Proceedings magazine is a communication tool for the Coast Guard's Marine Safety & Security Council. Each quarterly magazine focuses on a specific theme of interest to the marine industry.
Issue link: http://uscgproceedings.epubxp.com/i/473008
82 Proceedings Spring 2015 www.uscg.mil/proceedings In today's response environment, the performance expecta- tions and stakes are high. Following Exxon Valdez, 9/11, Hur- ricane Katrina, Deepwater Horizon, and Hurricane Sandy, we have seen a continuous growth in the expectation for uni- fed, government-wide, collective incident response. Long gone are the days when response is limited to tactical mission execution. With a 24-hour news cycle and increased information demands from agency and elected offcials, Coast Guard operational commanders must be actively engaged in directing operations, public messaging, and keeping senior leaders informed. Response Eforts from Capitol Hill New laws, directives, and federal doctrine support these increased expectations. For example, in 2003, President Bush signed Homeland Security Presidential Directive 5 — Man- agement of Domestic Incidents, which required federal agencies to use the National Incident Management System and the Incident Command System for domestic response. After Hurricane Katrina, Congress passed the Post Katrina Emergency Management Reform Act, which returned responsibility for disaster response and preparedness to the Federal Emergency Management Agency (FEMA) and rein- forced FEMA's role as the lead agency for disaster response. Many witnessed frsthand the high expectations for remov- ing oil and protecting the environment during the response to the Deepwater Horizon oil spill, the frst spill of national signifcance. In 2011, President Obama signed Presidential Policy Direc- tive 8 (PPD-8), which refers to national preparedness as the actions taken to plan, organize, equip, train, and exercise to build and sustain the capabilities necessary to prevent, pro- tect against, mitigate the effects of, respond to, and recover from those threats that pose the greatest risk to the nation's security. In support of PPD-8, DHS has published fve frame- works that outline coordinating efforts for each national pre- paredness mission area — prevention, protection, mitigation, Incident Management and Crisis Response A collective approach. by C APt JoSePH gleASon Chief U.S. Coast Guard Offce of Contingency Preparedness and Exercise Policy cdr JASon gunning Prevention Department U.S. Coast Guard Sector Long Island Sound Incident Management Best Practices for Leaning Forward • Know your plans. • Invest in training. • Establish external relationships through preparedness activities. • Engage Coast Guard leadership and provide direction for the scale of the crisis. • Request resources to augment staf. • Bring in specialized teams when needed. • Pre-stage resources if possible. • Provide liaisons to external EOCs and operations centers. • Review lessons learned. • Plan ahead for demobilization and sustained operations. • Have an efective communications strategy. • Take care of your people. • Take care of yourself.