com/

http://www.avma.org/disaster/state_resources/default.asp

http://www.bt.cdc.gov/radiation/

http://www.ready.gov/

http://www.twitter.com/

http://www.facebook.com/