The Watch Office
Florida is a national leader in emergency management—and now, we're bringing the conversation to you. This podcast goes beyond hurricanes and hazard plans to explore the people, innovation, and expertise that make the Florida Division of Emergency Management (FDEM) a model for the nation.
Each episode dives into a key aspect of preparedness, response, and recovery, with guest speakers from across a wide range of professions—showing that emergency management is more than a single job title. Whether you're a student, a job-seeker, or a seasoned professional, you'll gain fresh insights, discover new career paths, and hear stories that shape Florida’s approach to resilience.
Tune in to learn, connect, and be part of the future of emergency management in Florida.
The Watch Office
Ep. 11 - Prepared Before the Storm: Relationships That Build Resilience
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Preparedness happens long before disasters strike—it’s built through valued partnerships, strategic investments, and the commitment to developing capabilities before they’re needed.
On this episode of The Watch Office Podcast, we dive into how collaboration across agencies and organizations is vital to keeping Florida connected, stronger, and more resilient in the face of evolving challenges.
Learn from experts in the field as they discuss the importance of building close relationships to bridge critical gaps. By investing in innovative technology and workforce development, the emergency management profession continues to evolve—strengthening its ability to serve Florida’s residents.
Tune in to hear how the Florida Division of Emergency Management is proactively planning, investing in innovation, and building capacity to create more resilient communities before the next disaster.
Hello, everybody, and welcome to another episode of the Watch Office. My name is Kevin Guthrie. I'm the Executive Director of the Florida Division of Emergency Management. And today we're going to be talking about building strong partnerships in emergency management. We got an all-star cast here on the panel today. We're in our new EOC with a new backdrop. Don't know that this is going to be the permanent backdrop, but certainly cannot wait to see what the future entails for us. But starting our panel today, I want to introduce Tiffany. Tiffany, if you don't mind introducing yourself, we'll just go across the panel today.
SPEAKER_00All right. Well, good morning. My name is Tiffany Gary. I am the logistics program manager here at the division, overseeing our fleet facilities, warehousing, and vendor management. In Gray Sky, I transition to the Deputy State Logistics Section Chief. And to my right, Jordan.
SPEAKER_01Good morning, everyone. My name is Jordan Irving. I serve as the Deputy Director of Contracts here at the Division. And then in Gray Sky, I transition over to supporting the vendor services branch in our logistics section as deputy branch director. And I also serve as the contract and invoicing lead on our Waterley Debris Task Force.
SPEAKER_03And then we're going to transition over to Pam. And Pam is a legend here at the Florida Division of Records Management. And I get I'm not trying to do this to you, but I want to make sure that people know that you've been a staple here for a long time, Pam. And you know, Pam is going to be coming up on her retirement soon. This may very well be her first and last podcast, but at the same time, maybe we'll uh Stephanie, maybe we'll try to get her on uh before she leaves again after uh we get through hurricane season. But Pam, why don't you introduce yourself to everyone?
SPEAKER_02Hello everyone, Pam Hughes. I am the Human Services Program Manager during Blue Skies, and I had the privilege of working with our statewide social service health and human service agencies and our volunteer and organizations, faith-based organizations around the state. And basically, that's a fairly new program. The director created a few years ago, but um we we now focus on human services, and when we aggregate, I become the human services um branch director in the ERC, working with those same partners that we've planned, prepared, and ensured we were ready to meet their basic life-sustaining needs after impact of an emergency or disaster around our state.
SPEAKER_03Yeah, I think one of the things for individuals that are watching us, you know, you notice that Pam said a whole lot about human services, not necessarily a lot about individual assistance. So, you know, Pam's taking care of those emergency human services needs. She works hand in hand with our individual assistance program and recovery and kind of does a handoff, if you will, between that emergency human services and then as it transitioned into individual assistance long-term stuff. You're still there, you're still a part of all of that, but certainly you handle you're kind of like the state emergency response team chief for the front end and then the recovery IA folks take over the back end. So, again, I want to make sure that our our viewers and listeners understand the difference here. So start with our first question. We'll just kind of I'll balance this around a little bit. Um, so what I want to start with is, and Jordan, I think we'll we'll start with you. Uh I know that you probably, I think you've been with us the shortest amount of time, but you've been doing contracting and this type of work for a while, and I think that's another thing for people to take away as they listen to you. But from a from your silo, can you share an example of a partnership that made a real difference between uh I'm sorry, made a real difference during response or recovery operations? It doesn't necessarily have to be here. I think you probably have some things to to pull off here, but maybe in you in one of your previous agencies.
SPEAKER_01Yes, sir. So I have been as a division the shortest amount of time with everyone here on the podcast today, but um I joined at a super exciting time. That's right. I was right in between um Hurricanes Debbie, and then I was here for two weeks, and so we we got hit with Helene and Milton. So I was able to get a lot of hands-on experience right from the jump and to be fully surrounded by a full-level activation on the EOC floor. And I learned so much in that experience. But in my work in the vendor services branch and in the Office of Procurement and Contracts here, I think one thing that I really want to highlight is our private sector partners and how they help us do so many things to reach so many different Floridians, and something that it's just not feasible for the state to do with our own resources. It's not feasible for us to have all of that equipment and resources kind of sitting by if there weren't a disaster. So that's something that we really lean on them to help us so we can plus up our numbers. Um, I think one thing we talk about in the vendor services branch over and over again is that we need to work on scalability. That's the one thing that we focus on. And it's something that our vendor partners really, really help us get the job done with.
SPEAKER_03Yeah, so Pam, same question to you as well. But it again, I know you got a you just got a crap ton of partners that uh you deal with on a on a day-to-day basis. But um, can you limit it down to one or two really, really good partnerships that you want to uh maybe use as a um as an example of what you're looking for in human services?
SPEAKER_02I I think um as a caveat of what Jordan said, our volunteer faith-based organizations that we depend on heavily during um a life cycle of a disaster, and we depend on all those resources that we receive from logistics to um enable them to continue to mobilize and support us. But our volunteer faith-based communities, we depend on um, and I don't want to call one out versus the other, but the multiple of them do multiple aspects of it, but they do everything from eating to sheltering, um, cleanup, debris removal, tarping, and distribution of our bulk and emergency supplies. So I think that our volunteer organizations, we rely heavily on them, but we also depend on our governmental partners. So it's a it's connecting all of these sectors, the private, public, and the nonprofit, that is where we truly become the the powerhouse that we are.
SPEAKER_03Yeah, and I think another one that I would add in there that is starting to become uh a theme in Florida because I there's a there's a very large company that's moving its headquarters to Florida. And I I just found this out last week with uh uh Commerce Secretary Alex Kelly. Is that the philanthropic arm of this big company coming in is disaster space. So we want obviously we want them to know about us, human services, volunteer Florida, the Florida Disaster Foundation, let them know that there's a way for them to get involved and plug in immediately philanthropically into the space. So um, you know, I would I would just in addition to the faith-based and the and the nonprofits, is there's also if you have a philanthropic arm, there's a way for you to invest in.
SPEAKER_02And and like you mentioned, Volunteer Florida, they do handle that fortune for us. So they're working with those um groups locally, and it's exciting to have them bring their headquarters in Florida. It's gonna strengthen us and have more you know direct contact.
SPEAKER_03Yeah. Uh Tiffany, same question. What's an example of a partnership that you you may want to tout here for the last uh that you've been with us coming up on about three years, give or take, if memory serves me correctly?
SPEAKER_00Yes, sir. Um, I would like to, in addition, I'll I can speak a lot on the private sector side, but I do want to call out our partners with mutual aid and EMAC coordination, all of our local municipality um support that we have behind the scenes, um, as well as state-to-state assistance that can come in and backfill and support us when needed on the mutual aid side of the house.
SPEAKER_03Yeah, that mutual aid is, you know, we we actually call it out um going back to Pam's piece of the nonprofits on the FEMA Review Council. We really talk a lot about how do we strengthen and enable more faith-based private sector nonprofits? In your case, uh EMAC was called out, uh, mutual aid um was called out as the lowest price point, most cost-effective uh tool that we have in the toolbox, without a doubt, hard stop. So um, so I'm gonna come back to you with the second question is so what are some of the common challenges that you face um in your in your area? Uh, challenges between agencies, organization, you know, maybe focus on the collaboration of them and how you guys overcome them.
SPEAKER_00I would say common challenges that can occur are if we have a season like last season last year where we did not have um an event that necessarily warranted a full-scale activation, um, people can become very if there's turnover or if new policies and procedures come into play or new technological advances. So just making sure that even when we are not activated throughout the year, there's not an event that you stay on top of those learning objectives, building those relationships, building those capabilities, um, even when you don't feel like it's actually you know needed right now because we're not in an event, but it will be. And if you let it sit for too long, then you lose that case of capability.
SPEAKER_03No, I think that's I think that's very common and very relevant right now where we're at. You know, there has been an update to the uh Papa G or version five now, but you know, response and more so for your your side of the house logistics isn't necessarily studying the Papa G when it comes out. You know, we all say that that that's a recovery thing, we'll let recovery figure it out. But to your point, that that's that off-season, that's that um what are those updates? Because one of the things that we definitely want to try to do here in Florida as we lead the way in this, is being proactive in response. And by being proactive in response, we need to prepare to respond, prepare to recover, prepare to mitigate, and engage those partners uh and collaborate with uh bureaus light recovery to make sure that we're getting the things in place that we need to get in place before the case before the disaster happens. Um, and I think this is probably a good point to talk about. I don't know exactly what uh month this is gonna air, but um you know it's clickbait that we're in a super El Nino cycle and that things are not gonna happen. Um, you know, nothing's gonna happen. It's it it they're all gonna turn out to sea, all that other stuff. Let me remind people in 2018, El Nino cycle, Hurricane Michael. Last year, late in the season, we were in El Nino cycle, Hurricane Belissa, third strongest hurricane on record hit Jamaica. Jamaica is very close to Key West, folks. It's just the other side of Cuba. Had that taken a little bit of a different path, maybe similar to a Hurricane Michael path, we would have been looking at Decat 5 uh potentially here into the state of Florida. So again, El Nino, Super El Nino, strongest El Nino ever. I heard one the other day, you know, in the last 250 years. I don't know how George Washington was tracking all this stuff in the 1770s, but you know, apparently it's the strongest El Nino since uh the 1770s. Um, all of those things put them away, we want people to be prepared for um their one. Coming back to the question now, I'll get off my rant about being prepared, but um Pam, challenges that agencies and organizations face when trying to collaborate. Um, you know, maybe in your vein, in that human services, not nonprofit, faith-based sector, what are what are some challenges and how are you how are you overcoming them?
SPEAKER_02Do um in collaboration?
SPEAKER_03Yeah.
SPEAKER_02Well, we we at the state level, we we have a good um, we've developed relationships where we're honest, we're able to come and honestly share our challenges and know it's a safe place. And so um our collaboration is um pretty open. Um maybe the biggest point of is when we're trying to steer someone into supporting a session, it's not just how you feel, it's got to be a method or a framework or a model that's gonna impact and to make the lives of those in Florida that are impacted by disaster better. So that's what we do durably skies is we're looking after every disaster or every emergency. What do we feel internally we should have done better? Not that we didn't succeed, but we what can we do better next time to get it out there faster and meet the needs of more people? And then we work together on strategies on how to address that.
SPEAKER_03Yeah, what we've got three C's here that everybody uh knows that I'm gonna say right now without me even saying it coordinate, communicate, collaborate, right? So, with that being said, I I think a really good example of this that just happened, I think, uh, as a part of our hurricane exercise. Uh, and again, we won't uh call any particular agency out, but we did have an agency that we, you know, we have a potential issue of, hey, what happens if a hurricane hits Tallahassee and we go to check on our people, but we want to get our people back up and running. But what just happened out of that natural communication, we just communicated what the potential need was, and one of our faith-based organizations raised their hand and said, Hey, look, I'll solve that problem for you. So now let's coordinate, collaborate to get that done. So, you know, how do we get them addresses ahead of schedule so that they can go out and check on our employees, make sure our employees are okay, get them back up and running so that those employees can get back to work and start helping the other 23 and a half million Floridians that are here. So that is that I think in my my mind, and that that literally just happened what, four or five weeks ago in our hurricane exercise. We had a potential problem. We communicated what our problem was very transparently to what you just said, and then we had somebody raise their hand and say, Hey, look, I can help you solve that. Here's some some things that will make me better at it. If I can get addresses in advance, information in advance, we can certainly uh solve that problem for you. So that's a again, be honest, open, communicate what your needs are. I think that's another problem that we've had is certainly, you know, uh on this stage, you and I have been probably doing this a little bit longer than than probably most people listening to us right now that we care to admit. But I think uh, and I just want to drill into it just a little bit more you know, is there another example of what's rooted in that open honest communication where where you're or maybe you've communicated something to one of the partners that really changed the way we did?
SPEAKER_02I think that we had a meeting earlier this week um between private, public, and nonprofit coordination with one of our um major um recover retail companies, uh, and we're piloting a project with them that I won't get into now. But what we realized then is something they said, allow me to answer your question now, is that I think we need to be more open. Like we as government can sometimes say, okay, this is our job, you know, this is your yours, this is your little niche, this is your niche. No, exactly. Instead of giving the whole story and letting all of our partners say, Well, I can take that off your plate, or I can take that off your plate, because that's that's I think so. I think we all can do that and and and share that whole story, which um, you know, because when the situation you're talking about before that, I had not considered a nonprofit participation in that. I felt like that was a government thing to fix, right? So um, so as you said that made me start thinking, you we need to share the whole story. We don't need to pick the story to tell. We need to share the whole story of what our challenges are. And then together, as a cohesive team that we have pulled together to fix problems, let's come bring our resources and ideas to fix it.
SPEAKER_03Yeah, so same questions come to you, Jordan. However, you know, I want to I don't want to leave this piece that Pam is talking about because a lot of our a lot of our listeners are are probably more so in government sector. That's probably more than 50% are in the government sector. And and to Pam's point, there is we inerrantly do not want to say we've got a weak spot. Um, we don't want to admit that we're not maybe the best that we could be at what we're doing. Um, and that transparency at times can actually rob another organization from filling in the gap and making us whole, like in the in our case. You know, we we we we have a little bit of an Achilles heel, you know, we can't do what we need to do, going back to the scenario. We can't do what we need to do effectively. We don't have all of our people here. But if they've been the design, if they are a disaster survivor too, then they can't come to work, they can't do the things we need to do to help the other individuals. So we we just openly communicated, this is you know, this is what we need help with, and and again, somebody volunteered for that. So I I think the takeaway for government here listening to this is find, you know, be be willing to share, be willing to share what those needs are, and then let your private sector partners, let your public, all right, even your public, to the point of uh uh of uh Tiffany talking about mutual aid and EMAC, um, andor the nonprofits, the faith-based organization, private sector, be able to come in and help you out with that. So, Jordan, to uh tying that off and coming back to you, challenges, um common challenges agencies or others face uh when trying to collaborate, and and and uh how do you overcome them?
SPEAKER_01Yeah, so I think from my procurement and contracts background, something that's kind of been instilled in me from the beginning, and a word that we focus on a lot in that realm of things is transparency. It's coming to the table, being honest, telling people how we made decisions, how we got there, making sure there's understanding from the public side and the private sector of how we are reaching our goals and you know, the different companies that we're using in the private partnerships to get there. That's something that we really stress. That's something that is kind of like a core tenant of what we do. And that's something that I was able to apply over in the logistics section. We really spend a lot of time after disasters talking about what went right, what went wrong, what we can fix going forward, and we're kind of creating a safe haven for everyone to speak their mind and to truly identify strengths and weaknesses. And I think that's something that our team has really focused on with our climate partners of we're not gonna pretend that everything was some kind of roses if it wasn't. We're really gonna talk about the hard conversations. We're gonna make sure that we're ready for next time. And we all have done a really great job of kind of leaving our feelings at the door. And one thing that we consistently remind each other is one team, one fight. You know, leave your logos at the door is something I've heard you say to them many times, and it's something that we've repeated. That we've gotten to a place with all of our private partners that they have all done a wonderful job of following that, and they all are truly kind of buying in that we are here to serve the people of Florida.
SPEAKER_03Yeah. Uh something I I added that, and it goes to what you're talking about, is I I've changed that uh that that tagline, which I I'm gonna say right now, I I stole that from Craig Fugate, and I was talking with Craig probably about six, seven, eight weeks ago, and he said that um he he stole it from somebody in the in the uh on the state emergency response team back in his day, but you know, check your logos and egos at the door. Yes. Right? Do both of those things. So all right, Pam, I'm gonna come to you with this last question. Um, and you know, two two seasoned individuals like my you and myself, or I'm you and yeah, you and myself. Um looking ahead, you know, one of the things I I you know, a handful of us on the executive staff are talking about is we're we're coming off the hills of the review council report. We're coming off um the fact that there's a lot of federal legislation um at the federal level. There's some state legislation being talked about, um agency packages, all of the things. But I think there's this potential uncertainty about what emergency management is gonna look like in the next year to three years, three to five years. I certainly just from a technology standpoint, and we don't necessarily have to talk about tech, but I definitely think emergency management is gonna look a lot different in in three to five years than it does today. So, with that being had being said and bringing it back to the conversation, looking ahead, what kinds of partnerships do you think from a human services standpoint, maybe a little bit of individual assistance light, um will be most critical for strengthening preparedness and resilience in Florida's future?
SPEAKER_02Well, I think that um we have to embrace technology more and figuring out to um bring all the we have a lot of information in this room that we gather, a lot of different individuals are gathering for their specific agency or organization. We we need sort of an intercession to connect all of that so that we can bring all that information together and then know how to you know interpret it and get it out in a timely manner. To be able to use it for planning purposes to be stronger. So one thing that I think we have to embrace more is technology. And I think the framework is there for the others and continue doing what we do now. In every disaster, we look at, okay, who's at our table, who's part of our group, who plans with us, and then look at okay, who are we missing? Who do we need to invite? Every year we we invite other partners to join us. So it's um is it it continues to grow. We think we may have everyone, and then you have that one situation where you realize, nope, I need someone with that subject matter experience that they can bring to this planning table to help us better serve the um visitors and residents.
SPEAKER_03You pointing something out there is you know, and I think it's very, very important for um anybody that's listening to us and having this conversation is who do I not have at the table that I need to have at the table looking strategically three years out, you know, for example, and I I just use this by way of example and Jordan, I'll come to you next, but um I was having a coffee this morning with with an individual who's talking about what where do I see this organ or not the organization, but the industry going in three, five, ten years, and who are some people that we need to probably bring to the table. And you know, traditionally, you know, big big companies like Apple, Google, Palantir, they're not necessarily at the table, but is there a spot for them? You know, we we we generically, you know, in our world of of especially even vendor management, contract management, we think of our normal partners, but is there somebody that is in in this development world that we should be having there? And that's not necessarily the question, I think that's more rhetorical, but you know, those those are the type of conversations we we certainly should be asking ourselves is who do I think should be at the table and is not actually here yet? And then how do we engage them?
SPEAKER_02So before if you don't mind, I'd like to add one more point here is who is at your table that you need to expand their focus area. Like we have our board of governors, we have our colleges, but are we really utilizing all of the workforce that we could combine that higher education and what we do in the field, such as using the social services programs to do casework at the local level or using um so I think there's still people you have at the table. I think there's a chance to broaden that approach and then identify who else you need to bring to the table and and to um to help you figure that out. I'm sorry.
SPEAKER_03No, no, no, you're you're fine. And I I kind of chuckled at the front part of that. And for those people that are watching us on the video portion on Rumble versus those that are listening to us, where you get your podcast at and you hear that chuckle, and even for those that were on video, they saw me look in a direction, which is our um communications director, Stephanie Hartman, who's just off camera. Um, we're working on an announcement right now in that vein for education and and and some things like that. And uh, our our goal is that in about two weeks from today, we'll have an announcement. Maybe three weeks from today, we're gonna have a really, really big announcement about uh related to the question about the potential future in that space. So that that for everybody that's listening, that was a chuckle, that was a look off camera, and and so on. So I forget we've got to explain these things like what it's coming up to. Um so anyway, so Jordan, uh vendor services, contract management, what kinds of partnerships do you think from your uh silo will be most critical for strengthening preparedness and resilience in Florida future?
SPEAKER_01Yeah, absolutely. Kind of going off of what Ms. Han mentioned, tech is a huge one. That's something that we've had a huge buy-in here at the division of how we can use tech to make things happen faster, make things happen more efficiently. And I that's something that we've challenged our vendors to do on their on their own, on their side of the house. We're always asking for data, we're always asking for reporting. We want to know what you got when it's available, how fast you can get it in our hands or get it into the hands of people that need it. And so all of our private partners, if they can invest in themselves and invest in tech that has been transferable to us, that will just make us even even faster, and we can get things into people's hands that truly mean it post-disaster. Um, but I also want to talk about the other side of things that you mentioned too, is letting people invest in their people as well, not just the tech, but investing in people and using people as a resource. That's something that we've also really focused on internally, but I we want to use this opportunity to echo that that's something that the training and exercise portion, especially in seasons where we don't have a major disaster or a you know weather-related event, that's something that's just as important.
SPEAKER_03Yeah, and and we're experiencing this right now in this building. We have a state-of-the-art building, and and we came from, for lack of a better term, an archaic building, an archaic technology. And and we already see that. We we've got to train our workforce to, you know, we build a technology center that's way up here. And we're we're here, and we've got to bridge that gap between educating and training our workforce. So, very, very good point, uh, Jordan, on the fact that we not we go and invest in technology all day long, but if our people don't know how to effectively use the tech, then have we really gained any efficiencies? And I and I had a presentation from somebody just yesterday about we've become very effective in emergency management, especially in Florida. Don't know that we've come very efficient, but we've got to bridge that gap between effectiveness and efficiency without a doubt. Tiffany, same thing. What what are we what are we doing? What kind of partnerships are you think are going to be most critical in strengthening emergency management for Florida's future?
SPEAKER_00So tying in the private sector partnership, but the collaboration with our government agencies and not just emergency management, opening those doors for the private partners to collaborate with agencies outside of emergency management, with transportation, with health, education, agriculture, and so opening those doors for them to also build those partnerships with them and tying it to the emergency management piece. Um, and a big way to do that is during the off-season and discussing capabilities and how can we build that up for when we are in an activation, um, pre-procuring contracts, identifying the needs ahead of time. Um, so you build the contract or you build just capabilities in general outside of you know when you need it. So that way when you do, it's ready right then and there, and you've already built that relationship. You're familiar with each other, you're familiar with how you need it, how it needs to be done. Um, and so strengthening that during the off-season to go into the on-season is a huge for me in the future, just building that capability.
SPEAKER_03Yeah, re-building the relationship or strengthening the relationship, building the capability and capacity, wanting to know where this where the industry is going. And again, just today I met with the um one of the, I think it's the chairman of the board of one of our colleges, uh, or I'm sorry, one of our universities, um, on what are the things that the university should be doing and challenging themselves for the next three to five years? What is that strategy? So, again, to your point, working with government sector, Pam talked about uh engaging more of our colleges and universities on things. Where do we need to be at three or five years? So this is a very, very relevant conversation right now. Again, I I as we start to wind down, I would I challenge our listeners, no matter what path you are, if you're listening to this podcast, you are um, even if you're a private homeowner, you're a stakeholder in emergency management, and I think you've really got to get to a point where what is emergency management today, what is emergency management going to look in the future? Today we were really talking about trying to build those partnerships of where we're going. One of the focuses that we're gonna be looking at here in the next year or so is what is the future of emergency management? Because this is a very, very relevant time in that again, you've got federal legislation, you've got FEMA review council report, you've got uh state legislation, you've got cities and counties trying to figure out what it is that you know we want states and locals to do more, what does that really mean? So we are at a pivotal point in emergency management, but the point of this episode today is what are the partnerships that you can identify today, no matter if you're a homeowner, city-county emergency manager, special district emergency manager, you're on the private sector side of things, the faith-based, the nonprofit side of things, you're a state emergency management. What are the things that you can do? And and I I'll even throw out there because I and I am remiss at this sometimes, even our two tribes. What does that look like for uh the seminal Mikasuki Charlie of Florida? What is it that we could do today to start building better partnerships for the future? Um certainly want to do that. That and that was a focus today, just to kind of give you some ideas from a faith-based mass care, from a vendor management, from a local government, state government, emergency management assistance contact uh perspective. Uh, we're looking at it at the state of Florida. We want all of you all to be looking at it. So, with that, I'll I will wrap this episode up. I want to thank you, ladies, for being here and talking about uh building partnerships. Thank you for joining us on this episode of the Watch Office. Be sure to like and subscribe and catch us wherever you get your podcast. And if you want to watch this, uh the video version of this, make sure you download Rumble and follow us on that application as well. Again, thank you so much, and we'll look forward to seeing you on the next episode of The Watch Office.