2016 CESA Training & Conference
The 2016 CESA Annual Training and Conference Committee is excited to provide you with a peek into the Conference Schedule and sessions being offered each day.  As we finalize schedule dates and times, we will continue to update this page with descriptions, speaker names, etc.  (Schedule is subject to change.)

Final CESA Schedule available here.

Breakout Session One
Wednesday, October 5th, 10:45-11:45am

Continuity of Operations Following the December 2nd Terrorist Attack; Challenges and Lessons Learned
Corwin Porter, San Bernardino County Dept of Public Health

This presentation will discuss the impact of the December 2nd Terrorist attack on the Division of Environmental Health and how they met the challenge to resume operations despite minimal resources. You will hear a first hand account from someone that was in the room and worked through the response and recovery.

The Whole Community - We Succeed or Fail Together!
L. Vance Taylor, California Governor's Office of Emergency Services

No two disasters are the same; yet, virtually all incidents disproportionately affect individuals with disabilities and those with access and functional needs. We knew it would be true in the Butte and Valley fires in Northern California; we were right.
Of the first five fatalities, four were individuals who had a disability or who had an access or functional need. Of the tens of thousands of people who evacuated the affected areas, an overwhelmingly high percentage of those who remained were people who were older or had a disability. And so it is, that, once again, this underrepresented population was impacted greater than people who do not have a disability.
Understanding this harsh reality, California leaned forward and established the Office of Access and Functional Needs (OAFN) within the Governor’s Office of Emergency Services. OAFN works with state and local partners to identify and integrate the needs of people with disabilities and access and functional needs before, during, and after a disaster. Through meaningful partnership; we work together to plan for the whole community. During this presentation, you will learn how OAFN coordinated with state, federal, and local partners to respond to the Butte and Valley fires in September 2015.

Commodity Points of Distribution (C-POD) Operational Coordination
Janell Myhre, Bay Area UASI

Local emergency management agencies across the State are undertaking significant efforts to plan for the activation, operation, and security of Commodity Points of Distribution (C-POD) sites, where the public will go for emergency supplies following a disaster. From site identification to resource estimation, from security needs to staffing patterns, planning for C-PODs is complex. Through a year-long effort in the San Francisco Bay Area, jurisdictions have identified C-POD sites, developed plans to operate them, and exercised their operation in the annual Yellow Command full-scale exercise. Last year, Los Angeles County led a similar effort. This session will explore challenges of C-POD planning and operations, lessons learned from the field, and the unique coordination required for C-PODs to be an effective post-disaster service. Participants will leave with a template for C-POD Activation Guides used by the Bay Area and Los Angeles, as well as guidance to undertake their own C-POD planning.

Saving the Past for the Future – the California Heritage Protection Project: Integrating Heritage into Local Emergency Planning
Julie Page, California Preservation Program

Christopher Godley, Tetra Tech
Mark Bassett, Riverside County Emergency Management Dept
Bennett Cummings, County of San Diego County OES

When disaster strikes a community, it can devastate infrastructure, transportation systems and the local economy - all of which can be rebuilt or replaced. However, there are threads in the social fabric of your community that are truly priceless and irreplaceable. Their loss can be permanent with long-term impacts on a community’s identity. California is rich with cultural and historic resource (CHR) organizations: 1,300 museums, 5,000 libraries and archives, 125 historical societies, and 278 state parks - a total of more than 6,500 institutions. These amazing institutions often exist quietly in our communities and only when lost is their value truly understood.
Through the California State Librarian, the California Heritage Protection Project is conducting a pilot program in five counties to strengthen the ability of local institutions to take care of themselves and work more effectively with local public safety and emergency management programs. The program has produced valuable understanding and resources that can help emergency managers ensure that these cultural heritage institutions remain resilient and even become a resource that can help your community recover from disaster.

Failure to Communicate: Managing Public Expectations for Emergency Notification During Times of Crisis
Soraya Sutherlin, City of Torrance

On February 18th, the ExxonMobil Oil Refinery in Torrance experienced an explosion that measured 1.7 on a local Richter scale.Unified Command was established to coordinate the response, however managing the public information and expectation proved challenging in a fluid event such as a refinery explosion. In the subsequent months, we have additional incidents at the refinery, challenging our response model in times of crisis calling into question the most reasonable way to reach and notify the public in an emergency.

Breakout Session Two
Wednesday, October 5th, 1:30-2:30pm

Waterman Incident: When the Impact Requires Mutual Aid and Resources are Limited; Challenges and Lessons Learned
Donna Mayer, Riverside County Emergency Management Dept
Melissa German, San Bernardino County Dept of Public Health
Cindy Serrano, San Bernardino County Fire, Office of Emergency Services

How did San Bernardino County Public Health successfully request, deploy and track over 150 personnel resources after the December 2nd terrorist attack? How did they bridge the gap between Public Health and Emergency Management? The Waterman Incident has become one of the largest Medical/Health Mutual Aid responses in California history. Resources responded days after the December 2nd attack and continued until June 30, 2016. Learn how Public Health collaborated with Emergency Management while implementing the Medical/Health Coordination System to deploy resources across the state. We will share how the County’s mutual aid was organized and processed, obstacles overcome and lessons learned along the way.

Who’s on First: FEMA or Insurance? Disaster Recovery Funding for Emergency Managers
Margaret Larson, Ernst & Young

The growing number, magnitude and associated costs of disasters places a greater burden on all levels of government, private nonprofit organizations, and the private sector to recover from such events. Organizations are often overwhelmed when disasters strike and lack the resources required to maximize recovery. Eligible losses may go undetected due to inexperience or lack of understanding of disaster programs and insurance coverage.
This presentation will cover best practices when pursuing financial recovery from commercial insurance, FEMA, and HUD. Using actual case studies, professionals who have worked on numerous recoveries will explain the ins and outs of each source of recovery, who qualifies, how the sources interplay, and how to work with different organizations. Attendees will gain an understanding for establishing pre-disaster business processes and the steps to take for maximizing and retaining financial recovery in the aftermath of a disaster. Special focus will be given to helping subgrantees maximize and expedite a full recovery, and on the current state of federal oversight on disaster grants and financial management of grant funds and why grant management should be top of mind to recipients of FEMA and other Federal disaster grants.

Next Generation Core Competencies for Emergency Management
Steven Jensen, California State University Long Beach

The Next Generation Core Competencies are the product of a recent FEMA-sponsored focus group addressing future demands on emergency managers. The world is becoming more interconnected and interdependent, transforming the systems we live and work in. Managing risk in this increasingly complex environment will require some new approaches. Accordingly, it is important to explore what core competencies are needed as we prepare emergency management professionals. Oriented toward future needs, the next generation core competencies are built on the current emergency management competencies and a disciplinary purview, a review of related competencies and global risk trends, a Delphi Study, and wider consultations.
The Next Generation Core Competencies fall under four groupings. Competencies of Broad Knowledge Base includes: 1) Scientific Literacy, 2) Geographic Literacy, 3) Sociocultural Literacy, 4) Incorporating Evolving Technologies. The second set comprises competencies of Organizational Acumen: 5) Understanding Complex Systems, 6) Risk Governance. The third set is one that engenders Problem Solvers: 7) Critical Thinking, 8) Professional Ethics, 9) Continual Learners. Finally, competencies of Emergency Management Leadership include: 10) Operate within the Emergency Management Framework and Principles, 11) Facilitate Community Risk Understanding and Ownership, and 12) Community Leadership, Team Building, and Resource Management.

Risk Based Planning and Performance Metrics
Catherine Spaulding, Bay Area UASI

What does you risk-based planning look like? How do you use performance metrics? What sort of successes and challenges have you faced in this area? We as colleagues in emergency management have a lot we can share and learn from each other on this topic. Local emergency managers need to think more deeply about analyzing risk accurately, measuring progress more effectively, and acting more proactively on the results. This is important to protect our communities, justify the work we do to our leadership and stakeholders, and make the best use of limited resources. What risk-based planning approaches are working and what is the right level of effort given all of the other constraints on our time? Perspectives on all of these questions will be shared by emergency management directors at the city, county, and regional/ UASI levels (Bay Area). Panelists will make available to participants their risk based planning successes, failures and tools – including a comprehensive set of performance measures that address the core capabilities across the POETE (planning, organization, equipment, training, and exercises) continuum.

CalOES EOC Position Credentialing and Emergency Management Professional Certification
Michael Brady, CALOES, CSTI

Overview, update, and implementation of the CalOES, CSTI, Type I, II, III EOC Position Credentialing program and the Emergency Management Professional Standards Certification.

Breakout Session Three,
Wednesday, October 5th, 3:00-4:15pm

When Terrorism Strikes: Waterman Incident
Mike Antonucci, San Bernardino County Office of Emergency Services
Cindy Serrano, San Bernardino County Fire, Office of Emergency Services

High Quality Situational Awareness / Common Operating Picture for EOCs in California
Woody Baker-Cohn, Marin Sherrif's Office, OES Unit

This session is focused on how operational areas & CalOES are working together to build and integrate tools to provide high quality Situation Awareness / Common Operating picture for OAs, metropolitan areas, CalOES regions, and for the state at a level which provides a useful level of detail for the viewer. There are many tools available around the state – WebEOC / CalEOC, CalCOP, NICS / SCOUT, Veoci, HSIN, LEO / VCC, and other – which together present a confusing array of options.
Come hear how a cross section of people from the OAs and CalOES have built a SA / COP system which provides the information needed for operational area EOCs and CalOES’ REOCs and SOC to monitor and support incidents. The first phase of this project was in place for the San Francisco Bay Area’s regional Yellow Command exercise in Sept 2015 and Super Bowl 50 in Jan 2016. This second phase provided basic SA / COP and has been followed by a second phase with better integration, additional information monitoring, and integration with other tools.
The discussion at CESA will detail what is currently in place and will be an interactive session to define the next steps in this statewide effort.

Plan Writing in Emergency Situations
Rodney Melsek, FEMA National Incident Management Assistance Team West

The presentation is intended to provide an opportunity for open dialogue and a creative exchange of ideas among participants focused on plan writing in emergency situations. It’s an entertaining, informative discussion on the approach to successful emergency management planning. The presentation will focus on the following, but not limited to, concepts/principles in writing plans in emergency situations:
• It’s better to have too much than not enough
• Pushing resources is better than pulling them
• A quick response is better than a well-planned response
• A good plan executed now is better than a great plan executed tomorrow
• Planning is a journey not a destination
• Plans don’t make policy
• You’ve got their attention for 15 minutes
• A picture is worth a thousand words
• Planners need to know what you want to do, not what you want
• Every assumption is true until it isn’t
• The principle of ‘diminishing ignorance’

The Public Isn’t Prepared For Disaster and Maybe It’s Our Fault!
Charles Wallace, Grays Harbor County Emergency Management

Disaster after disaster, the same mantra rises from local governments and emergency managers – the public didn’t prepare. There are thousands of surveys and after action reports stating citizens weren’t prepared due to apathy or because their perception to the possible risk and hazard was low. Rarely do we find information where government and/or emergency management accept blame for an unprepared and impacted community, unless blame is bestowed upon them by a findings panel after the fact – much too late to assist those affected by the disaster event. We don’t speak about unintended biases in the messages from government and emergency management officials prior to and during disaster events. Providing information on social media, in newspapers, handouts and pamphlets doesn’t tell whether information is received by your intended audience and it doesn’t tell the sender if those who received the message will use the information the way it was intended. The way things have been accomplished in the past do not work today. This lecture will focus on disaster messaging from government and emergency management officials and the need to change tactics to promote preparedness and social change in the citizens and communities we serve.

Earthquake Early Warning: Status and Implementation
Harmony Colella, CalOES/UCB

This session will provide an overview of how Earthquake Early Warning (EEW) works and what the state and federal governments are doing to provide EEW to the public in a timely manner. Furthermore, initial implementation protocols for EEW will be presented from a range of stakeholders. Speakers will include California Governor’s Office of Emergency Services (CalOES), Tina Curry, United States Geological Survey (USGS) National EEW Coordinator, Dr. Doug Given, and a pilot user of the EEW system. Each speaker will provide a different perspective on the current state of EEW system protocols: state government, federal government, scientific research, and product user, respectively.

Breakout Session Four
Thursday, October 6th, 10:15-11:15am

Integrating Behavioral Health into Emergency Management. Understanding Behavioral Health's Response
Andrew Gruchy, San Bernardino County Dept of Behavioral Health

The December 2, 2015 Terrorist Attack presented many challenges for San Bernardino County's Department of Behavioral Health (DBH). As part of the County's Emergency Response Plan, DBH faced issues in coordination and resources.
County Behavioral Health Department's ability to respond varies from county to county and is largely dependent on the extend of its crisis, unplanned service delivery system. Integration of behavioral health into an Emergency Management plan requires understanding of the behavioral health role, resources and scope of services.

Data-Driven Decision Making: Build Better Plans by Better Understanding Who You’re Planning For
Trevor Rhodes, Los Angeles County Public Health

Disaster planning all too often means simply convening meetings to discuss resource needs with response partners based on the anticipated impacts of a given hazard or threat. What often goes overlooked or underappreciated in both the planning and response analysis is an accurate assessment of who is being impacted and what that will mean from an operational perspective.
Los Angeles County Department of Public Health’s Emergency Preparedness and Response Program developed a process to define, locate and assess who is at-risk and where they live to inform and improve the county’s emergency capabilities with the goal of creating a data-driven methodology that can be used to support both planning and response efforts through community-based maps and analysis. This presentation will walk through the tools freely available to evaluate your own jurisdiction and present the process used to achieve whole-of-community participation in the planning process.

Be Ready to Receive 50+ Patients in 15 Minutes!
Terry Stone, Providence Little Company of Mary Medical Center

Is your hospital prepared for a MCI by strategically pre-positioning supplies and training staff on their roles in response to a disaster? Join us for an engaging session that will introduce you to the award winning 15 minutes until 50 patients program or “15 ‘til 50” for short. The program provides the tools to:
• Train emergency department staff, physicians and ancillary/support personnel to be ready to receive a surge of patients within 15 minutes of notification
• Determine the healthcare facility’s capacity and layout to set up supplies and equipment to manage 50 patients within 15 minutes
• Utilize HICS and strengthen communication between disaster patient care areas and the Hospital Command Center
Our presenters will guide participants through the 15 ‘til 50 MCI Toolkit, made available free of charge through grant funds. The Toolkit contains videos, slide decks, checklists, a planning guide, plan template and much more!

Enhancing Emergency Preparedness through Multi Agency Community Meetings
Wendy Slepian, Department of Water Resources

Preparing for emergencies requires coordination with a variety of external agencies using clear, effective, and frequent communication to explore issues and integrate regional concerns into emergency response preparedness activities. The Department of Water Resources (DWR) has created a format to enhance responder relationships and advance emergency preparedness by hosting flood-focused pre-season meetings with agency partners in fifteen locations throughout California. In these meetings DWR shares with agency partners the latest information on weather and water conditions, changes to flood system vulnerabilities, and information on available grant money. This format encourages other agencies to share their operational updates and facilitates opportunities for enhanced response capabilities through a better understanding of each other’s operational concerns and constraints. In this presentation Wendy Slepian will explore how agencies can use community meetings to facilitate the exchange of information about critical emergency response issues through shared discussion and a table group activity. Components of the presentation will include lessons learned on how to discuss regional concerns, how to facilitate the free flow of information, and how to incorporate training and exercises to optimize ongoing communication.

Emergency Management Competencies
Breanna Medina, City of Rancho Cucamonga

Breakout Session Five
Thursday, October 6th, 3:00-4:15pm

The December 2nd MASS CASUALTY INCIDENT RESPONSE that turned into a terrorist attack in our backyard. The San Bernardino Department of Public Health training event was just two miles away from the level I trauma center.
Georgann Smith, Loma Linda Medical Center

Learn the importance of relationships and collaboration throughout the county and lessons learned by Loma Linda Medical Center on December 2, 2015.
The hospital activated its emergency response but this was not our usual mass casualty event. Learn how the day unfolded and how the city and county were both being impacted.

Emergency Communications Challenges: Incident and Event Communications Considerations for Internal and External Stakeholders
Paul Weinberg, City of Santa Monica

Rapidly changing information capabilities and expectations present a constant challenge for emergency managers to collect, process, evaluate, disseminate, and manage all types of information from multiple sources, in a very short amount of time. With the advent of not only social media, but alert and communications systems as well as traditional media, the Emergency Management discipline is under continued demands to provide accurate and timely information to all stakeholders. Santa Monica has had a good deal of recent experience in managing information needs for diverse populations in our experience to several incidents and events. This presentation will focus on the key events and incidents in Santa Monica. 1) the 2010 Japan earthquake which led to a "tsunami alert" for Southern California, 2) the June 7, 2013 Active Shooter event that culminated at Santa Monica College, and resulted in the death of six people, and 3) the annual Los Angeles Marathon which begins in Los Angeles at Dodger Stadium and culminates at the beach in Santa Monica, as a 25,000-person, mobile, multi-casualty incident.

Generational Crossroads: The 21st Century Learner and Leader
Timothy Janowick, Mount Prospect (IL) Police Department

The world is rapidly changing - and so is what we know about learning and leading. Information doubles every 7 months. Sources of information - and misinformation - are vast. Expectations are high with limited resources and increasing demands. As four generations occupy the workforce - and a fifth about to join, the need to optimize learning for effective operations and employee satisfaction across all generations is vital. Adult learners - particularly our youngest employees, the Millennials - have high expectations for engagement and application to their position. What characteristics make up each generation, and how do those characteristics complement - and challenge - our organizations? How do we lead and educate to meet the demands of today’s learners? How should we be facilitating learning today and where will learning be a few short years from now? What might “GenZ” expect from us? Are you prepared for 21st Century learning and leading at the generational crossroads?

Developing Emergency Management Program Capabilities through After Action Reports & Corrective Action Plans
Scott Marotte, California Governor's Office of Emergency Services (CalOES)

The presenter will describe state mandates to complete AARs and the critical role local governments play in shaping corrective action plans for SEMS related improvements in areas such as mutual aid, communication, resource management, and NIMS integration. The presentation will also outline the relationship between AARs/CAPs and the National Preparedness System and Comprehensive Planning Guides (CPG 101 and 201). Audience will have an opportunity to comment on current AAR process and propose improvements.

Emergency Management Mutual Aid
Vicki Osborn, Orange County Sheriff's Department

Friday, October 7th

State of the State
Mark Ghilarducci

The Light of the Moon: Disaster Planning and the Creations of Systems
Randy Styner

In February of 1976, a small plane piloted by an Orthopedic Surgeon and carrying his wife and four small children crashed in a rural Nebraska field.  The eight hours this family spent isolated, alone , bloody and cold awaiting rescue that never came, the journey to a local hospital where they found inadequate care, and the evacuation to the sanctity of Lincoln General Hospital resulted in the creation and advancement of a new system of medicine known as Advanced Trauma Life Support (ATLS), which revolutionized trauma medicine throughout the world and is credited with saving countless lives.  Randy Styner, a survivor of that terrible crash and the Author of The Light of the Moon – Life, Death and the Birth of ATLS, recounts a harrowing tale of survival and the efforts to find and save his family that night, tells how his father, Dr. James Styner, was able to use the lessons of that night to go on to develop the system of ATLS, and discusses how the development of that system closely ties into and holds valuable lessons for the creations of systems within emergency planning, response, and management.