5.6.1 Agencies/Private Sector
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“Allow for a Multi-Agency Response to Any Type of Emergency as a Part of an Emergency Response Plan – Representatives of several agencies in Cuyahoga County in Ohio, for instance, established a multi-agency response center in the early period of the blackout.”
Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout Great Lakes Region
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“Cooperate Across Agencies to Share Resources and Equipment – Emergency equipment can be costly to purchase and store, and agencies cannot always predict what sorts of equipment they will need during an emergency. The establishment of mutual aid agreements in advance of an emergency can make it possible for agencies and communities to share equipment as necessary and possible.”
Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout Great Lakes Region
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Coordinate with Law Enforcement to Speed Up Evacuations – “Fire resources were significantly slowed moving through evacuation areas until routes were cleared. Early coordination with law enforcement as soon as the potential to evacuate was recognized was critical in preserving freedom of movement for fire resources.”
Southern California Firestorm 2003: Report for the Wildland Fire Lessons Learned Center
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Incorporate Evacuee Agencies into the Planning Process – “Incorporating agencies that manage evacuees into the interagency planning process was effective in ensuring a smooth handoff from firefighters and law enforcement to supporting agencies like the Red Cross.”
Southern California Firestorm 2003: Report for the Wildland Fire Lessons Learned Center
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“Include the Private Sector [in Coordination Efforts] – Through a memorandum of understanding between New Jersey Transit and private carriers, private fleets were available to assist in the movement of stranded commuters. New Jersey Transit staff had to work with other public sector agencies to ensure that the private carrier vehicles were granted access to the tunnels into Manhattan. As a result of the blackout, staff at New Jersey Transit and the Port Authority have agreed to coordinate with private carriers when implementing emergency response plans. In particular, Port Authority staff will coordinate with the long-haul carriers that operate out of their bus terminal. Some executives noted that there has to be more coordination with the public utilities.”
Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout New York City
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“Involve Law Enforcement Agencies and Other Non-Traditional Agencies – Members of several staffs from transportation agencies stressed the need to develop working relationships with others from agencies not considered transportation agencies. Bridges and Tunnels staff worked with the New York Police Department to manage traffic; the two agencies were in almost constant contact via the telephone and radio. Within a half hour’s notice, Bridges and Tunnels crews modified traffic patterns on some of their facilities to accommodate buses trying to enter Manhattan. They reversed one lane so that there would be three lanes in and one out, rather than two in each direction. The Port Authority staff contacted an extremely ‘non-traditional’ player. They requested light towers from the New Jersey National Guard.”
Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout New York City
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Use of a Multi-Jurisdictional Planning Organization Before the Incident Was Successful – “The Mountain Area Safety Taskforce (MAST) was a very successful template for multi-jurisdictional planning in the interface. MAST planning was estimated to have cut two to three days off the time it took to establish effective unified command. Information is available at www.calmast.org.
The MAST functioned using the Incident Command System in a unified command. This proved to be an effective rehearsal for the real thing. Tabletop rehearsals of evacuations were very effective in facilitating live evacuations.
The MAST was an effective vehicle for distributing training and local knowledge to participating agencies.
The MAST was effective at accomplishing projects by planning projects with the input of environmental and infrastructure agencies.”
Southern California Firestorm 2003: Report for the Wildland Fire Lessons Learned Center
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Work “Closely with State and Local Emergency Management Centers – During an emergency, the States of New York and New Jersey and New York City open emergency management centers. Several interviewees highlighted that working closely with the staffs at these centers produced positive results.”
Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout New York City
February 7, 2006
Publication #FHWA–HOP-08-015
