Weekly comments from Dale Martin

Submitted by Dale Martin
City Manager
City of Fernandina Beach
March 4, 2016 1:00 a.m.

I find that one of the most challenging facets of local government is emergency management. The training and preparation, across several different technical professions, requires a keen sense of networking and an intense attention to details. In the aftermath of an emergency or disaster. Local government will be expected to continue to provide key services to residents.

I have experienced disasters from a variety of perspectives. First, I have been directly affected by a disaster. While in Connecticut, a late October blizzard (2011) crippled the northern part of the state, including the town in which I worked. Nearly two feet of snow toppled trees (still bearing leaves), dropping power lines and clogging roads. My part of the state was without power for seven days.

We had limited capacity to operate in such an environment, but we simply made-do with what we had. Our shelter was nothing more than our senior citizens center, which could accommodate only twenty-four overnight visitors. With a lack of trained volunteers, I managed the shelter during the night shift: monitoring access to the facility, helping caregivers attend to medical needs, and cooking meals. At the end of my “shift,” I’d retire to my apartment, crawl under some heavy blankets, relying upon my furry cat to provide some warmth, grab a few hours rest (to call it sleep would have been an exaggeration), then around noon or so, head to Town Hall to attend to government business. Then around 5:00 start the cycle again.

My most lasting memory of that very long week was the local independent grocer handing me the key to his store, telling me to take whatever food and supplies were needed at the shelter, and that we’d square the account later. That generous gesture epitomized to me the whole concept of what small towns and Main Street are all about.

Other disasters that occurred within mere weeks of that blizzard were an earthquake (centered in Virginia) and Hurricane Irene. Although Irene brought high winds and rain to Connecticut, it is interesting to note that one of the most significantly damaged states from Irene was actually Vermont- not necessarily a state known for hurricane threats.

Those other disasters provided my second perspective to disasters- operational management. In those instances, and others to subsequently follow, we coordinated our management activities through an Emergency Operations Center. Minimally staffed, we monitored emergency response actions, communicated with state agencies, conducted damage assessments, and deployed our own resources. It is through the activities of an Emergency Operations Center that a local government will be able to continue to function, albeit perhaps at a very basic level.

A key component of my training for emergency management was through the Michigan State Police. That agency, in conjunction with the Federal Emergency Management Agency (FEMA), offered a series of training opportunities, both classroom and remote, related to emergency management. Upon the completion of the requisite coursework, candidates sat for a formal exam to earn the designation of “Professional Emergency Manager.” Unlike a few other credentials that I ignorantly let slip away, the Professional Emergency Manager exam was perhaps the most difficult test that I have ever taken, so I make sure that I meet the requirements needed to maintain that coveted designation each year.

The third perspective of a disaster is that of a volunteer serving in response to a disaster. Since 2010, I have served as a volunteer member of a national response team through my church, the Presbyterian Church. Many other denominations have similar volunteer organizations (Baptists, Methodists, Catholics, Latter Day Saints, etc.) who work collectively with other non-profit agencies like the Red Cross, the Salvation Army, and the United Way.

The expectations of my service to that organization require an annual commitment of four weeks annually: one week for a national conference, one week for additional training, and two weeks (not necessary consecutive) to support disaster response efforts. The most notable disasters to which I have been asked to provide initial support were the flood in Nashville, Tennessee (2010) and a tornado in Streator, Illinois (2010). In both of those instances, I saw the still-raw damage of a natural disaster and, through my training, was able to provide a wide-range of support for the individual victims and the general community. During my last summer in Connecticut, I was helping to coordinate disaster assistance for many small New England churches that had been extraordinarily effected by heavy and lasting snows from the previous winter.

This week I was invited to share some of my disaster-related experiences with a church group in the Ocala area. It was an enjoyable opportunity to make my first journey to that part of Florida (didn’t see much on the way since my drive followed the City Commission meeting). While speaking to the group, I was rejuvenated by the recognition that the human spirit and desire to help in times of need is not different in Michigan, Connecticut, or Florida. I have immediately discovered that volunteers are an abundant resource in Fernandina Beach, and I hope to make good use of the skill, talents, and experiences of local volunteers. Opportunities abound.

I sincerely hope, though, that it is not during a disaster.