EMM301 Homeland Sec.EmergencyMgtWeek6 Ernesto Gonzales
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Apr 3, 2024
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Emergency Official Interview: City of Goodyear, Brian Woodard
Ernesto Gonzales
Grand Canyon University EMM 301
Dr. David Arnold
Reflecting on Brain Woodard’s duration as Goodyear’s Emergency Manager, I gained profound insight into the pivotal role that communication and technology play in emergency planning. In speaking with Brian, I have learned and better understood the transformative potential of technology in bolstering communication and resource coordination, crucial components in effective crisis management. One key lesson learned was the need for a multifaceted approach to communication. Embracing diverse technological tools such as social media, mobile apps, and automated alerts significantly improved the dissemination of critical information to our community swiftly and comprehensively. The integration of geospatial technology emerged as a game-changer. Mapping
resources, Geographic Information Systems (GIS), and incidents in real-time allowed for more efficient aid deployment, optimizing our emergency response efforts and minimizing response times. An essential aspect uncovered was the importance of fostering collaboration and interoperability. By leveraging technology for seamless information sharing among different agencies and stakeholders, Goodyear established a more connected network, enabling swift resource mobilization and coordinated action during crises. Brian’s leadership emphasized the continual adaptation and advancement of these technological solutions, recognizing the dynamic nature of crises. Brian highlighted crucial insights into technology and communication during crises. He emphasized the need for enhanced interoperability among agencies, proposing centralized platforms for streamlined information exchange. Woodward stressed the importance of continual technological advancements, suggesting investments like the Regional Wireless Cooperative (RWC) and the Wireless Emergency Alert (WEA). Moreover, there is an advocation for comprehensive community outreach programs to educate residents on utilizing various
communication channels effectively. Woodward’s recommendations also emphasize the importance of cybersecurity measures to safeguard sensitive data. Urging Goodyear to embrace innovation and collaboration, fortifying communication and technology to ensure a more resilient response to future emergencies.
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List of questions and responses:
1.
How crucial is effective communication in coordinating responses during emergencies, and what strategies or tools do you rely on to ensure clear and efficient
communication among various agencies and the community?
Communications are critical for effective response and coordination among varying agencies who assist with the planning, response and recovery efforts for any community impacted by disasters. Goodyear, as with all agencies in Arizona, has implemented the Incident Command System. This aids in a coordinated response and ensures response agencies can integrate into the command structure and response effort with relative ease. For radio communications, all public safety agencies in Maricopa County are part of the
Regional Wireless Cooperative
. The RWC serves as a central coordinating group with the capability of programming agency radios to ensure interoperability on our radio systems. Interoperable radios ensure response agencies can communicate with each other.
For public information during emergencies, our Public Information Officers are well versed in various social media platforms to communicate emergency information to our residents. In addition to social media, emergency managers and agencies also have the capability to send emergency notifications through voice, email and text messages. These messages provide critical information where action is necessary to be take by our residents, such as shelter in place or evacuate. Currently, Goodyear’s system is Reverse 9-1-1, however we are implementing a new system in December through RAVE Mobile Safety Solutions. These messages can also warn our residents of areas to avoid due to hazards, such as road closures or hazardous material spills. Maricopa County can also send out a
Wireless Emergency Alert
on behalf of any requesting sub-jurisdiction within the county. This is an alert that is pushed to all cell phones connected to the cell towers located within a geographic region set by the requesting agency, similar to Amber Alerts or National Weather Service alerts for inclement weather.
During a large-scale emergency, the city will also open our Emergency Operations Center (EOC) and a Joint Information Center (JIC). Public Information will be coordinated through both of those facilities to ensure that the City is providing accurate and timely information to the media and our residents.
2.
In what way has technology transformed or enhanced emergency management and response in your locality? Could you provide examples of specific technological advancements that have significantly improved emergency preparedness or response capabilities?
GIS, or geographic information systems, has been one of the greatest improvements in emergency management. GIS provides responders with mapping capabilities to greatly improve situational awareness and impacts of disasters. We used to have to rely on paper
maps, post it notes and markers to identify impacted areas, coordinate response activities and tasks, etc. With GIS, we can map out the impacted areas of disasters, identify the number of households and businesses impacted, and identify any critical infrastructure.
This capability improves emergency response by providing tools to enable data driven decision making and management of the response and recovery efforts.
3.
What are the primary challenges your department faces when responding to emergencies, and how do you work to overcome these hurdles?
Community resilience starts at home. The better our residents are prepared for emergencies, the less they will need to depend on limited resources from our first responders and they can aid their neighbors if necessary in the immediate aftermath of a disaster. One challenge we face in Maricopa County, and Goodyear is not immune, is overcoming resident’s mentality of “Nothing bad happens here” so there is a lack of preparedness at home. Goodyear is re-implementing our Community Emergency Response Team (
CERT
) to offer training for our residents on a host of different preparedness topics, such as fire safety, CPR, Stop the Bleed and safe shutoff of household utilities. We will hold two training sessions per year starting in 2024, one in the Spring and one in the Fall. Currently, Phoenix, Mesa and Daisy Mountain Fire District are the only active CERT programs in the valley. With Goodyear standing up our CERT Program again, we will be the only program in the West Valley. Also, I will be coordinating CERT training for some departments within the City who are public facing, such as our Parks department.
Another way that we are engaging our residents is through community events. Our Community Risk Reduction Team with the Fire Department is very active in providing education for proper child seat installation, a Home Safe Home program for residents who are 60+. This is a free room by room assessment by trained Fire Department personnel to identify and mitigate any unsafe conditions. Also, we have a Residential Lock Box program, where a lock box is installed to allow first responder access to the home during an emergency where the resident is unable to open the door. Our Fire Pal School program, which teaches age appropriate fire and life safety lessons in our schools.
4.
Could you highlight some notable strengths in our local emergency response system? What aspects do you believe set our community apart in terms of preparedness and resilience?
One of our greatest strengths, from the Fire Department perspective, is that we are on an Automatic Aid system in Maricopa County. Mutual Aid requires a request for the resource before Fire or Law Enforcement can cross jurisdictional boundaries in most cases. Automatic Aid with our Fire Departments means that the closest available engine or ambulance gets dispatched, regardless of jurisdictional boundaries. This improves response times throughout the region. Coupled with Automatic Aid, our Fire Departments all operate under the same operating procedures and protocols, and are dispatched through one of two fire dispatch centers, one in Phoenix and one in Mesa. All
of our HazMat Teams, Technical Rescues, etc., are considered regional resources and respond throughout the valley.
5.
Conversely, what weaknesses or areas for improvement have you identified within our emergency management framework, and what strategies are being implemented
to address these shortcomings?
One area for improvement is a coordinated multi-jurisdictional exercise program for local cities and towns. Maricopa County conducts three full scale, multi-
jurisdictional exercises every year, however participation opportunities for our local cities is limited due to the nature of the exercise or location. The Emergency Management Community is working to close this gap through an initiative, which started with the City of Tempe, by implementing a collaborative exercise program. Through the initiative which started in about July 2022, we have held 5 full scale exercises which have involved Law Enforcement, Fire and Emergency Management personnel from nearly every city and town, as well as our volunteer agencies and hospital systems throughout the valley.
https://arizonadigitalfreepress.com/first-responders-develop-mctrac-app/
I am an Executive Committee Member and the Chair for the training and exercise
subcommittee for the group and the goal is to conduct quarterly or semi-annual multi-jurisdictional / multi-agency exercises across the Valley.
6.
How do you collaborate with neighboring jurisdictions or other agencies to ensure a coordinated and unified response in the event of a large-scale emergency that transcends local boundaries?
The Emergency Management Community in the Valley meets routinely to discuss concerns, needs and initiatives. The meetings are facilitated by the Emergency Managers
for Surprise and Scottsdale. We meet quarterly at a minimum, however we do have a number of Regional Working Groups who meet more frequently to work on projects which benefit all local jurisdictions. At every meeting, we typically have special guests from different agencies who present on their capabilities and how to request support. The
91
st
Civil Support Team is one example.
Another example is the initiative I discussed in Question 5, with the regional exercise(s).
7.
With the evolving nature of potential threats and hazards, how does your department stay agile and adaptable in updating preparedness plans and strategies?
There are a number of plans and documents that are developed to support hazard identification and emergency response. The Emergency Operations Plan for the city is required to be reviewed annually. The EOP contains annexes specific to the hazards and threats that could impact our city. Coupled with our EOP, Maricopa County produces a Multi-Jurisdictional Hazard Mitigation Plan. Each sub-jurisdiction within the County is a
participant in the hazard mitigation plan, and are required to review annually. The Hazard Mitigation Plan goes through a thorough review and re-evaluation every five years to ensure the identified hazards are still valid or if revisions are necessary.
For our EOC, we maintain standard operating procedures for responding to various hazards. These SOPs are revised as needed based on feedback from training, exercises, process changes, or any other situation where a revision is needed. The SOPs are designed such that our team can respond effectively to many different types of hazards that could impact Goodyear, and as new hazards are identified discussions are held between myself and the EOC Command Staff whether a new SOP or new processes are needed to be developed.
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8.
Can you describe any innovative approaches or initiatives your department has undertaken to engage and educate the community about emergency preparedness and response? How effective have these efforts been in increasing public readiness?
Our Police and Fire Departments both have full time Public Information Officers, which I
recognize is not typical of all jurisdictions. Currently, I work with them on social media posts to discuss and educate the community on a range of preparedness topics. Social media is a good tool, but it does have limitations. Our Digital Communications Department publishes a monthly newsletter which is mailed to all residents and is available online. At least once a year, we will put together an issue with many ways in which residents can prepare for emergencies. Here is the link to our issue from June in preparation for Monsoon Season.
https://issuu.com/cityofgoodyear/docs/infocus_-
_issue_155_-_june_2023
Brian Woodard
Emergency Manager
Goodyear Fire Department
City of Goodyear, Arizona
14455 W. Van Buren St., Suite E-102
Goodyear, AZ 85338
v
623-882-7112
m
623-606-0374
w
goodyearaz.gov/fire
e
brian.woodard@goodyearaz.gov