William Sanderson

Expertise in Emergency Management and Strategic Management

William Sanderson, Jr. MBA PMP COR 7716 630-***-**** Page 1 Technical Skills

Management of Large Scale – Multi-Organizational Operations and Complex Organizations

· Technical Task Force Management· Operations Management

· Planning Section Chief (major disaster and catastrophic) · Agile Process Design

· Change Management · Recovery Planning / Management· Crisis and Disaster Planning

· Project / Staff Management (PMP) · Long-Term Recovery Management

· Risk and Vulnerability Analysis · Contracting Officers Technical Representative (COTR)

· Strategy for Public Agencies and NGOs · Implementation Planning/Staffing

· Financial and Strategic Analysis · Value Chain/Risk Chain Design

· Project Finance and Cash Flow Modeling · Management of Multi-Organizational Projects

· Top Secret Security Clearance · Organization/Process Design and Facilitation. Emergency Management Summary

I staffed or directed response, recovery and mitigation activities for many years. My background includes management large staffs on disaster operations and hazard mitigation, response and recovery planning projects and implementation; leading the development and implementation of plans, procedures, and policies to ensure operational readiness of an organization for potential significant and catastrophic disaster recovery scenarios. I have experience managing, coordinating, and directing disaster response planning program activities, and providing oversight to staff in the evaluation and analysis of disaster planning projects, studies, “data to information” processes and technical analysis.

I have conducted operational analysis of complex emergency management incidents. I have been responsible for recommending courses of action at strategic and operational levels, as well as, developing work plans that capture the actionable work items and providing expert technical disaster assistance and recovery guidance to senior management and other stakeholders. As a FEMA Section Chief (level 4), I have done this with knowledge of and application of the laws, policies, rules, regulations, or directives governing emergency management planning and response operations such as National Response Framework (NRF) and the Robert T. Stafford Act, during the most complex and largest operations.

On disaster operations, I have supervised sections, task forces, divisions and strike teams. For example, as a Section Chief (GS 14) for the Gulf Coast Recovery Organization (FEMA Headquarters) in the Mississippi Theater, I managed and supervised more than 40 technical and professional personnel. The organization included the Long Term Recovery Branch, Management Information Unit (automated business practice and processes) Geographical Information Unit, Risk Analysis, Situation Unit, Resources Unit, Training Unit, Strategic Planning Unit, Operational Planning Unit, Documentation Unit, Technical Analysis Branch, Operational and Strategic Planning Branch. Long Term Recovery became part of Planning, so I could supervise it directly. While serving as Planning Chief, I also served as consultant to the Operations Section for the Mississippi Recovery. Along with the Governor’s Office and Mississippi Emergency Management, I was responsible for strategic recovery planning and project implementation; managing and facilitating whole community disaster recovery and redevelopment support and coordination and collaboration between the Federal interagency and State, Tribal and local governments, the private sector and voluntary, faith-based and community organizations in large and complex disasters.

I have developed, implemented and managed break through processes and new concepts for the delivery of Long-Term Recovery (ESF 14) using Strike Teams to deliver “strategic recovery projects”. The activities include: development and implementation of strategic recovery projects, development and implementation of management information systems (drafted guidance and implemented the unit 2005-2009); development of agile processes

(rules for field development and enterprise approval). Additionally, implemented automated mapping systems (geographical information systems); resource management (course development and automated systems for resources units on operations); operations and strategic planning (linked the processes from strategic through tactical, operational and project).I have responded William Sanderson

Expertise in Emergency Management and Strategic Management William Sanderson, Jr. MBA PMP COR 7716 630-***-**** Page 2 on more than 200 multi-organizational operations for State, Local, Federal agencies, as well as private firms. I was commended for operational problem solving abilities during the Valdez operation, Katrina, and Tropical Storm Alberto. As a research center coordinator, my job was the development and evaluation of new concepts for improvement in the delivery of an emergency management response mission. As a Planning Section Chief, I was responsible for the development and implementation of new concepts for the improvement in the delivery of disaster operations. For instance, I was responsible for “data to information” processes and for developing business practice. This enterprise was primarily engaged in FEMA Regional planning activities, operational implementation and integration of FEMA Headquarter projects. I have developed and supervised virtual EOCs, operations support teams, GIS and databases for disaster analyses. I have drafted mitigation and operations plans and developed risk models. On operations, I have supervised sections, task forces, divisions and strike teams. I have titles in all programs and I have served as both a strategic and long-term recovery planner. I was chosen as a field Manager for ESF 14, a Sr. Mitigation Planner and have an extremely strong background in response and recovery operations, operations planning and disaster and risk analysis. As a cross-trained strategist and emergency manager, I specialized in implementation; meaning operations structure, process and change of complex organizations. I am considered an expert in this area. Additionally, I instructed emergency management courses across the country and for major Universities. Major Disaster Operations include: Mt. St. Helens (1980) California 200-year floods (1984) Yellowstone Wildfires

(1988) Exxon Valdez (1989-1990) North Alaskan (Koyukuk) Floods (1994) Tropical Storm Alberto (1994) Eastern Washington Wildfires (1994) Gulf Coast Hurricane Operations (1998-2002) Florida Hurricanes (2004) Rita, Ophelia, Wilma (2005) Katrina (2005 - 2008) Gustav and Ike (2008) Ice Storms (2009) American Samoa Tsunami

(2009), North Dakota Floods (2010), Joplin Tornado (2011), Hurricane Irene (2011), Hurricane Sandy (2012- 2013), Matthew (2016-2017), Super Typhoon Yutu (201*-****-**** Encore Consulting LLC

• Providing expertise in disaster management, integrated processes and supporting data tools, operations, planning and logistics (practice, programs and process).

• Providing expertise in Technical Planning (MIS, GIS, SIT, RES and Risk Analysis and Modeling).

• Providing expertise in Response Programs (Housing and Evacuation, Shelter, Resource Acquisition).

• Providing Expertise in Recovery Programs (Individual Assistance/Housing, Public Assistance, Mitigation)

• Providing Expertise in the FEMALab/NESC findings (lost capabilities) blocked by Tali Wenger and owed to the FEMA Sr. Management, Congress and the American taxpayer.

• Providing Management of an agile disaster response cadre through alliance with Emergency and Disaster Preparedness Solutions, LLC

Support to:

All Hands Consulting

National Integration Center – Disaster Housing SME Dewberry Engineering – Disaster modeling, housing and strategic management FEMA Region IX – IA, infrastructure and housing recovery Green Street Communications --

California Governor’s Office of Emergency Services – Post Wildfire Risk Assessent H2O Consulting

Emergency and Preparedness Solutions LLC -- Disaster Logistics J&M Global Solutions

Health and Human Services

William Sanderson

Expertise in Emergency Management and Strategic Management William Sanderson, Jr. MBA PMP COR 7716 630-***-**** Page 3 2013—2017 Office of Response & Recovery, FEMALab Director / Program Analyst, FEMA Supervisor: Steve Saunders and Robert Sullivan

I served as FEMALab Director for R&R / FOD until January 4, 2017. I managed R&D projects (disaster operations). After drafting the FEMALab Implementation Plan (2/2015), I managed a team of project managers

(Project Management Group) to initiate FEMALab projects. The team worked on projects in “disaster (field) planning”, risk analysis and modeling, post-wildfire risk analysis, “disaster data to information processes”. I lead operational and technical analysis projects. FEMALab conducts OA with each project and I served as the project manager for the development of the operations databases Op DB II. My responsibilities extend to the area of operational risk analysis.

Immediately after joining the Office of Readiness & Assessment (ORA) in January 2013, I had the opportunity to serve on F-RAP teams, evaluating regional readiness. I worked to develop tools and procedures that facilitate a largely virtual F-RAP process. My work group assignment included Scientific Support Working Group; Geospatial Working Group; Modeling Data Working Group, FEMA Continuity Work Group (ERG member) 2010—2012 Response Planning Staff, FEMA

Supervisor: Brian Applebee

As a response planner and program analyst at FEMA Headquarters, I produced the procedures for Future Planning and coordinating with senior disaster response and recovery experts from multiple federal departments and agencies to advance national level disaster response and recovery policies and goals. This work included work group assignments: Modeling Data Work Group, Cross Segment Architecture Committee

(representing response), ORR Readiness Six Sigma Work Group (representing response), the Mission Assignment Work Group (representing Planning) and OCIO Cross Segment Architecture. I served as reviewer for the development of doctrine documents including the National Disaster Recovery Framework, and as, SME for the consultants working on the Presidential Policy Directive 8. As a member of the National Planning Staff, I am developing the processes for Future Planning in three phases designed to push deliberate plans rapidly into implementation. I developed processes to integrate recovery planning and planners during initial activation activities. I participated with long-term recovery planning to incorporate targeted projects and recovery strike teams as developed for Katrina. Additionally, I lead a team to build the tools that will support the Future Planning functions and implementation, including the update of the Operational Databases. Additionally, I have been attached to ORR Readiness to develop and consult regarding tools and processes. Projects include: the redevelopment of HAZUS for Operations Course, development of a project tracker; development of operational databases, I developed white papers: in resource management and disaster staffing; targeted projects for Long Term Recovery. From October 2010 until March 2011, I was core staff for the Whole Community program serving as planner for Critical Transportation and Search & Rescue work groups. I continue to serve in the capacity of a subject matter expert in search & rescue, tactical planning and “data to information” processes. I worked with the logistics team to enhance the capabilities of the Movement Coordination Center. For most of March to September 2011, I was deployed to Region II and VII. I completed the New Madrid Seismic Zone Plan and served as the R7 RRCC Planning Section Chief for NLE 11, Mississippi floods and the Joplin tornado. After serving in the NRCC, I deployed to New Jersey for Hurricane Irene. I worked with the Planning and Operations Sections, teaching Region II and IX personnel operational planning (IAP and AOP) strategic planning and resource unit implementation. I developed the strategic recovery plan and the readiness evaluation for JFO New Jersey and drafted the White Paper for the FCO and ORR. William Sanderson

Expertise in Emergency Management and Strategic Management William Sanderson, Jr. MBA PMP COR 7716 630-***-**** Page 4 2008—2010 Response & Recovery Staff, FEMA

Supervisor: Derek Estes / Denis McKeown / Kim Kadesch 202-***-**** In 2010, I spent 10 months as the Planning Section Chief and/or Command Staff in North Dakota and Montana / Wyoming. I was responsible for the 2010 flood response planning developed by the IMAT-An in North Dakota. I served as both Planning Section Chief and as Special Project Coordinator in Montana; coordinating virtual functions and expediting program implementation and demobilization at the Rocky Boys Reservation. I developed strategies, tactics, and managing operations for all levels of the incident and was responsible for training new operations section personnel. I served on the FEMA Risk Lexicon Work Group, during this time. In September 2009, I was deployed from Headquarters to American Samoa 1859. I ran the resources, strategic planning and management information units. I developed program and deliberate planning products for catastrophic power failure, planning/operations process in long-term recovery and catastrophic housing solutions, mental health treatment, support to children, demobilization and debris; developed PW tracking database, and operational plans.

In July 2009, I was assigned to DOD in Headquarters, where I developed project, strategic, operational and catastrophic processes. I developed resource management strategies for disaster operations and papers for the use of Area Command and MACCs. Further, I developed analysis of Risk from Space Weather and served in planning, at the NRCC.

From February through July 2009, I have served in the Operations Section (as the EOC liaison) to Kentucky 1818 and as Planning Section Chief for Oklahoma 1820, 1823 and Kentucky 1841. I served as the IMAT A Section Chief for three operations and was responsible for drafting the strategic, advanced operations, and incident action plans and for developing the information processes that tie them together. During Hurricane Ike, I served on the command staff as a Special Assistant for Housing Operations, and as a Deputy in Operations for the same, at the JFO in Austin. As an Operations Section, I developed SOPs for the Recovery Analysis Unit, and worked on pilot products including the strategic recovery plan. I supported planning and implementation for ESF 14 (Long Term Recovery) and Mitigation. As Operations Specialist for Housing, I mapped the direct housing information processes, and oversaw the development of the tracking database. I served as a Deputy Section Chief, during Gustav, in the State of Alabama. Name requested by the State, I served on the IMAT A and in the EOC. At the State request, I instructed the State planning staff, operational planning processes. From May 2008 until Hurricane Gustav, I developed the Risk Analysis Unit in Region 4, drafting the SOPs, developing risk analysis products and served as the operational lead during the RRCC operation.

2004—2008 Response & Recovery Staff, FEMA

Supervisor: Nick Russo / Jeff Byard

I served as Planning Section Chief on 1604 – MS (GS 14) for 33 months. The organization was FEMA headquarters based program through the Gulf Coast Recovery Organization in support of regional planning activities, Mississippi theater planning and National planning activities. I managed, coordinated and directed disaster response planning program activities and provided oversight the staff in the evaluation and analysis of disaster planning projects and studies. Serving as a principal advisor to the FCO, and serving as Planning Section Chief (40 plus staff). I implemented major recovery operations and had a Long Term Recovery staff of 12 people; served as special advisor to the Operations Section (training) additionally, I supervised the training unit. The Planning Section was comprehensive in supporting all programs in the unified operation, and directly managing implementation of some operations functions (Long-Term Recovery and Technical Assistance).

“The Planning Section is consistent, deliberate and professional.” Governor’s Office Response and Recovery, 2008. William Sanderson

Expertise in Emergency Management and Strategic Management William Sanderson, Jr. MBA PMP COR 7716 630-***-**** Page 5 As a GS 14 Planning Chief, it was my job to determine the appropriate methods of best accomplishing disaster recovery goals and objectives. Serving as the focal point through which program and project actions receive effective central coordination and decision, and establishing project and planning priorities, determines which project priorities based on operational priorities. Representing the Federal Coordinating Officer, I developed, implemented and managed a program to coordinate and guide disaster recovery support activities and promote partnerships between the federal government, tribal, local, private organizations and NGOs; whole community. I promoting development and maintenance of partnerships between the Federal government and the whole community stakeholders, I provided assistance to Federal departments and agencies, state, NGOs and local governments for the development of disaster recovery organizations. This included both pre and post disaster capabilities and processes. My Long-Term Recovery Branch took the lead for facilitating inclusiveness in recovery activities to ensure resources were used efficiently and that strategic recovery projects were possible. This branch was supported directly by other elements of the Planning Section, including GIS, and MIS (for analysis) and the strategic planning unit (planning support). I supervised a staff of both Federal and State employees from MEMA and the Governor’s Office, supplemented with subject matter experts (recovery programs and consultants) as needed. I managed external communicate through my Long- Term Recovery Branch and with External Affairs.

On the MS 1604 operation, I implemented completely new business processes to support operations and designed to match catastrophic conditions. These included: designed processes for and implemented the resources unit; designed processes for and implemented the management information unit; designed processes for and implemented strategic recovery project practices for Long Term Recovery Strike Teams; designed processes for and implemented the agile development (with Headquarters Enterprise); designed and implemented “data to information” processes (automating situation awareness, IAP, Sit Rep, resource tracking, operational maps, strategic and operational planning through the operations Section, resources unit, situation unit, documentation unit, strategic and operations planning unit, MIS and GIS units. This effort leveraged personnel and made the operation far more efficient. Single point entry and data source with automated validation created a large impact on the operation. This development was a joint effort with Region 4 and Headquarters. My staff and I received awards from Region 4 for the development of these systems. We created a SQL version of a portion of the system, and we designed and tested the HTML and SharePoint versions of the dashboard in 2005 -- 2008. The Planning Section also monitors disaster recovery operations, tracks and measures progress; identifies critical areas of concern; facilitates solutions to address resource needs, deconflict overlaps and potential delays. As the Planning Chief, I managed these activities. My level 4 rating reflects my ability to develop, and implement process, as well as, evaluate new concepts for improvement. This ability is required during a major disaster or catastrophic events like Katrina, and it is a major tenet of managing an agile recovery organization. During Katrina, my Section developed enterprise information tools, supporting processes and automating: IAPs / strategic and project plans; SitReps, 215 process and resource tracking; ARFs and Mission Assignments; SWEAT; tracking of ESF data (ESF6, ESF 12, Housing/trailers, debris). The MIS Unit developed and tested call center software; use of data tablets; COP Dashboards (three formats), automated mapping on three platforms; use of oracle spatial capabilities. Further, we worked with Region and Headquarters to create Oracle and SQL versions, develop program reports, field-tested EMMIE (providing validation process), viable communications processes. These systems were joint R4 director and Gulf Coast Recovery Office initiatives. I provided direction and oversight of activities and program management supporting these regional planning efforts. I was responsible for plans and the risk, strategic and organizational analysis program that encompasses extremely large, complex, and diverse projects designed for catastrophic response and recovery. This included the strategic plans, advanced operations plans, incident action plans, change management plans, housing transition plans, program level project plans, debris removal plans, COOP and relocation plans, and hurricane evacuation plans, long-term recovery plans (five Counties) and disaster communications plans. I was responsible for conducting operational analysis of the Katrina operations and recommending courses of action, and developing work plans that capture actionable work items, to the FCO, command staff, Operations, William Sanderson

Expertise in Emergency Management and Strategic Management William Sanderson, Jr. MBA PMP COR 7716 630-***-**** Page 6 Logistics and the programs. I did this using knowledge of and skill in applying the laws, policies, rules, regulations, or directives governing emergency management planning and response operations such as National Response Framework (NRF) and the Robert T. Stafford Act. For instance, in developing and implementing, the Technical Analysis Branch (MIS, GIS, Analysis and Situation Unit) and the Long Term Recovery Unit operational value were achieved by leveraging analytical and statistical methods. This competency for planning and implementing of operations, was also used and to evaluate the effectiveness of projects, programs, processes, policies, organization; strategic feedback. Methods included hyper-spectral analysis of debris, depth grid analysis for damage projections, clean sweep analysis to support clean sweep, evacuation modeling for the Mississippi hurricane study area, land use change modeling (pixel change) and regional and economic modeling. These analyses integrated directly into the ESF 14 / long-term recovery program that I supervised. These same practices were used to support the entire operation. I was responsible for briefing weekly to FCOs, FEMA Sr. Management (including Administrator Paulison) the Governor’s staff and the Director of Emergency Management. I was responsible for the contents in all formats, and presented the material. Additionally, I responsible for the professional development program supporting personnel assigned to Planning. I established guidelines and performance expectations for staff members, as identified by Headquarters. I was responsible for the evaluations, training and development plans and budgeting. The Planning Section with the Training Unit developed many courses including: Resources Unit, Management Information Systems (MIS) and HAZUS for Operations. I taught the MIS Course to the ERT-N teams. The HAZUS for Operations course become an EMI course.

Prior to posting in Mississippi, I was the Planning Chief at Region IV. In addition to running “data to information” Processes in the RRCC for 2005 hurricane season, I was responsible for regional planning programs. I was responsible for the redesign and implementation of information / data flow, analysis and reporting in the Region IV RRCC. This included the development of procedures for the planning, situation and resources units; processes for the incident action plans and situation reports; databases for reporting and mapping. During the Katrina / Rita operations, my staff combined the IAP and conops matrix processes, canned 14 mapping processes, implemented electronic reporting and tracking processes. Collectively, these operational information tools are known as the dashboard system. In 2004, I served in Florida, in both Mitigation and Planning. 2003 Projects Coordinator, Institute for Hazard Reduction, University of Washington Supervisor: Robert Schneider

I coordinated operational planning and hazard mitigation projects. Team developed hazard mitigation plans and Operations plans for several jurisdictions in Washington State. I developed and tailored mitigation planning processes for communities in Washington State. I served on the King County Regional Mitigation Committee and the Cascade Regional Earthquake Workgroup. I assisted Washington State University in starting its web-based program graduate degree program in emergency management. I developed a wild fire urban interface model

(GIS) for King County using the “red zone” methodology, drafted risk analysis on King County water system and a risk chain methodology for the Boeing plant at Everett. William Sanderson

Expertise in Emergency Management and Strategic Management William Sanderson, Jr. MBA PMP COR 7716 630-***-**** Page 7 1998 – 2003 Projects Coordinator, Hazard Reduction & Recovery Center, Texas A&M University Supervisor: Mike Peacock

I managed a staff of 24 performing response and recovery operations and mitigation planning; strategic and risk Analysis; disaster and emergency management research; strategic planning and information technology projects. I coordinated and served as a PI for the two major divisions in the center (Hazard Analysis Lab and the Disaster Research Lab). We produced hazard mitigation plans, hazard analysis, hurricane atlases, evacuation models, recovery plans, preparedness products, web-based and stand-alone applications (GIS and database applications) including ESTED and DERC. The predecessor programs to HAZUS Hurricane application and Hurevac. Additionally, my teams conducted primary research (disaster response, recovery, mitigation, hazards, vulnerability and risk). I managed real time operations support in the State EOCs and remotely from Texas A&M. We developed a virtual EOC network for Texas with supporting servers and software, and provided real time disaster analysis and evacuation modeling, triggered by a storm in the Gulf. My duties include serving on the Governor’s Texas Coastal Advisory Team (TCAT) and coordinating the Disaster Operations Support Team (DOST) for hurricane operations. Served as a faculty member teaching management and emergency management courses. Clients include: States of Alaska and Texas, NASA (JSC), National Science Foundation. 1994-1997 Federal Emergency Management Agency (FEMA). Washington, D.C. Supervisor: Dick Buck

• Response to North Alaskan flooding above Arctic Circle

• Damage assessment team; drafted disaster relief recommendations for White House

• Strategic planning for mitigation division, long-term recovery

• Response to Tropical Storm Alberto in Georgia

• Strategic planning for Federal Coordinating Officer and long-term recovery

• Sitstat/Restat (staffed and provided training)

• Liaison to Georgia Emergency Management Agency

• GIS and data base coordination team

• Developed damage assessment model (used for congressional reporting) 1993-1994 Mason County, Shelton, Washington

Supervisor: Commissioners

• Acting Director

• Coordinated 18 operations (search & rescue, wildfire, floods)

• Development of in-field and operations center training programs

• Coordinated County general and haz-mat exercises

• Staffed the regional fire center during major complex fires. 1989-1990 Exxon, Anchorage, Alaska

Supervisor: Mike Olsen

• Coordination Task Forces Two and Four on Exxon Valdez Oil Spill

• Demobilization Team

• Commended for operational and logistical modeling and problem solving capabilities 1988 Wajax Fire, Tukwilla, Washington

William Sanderson

Expertise in Emergency Management and Strategic Management William Sanderson, Jr. MBA PMP COR 7716 630-***-**** Page 8 Supervisor: Ray Carr

• Facilitated logistics and purchasing in support of Government Wild fire operations.

• Triaged new equipment and emergency repair orders.

• Developed enterprise database for the firm

1987-1988 ERI, Olympia, Washington

Supervisor: Rick LaValla

• Coordinated and instructed emergency management courses: MEO, MSO, CAMEO, EIS

• Course development including hazmat planning

1984-1987 Resources Agency, California Conservation Corps, State of California Supervisor: Marion Ash

• Academy Instructor, Division Coordinator (Response)

• Taught response courses for: Wild fire, flood, emergency management, oil spill, ICS, basic supervision

• Served a Division Supervisor on response and recovery operations (major floods and wild fires)

• Served as Plans Chief on Disaster Operations

• Supported agency exercises, emergency communications planning and Plan Caldera

• Center project coordinator (pilot: reimbursement projects) 1980 -1982 Division of Emergency Services, State of Washington Supervisor: Rick La Valla

• Operations Deputy Assistant, Search & Rescue Coordinator

• Recovery planning for St. Helens operation

• Support to SCO, EFSEC, mitigation and PIO

• Support to development of USAR capability in Seattle and Pierce County Additionally served as:

• Instructor for National Association for Search and Rescue;

• Washington Emergency Services, Search & Rescue staff

• Tacoma Mountain Rescue

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