Active Shooter Scenario

Situation:

The University of North Carolina Wilmington (UNCW) had an all-hazards Emergency Operations Plan (EOP), but many of its components had never been validated.

Need:

UNCW requested a tabletop exercise (TTX) using an active shooter scenario (a workplace violence event with multiple casualties) to test the EOP. They also wanted the TTX to adhere to the Homeland Security Exercise and Evaluation Program protocols, also known as being HSEEP-compliant.

Solution:

Hagerty created all of the documentation for the active shooter scenario. The Situation Manual and sequence of events dealt with all aspects of the event including Planning, Emergency Public Safety and Security Response, Citizen Evacuation, Shelter-in-Place, and Economic and Community Recovery. Each subject area included a list of related critical tasks, with much of the focus on alert notification, response and consequence management, and event recovery.

Outcome:

At the TTX, Hagerty led three successful modules with department leaders across the university. Inter-departmental discussions were encouraged and the client successfully validated their HSEEP-compliant EOP.

HSEEP-Compliant Functional Exercise

Situation:

Pennsylvania State University (PSU) desired a HSEEP-compliant functional exercise for the Centre Region Continuity of Governments (COG), a voluntary association including State College Borough and five other townships.

Need:

The COG was established to provide “cost effective and high quality public services” to its nearly 100,000 residents. The region encompasses 150 square miles, and since 1990 there has been a regional emergency management program. However, in October 2008, Subchapter C was added to Pennsylvania Title 35, effective immediately, and it mandated “mutual cooperation among the participating subdivisions in conducting exercises, testing or other training activities.”[¹] Hagerty was hired to help meet this obligation.

Solution:

The Hagerty team, along with a hired subcontractor, Mission Critical Partners, met with representatives from PSU and COG to develop a regional scenario that would necessitate all six townships working together to provide mutual aid and multi-jurisdictional cooperation. Together they developed a functional exercise built around an extreme weather-related event, in this case a tornado. Hagerty drafted and produced all of the materials (Exercise Plan, Master Scenario Events List, Controller/Evaluator Handbook, Exercise Evaluation Guide) and directed the functional exercise.

After the exercise, the team conducted an after action review (also known as a ‘hotwash’) of the event. The main purpose of the review is to identify strengths and weaknesses, as well as specify what could be improved. All of these observations were included in the After Action Report distributed to the Exercise Design Team.

Outcome:

The final report presented to COG and PSU included an Improvement Plan for plans, processes, and procedures. The exercise improved the coordination between and preparation of COG and PSU to deal with a potential emergency, and in doing so improved the public safety of the Centre Region and the university population.

 

 

[¹] http://bit.ly/1Rdfto3; Subchapter C, Section 7331.

Post-Katrina Accounting Support

Situation:

Hagerty was asked by the Department of Public Works (DPW) in New Orleans, Louisiana to implement some post-Katrina accounting support. They needed to fix the DPW QuickBase® financial tracking system and improve internal business processes within the DPW fiscal operation.

Need:

Hagerty needed to use QuickBase to capture dates, payments, and invoice activity with sufficient information to identify the funding sources, projects, purchase orders, and invoice statuses. Without access to this information in a database, any subsequent analysis would be impossible.

Solution:

Hagerty provided both operational and analytical support to DPW.

The operational team reviewed invoices and processed payments, created requisitions for change orders, requested purchase order conversions, troubleshot aged invoices, managed the document control process, and supervised general database maintenance.

The analytical team provided technical, reporting, and analytical support to measure progress, identify bottlenecks, fulfill audit requests, and improve processes. They also processed all FEMA reimbursement requests, managed the DPW Revolver Cash Flow reports and processes, and acted as the fiscal liaison with state, federal, and local agencies as well as other departments and consultants within City Hall.

Outcome:

With the information obtained from QuickBase, Hagerty was able to reduce DPW’s average invoice processing time by 50%. It also created an audit trail by recording the payment vouchers and purchase orders that could easily tie back to the accounting records.

Hagerty’s work helped the City of New Orleans strengthen its ability to analyze, track, and report the status of projects, contracts, invoices, payments, and funding for all DPW and CDBG projects. Ultimately these improvements increased the State Revolving Account, which the City draws upon, from an $11 million deficit to a $10 million surplus.

 

 

9/11 Expedited Public Assistance Closeout

Situation:

Reengineer the FEMA closeout process to allow FEMA to programmatically closeout approximately $5 billion in public assistance grants within six months and obligate an additional $2.4 billion in 9/11 associated costs.

Need:

Hagerty, under its contract with Fluor and IBM, was tasked with this assignment by the Federal Recovery Officer, the federal official appointed by the President to oversee the recovery of New York, as a result of the Consolidated Appropriations Resolution of 2003, Public Law 108-7 that directed FEMA to reimburse the city and state for 9/11 associated costs not previously eligible for reimbursement under the Stafford Act.

Solution:

Hagerty professionals facilitated stakeholder meetings with federal, state, and local officials to develop a compliant yet streamlined process to close out grants within six months. Hagerty obtained buy in from all the stakeholders on this reengineered process, trained employees and contractors (on the process) so they knew how to close out applicants, and established performance metrics and targets. Finally, Hagerty implemented and oversaw the entire closeout.

Outcome:

As a result of the approach developed by Hagerty, the $7.4 billion public assistance program was programmatically closed out by September 11, 2003, two years after the disaster, without any adverse findings by FEMA’s Office of Inspector General.

New Madrid Seismic Zone Catastrophic Planning

Situation:

The Federal Emergency Management Agency (FEMA)’s Response Directorate and Planning Division sought assistance developing plans that prepare for catastrophic incidents throughout the U.S. One was specifically requested for the New Madrid Seismic Zone.

Need:

The agency requested program management, readiness planning, and technical assistance developing joint region-state Operational Plans (OPLANs) based upon a 7.8 magnitude earthquake along the New Madrid Seismic Zone (NMSZ) fault. This fault covers eight states and FEMA Regions IV, V, VI and VII.

Solution:

Hagerty developed an integrated response across the impacted regions and states applying a capabilities-based approach. In addition to regional support, Hagerty helped FEMA develop a standardized planning process. Hagerty initiated the development of numerous project management related products, including a standardized quality review process, project work plan and spend plan templates, recommendations for the resolution of inter-regional planning issues, and an after action report and improvement matrix.

Outcome:

The project resulted in the delivery of four joint region-state operational plans for a New Madrid event.

 

 

 

 

Hurricane Sandy Recovery

Situation

The City of New York faced tremendous losses after Hurricane Sandy. While there are many federal programs to provide assistance, city officials unfamiliar with FEMA and HUD’s conservative reimbursement policies and grant application processes were at a disadvantage to secure the maximum amount of funding for Hurricane Sandy Recovery.

Need

The City of New York (as determined by the Office of Management and Budget, or OMB), its individual agencies, and related organizations needed strategic assistance managing the city’s claims development and administration under federal disaster programs related to Hurricane Sandy.

Solution

Hagerty is providing expert guidance to its clients relating to the FEMA Public Assistance (PA) program, the FEMA 404 Hazard Mitigation Grant Program (HMGP), and the HUD Community Development Block Grant Disaster Recovery (CDBG-DR) program. Hagerty is also providing grant accounting and administrative support on an as needed basis to city agencies and organizations with regard to disaster grants and the city projects and programs they support.

Outcome

Actively managing $12.5 billion of FEMA Public Assistance, HMGP, and HUD CDBG-DR recovery funds for NYC as a result of Hurricane Sandy.