1. Incident Command System (ICS)
Stanford University
October 2004
Incident Command System (ICS)
The Incident Command System for Satellite Operations Centers

2. Stanford University
Agenda
October 2004
National Response Plan (NRP) & National Incident Management System (NIMS)
History of Incident Command System (ICS)
Stanford University meets ICS
Your SOC
Personal Preparedness

3. Goal
To demonstrate that the Incident Command System (ICS) provides an ideal structure in a university setting for:
Command
Control
Coordination/Collaboration
Communication

4. National Response Plan (NRP)
Issued February 28, 2003, Homeland Security Presidential Directive 5 (HSPD-5), called for the creation of a National Response Plan (NRP) to “integrate Federal Government domestic prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan”.
The purpose of the NRP is to enhance the ability of the United States to prepare for and to manage domestic incidents by establishing a single, comprehensive national approach.

5. National Incident Management System (NIMS)
Under the NRP, a National Incident Management System (NIMS) will be developed to provide a consistent nationwide framework to standardize incident management practices and procedures to ensure that Federal, State, and local governments can work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity.
NIMS adopted the basic tenets of the Incident Command System (ICS) as its foundation.

6. Reflect on those Concepts…
Single Plan
“All Hazards”
Standardized
Consistent
Effective
Efficient
Integrated
Comprehensive

7. The Campus 8,180 Acres in six different governmental jurisdictions
678 major buildings
12.6 million square feet
46 miles of roadway
49-megawatt power plant w/ high-voltage distribution
heating and cooling plant
three separate water systems/100 miles of water mains
three dams and lakes
Stanford Facts 2005

8. People and Operations 1775 tenure line faculty
Stanford University
People and Operations
October 2004
1775 tenure line faculty
6750 undergraduate students
8090 graduate students
8900 staff
$2.6 billion consolidated operating budget (includes SLAC – DOE facility)
~$700 million annually in total sponsored research on main campus (excluding SLAC)

9. Stanford University Main Entrance - April 19, 1906
October 2004
Stanford University Main Entrance - April 19, 1906
Stanford University Main Entrance - April 17, 1906

10. Expect the Unexpected
Stanford University
October 2004
October Loma Prieta Earthquake Stanford University
Hurricane Andrew University of Miami - $17M damage
Jan Northridge Earthquake CSU Northridge - $380M
April Red River flood University of North Dakota - $46M
July, Flood Colorado State University - Library and bookstore flooded Most of campus closed 1-2 weeks - >$100M damages
Labor Day Severe windstorm Syracuse University - $4M
Loma Prieta Earthquake: October 17, :04 pm At Stanford University: 200 buildings damaged - 22 minor HAZMAT incidents - Education and research impacted - University Operations suspended for only 1 day! The 1989 Loma Prieta earthquake damaged a number of buildings at Stanford University, closing 11 of them. After spending about $300 million over 10 years on repairs and retrofits, Stanford has finally reopened most buildings.
Hurricane Andrew caused $17 million in damage to the University of Miami in The school was forced to close for almost one month because there was no water or electricity, and it had to purchase round-trip tickets to send students home during the hiatus. Insurance premiums went up dramatically after the disaster.
The Northridge earthquake, which occurred in January 1994, damaged three universities in the Los Angeles area. California State University, Northridge suffered the most: nearly all of its buildings were damaged and the university was forced to close for one month. It was able to reopen to its 30,000 students with 450 temporary trailers serving as the only classrooms. Damages were estimated at $380 million.
In April 1997, the Red River inundated the University of North Dakota. The University was forced to relocate critical functions such as the computer center and had to suspend many of its operations. After a month of inspection, clean-up, and repairs, the university reopened. Damages totaled $46 million.
On Labor Day 1998, a severe windstorm in central New York State damaged many buildings, trees, and utilities on the Syracuse University campus, forcing the closure of some residence halls and relocation of 600 students. The cost of repairs to roofs, windows, and masonry, as well as a big debris clearance bill, drove the damage figure to more than $4 million.
On January 19, 2000, a fire raced through an old residence hall at Seton Hall University in the middle of the night. Students leapt from windows, crawled out stairways, and a number were rescued by firefighters. The fire killed three students, and seriously injured 12 more. The residence hall did not have a sprinkler system.
On September 24, 2001, a tornado extensively damaged several facilities at the University of Maryland. Instructional and student services space was damaged along with several trailers that were a temporary home to the Maryland Fire Institute. Two students were killed when their car was overturned and classes were canceled for one day.
In June 2001, Tropical Storm Allison inundated the Houston Area and its universities and colleges with 10 to 24 inches of rain. The total losses are estimated to be $745 million. The University of Texas at Houston Medical School Building had 22 ft. of water in it, causing the hospital to close for the first time in its history and seriously disrupting its research efforts. Damage to the Medical School has been estimated at more than $205 million.

11. Expect the Unexpected
Stanford University
October 2004
July Power Outage Columbia University affected by major power outage in July ’99 – lost power for 2 full days
Jan 19, Residence Hall Fire Seton Hall University – 3 students killed; 12 seriously injured
June Tropical Storm Allison University of Texas Medical School - $205M
September 24, Tornado University of Maryland
Jan 11, Laboratory Fire University of California, Santa Cruz - $4-5M and loss of >10 years of research data
Gulf Coast Hurricanes (Katrina & Rita)
On Labor Day 1998, a severe windstorm in central New York State damaged many buildings, trees, and utilities on the Syracuse University campus, forcing the closure of some residence halls and relocation of 600 students. The cost of repairs to roofs, windows, and masonry, as well as a big debris clearance bill, drove the damage figure to more than $4 million.
1999 Columbia University affected by major power outage in July ‘99:power down for ~ two days. University’s back-up generators not in place or failed; freezers that maintain samples of tissues, blood, viruses and bacteria warmed up; incubators stopped working - scientists threw away cell samples, sometimes years of work; damage from this event reverberated to other institutions where tissue samples and other materials were shared
On January 19, 2000, a fire raced through an old residence hall at Seton Hall University in the middle of the night. Students leapt from windows, crawled out stairways, and a number were rescued by firefighters. The fire killed three students, and seriously injured 12 more. The residence hall did not have a sprinkler system.
In June 2001, Tropical Storm Allison inundated the Houston Area and its universities and colleges with 10 to 24 inches of rain. The total losses are estimated to be $745 million. The University of Texas at Houston Medical School Building had 22 ft. of water in it, causing the hospital to close for the first time in its history and seriously disrupting its research efforts. Damage to the Medical School has been estimated at more than $205 million.
On September 24, 2001, a tornado extensively damaged several facilities at the University of Maryland. Instructional and student services space was damaged along with several trailers that were a temporary home to the Maryland Fire Institute. Two students were killed when their car was overturned and classes were canceled for one day.
Jan 11, 2002 – Laboratory Fire at UC Santa Cruz

12. Incident Command System History
The Incident command System (ICS) was developed in response to a series of fires in Southern California in the early 1970s by an interagency effort called FIRESCOPE.

13. ICS History
ICS was designed to manage rapidly moving wildfires and to address reoccurring problems.
Too many people reporting to one supervisor
Different emergency response organizational structure
Lack of reliable incident information
Inadequate and incompatible communications

14. ICS History
Lack of structure for coordinated planning among agencies (departments)
Unclear lines of authority
Terminology differences among agencies (departments)
Unclear or unspecified incident objectives.

15. Sound familiar?

16. ICS Essential Requirements
The designers had four essential requirements:
The system must be organizationally flexible to meet the needs of incidents of any kind and size.
Agencies must be able to use the system on a day-to-day basis as well as for major emergencies.
The system must be sufficiently standardized to allow personnel from a variety of agencies and diverse geographic locations to rapidly meld into a common management structure.
The system must be cost effective.

17. ICS Today
ICS is now widely used throughout the United States by fire agencies, law enforcement, other public safety groups and for emergency and event management.
The Department of Homeland Security (DHS) Presidential Directive #5.

18. ICS is Required!
Federal law mandates the use of ICS for all hazardous material incidents ( (q)(3)).
The State of California requires it in all cities and counties.
Compliance with NRP and HSPD-5 will be mandatory for all federal agencies and in order to remain eligible for federal funding, state governments must modify existing incident management and emergency operations plans within a year of NRP implementation.

19. What is ICS?
ICS is a well organized, team approach for managing critical incidents. It has the following hallmarks:
Manageable Span of Control
Common Terminology
Modular/Scalable Organization
Integrated Communications
Unified Command Structure
Consolidated Action Plans
Pre-designated Command Centers
Comprehensive Resource Management

20. Manageable Span of Control
A manageable span of control is defined as the number of individuals one supervisor can manage effectively.
The number of subordinates one supervisor can manage effectively is usually 3-7, the optimum is 5.

21. Common Terminology
Common terminology is essential in any system, especially when diverse groups are involved in the response.
Multiple company departments and/or locations
Also critical when it is not an activity you perform on a “regular” basis.
When possible, minimize use of abbreviations, acronyms or confusing terminology to improve communication.

22. Modular/ Scalable Organization
A modular organization develops from the top-down at any incident.
All incidents regardless of size or complexity will have an incident commander
The organization can expand/shrink according to the needs of the situation.
Only activate what you need.

23. Integrated Communications
Integrated communications is a system that uses standard operating procedures, a common communications plan, common equipment and common terminology.
Several communication technologies may be established, depending on the size and complexity of the organization and the incident.

24. Unified Command Structure
A unified command allows all departments or groups with responsibility for the incident, to manage an incident by establishing a common set of incident objectives and strategies.
Unified command does not mean losing or giving up agency (departmental) authority, responsibility, or accountability, it simply provides for a coordinated response.

25. Consolidated Action Plans (AP)
Consolidated AP’s describe response goals, operational objectives, and support activities.
Include the measurable goals and objectives to be achieved. They are always prepared around a timeframe called an operational period.
Operational periods can be of various lengths, but should be no longer than 24 hours. Twelve-hour operational periods are common for large-scale incidents. At the beginning of an incident the time frame is often short, hours.
The Incident Commander determines the length of the operational period based on the complexity and size of the incident.

26. Pre-designated Command Centers
Pre-designated command centers that are appropriate for the risk and hazards.
Ideally have two; a primary and a backup.
Determine location once you have done a hazard analysis.

27. Comprehensive Resource Management
Stanford University
Comprehensive Resource Management
October 2004
Comprehensive resource management allows an organization to:
Maximize resource use.
Consolidate control of single resources.
Reduce the communications load.
Provide accountability.
Ensure personnel safety.

28. ICS allows for… Manageable Span of Control Common Terminology
Modular/Scalable Organization
Integrated Communications
Unified Command Structure
Consolidated Action Plans
Pre-designated Command Centers
Comprehensive Resource Management

29. Incident Command
System

30. Five Functions of ICS Command Operations Planning & Intelligence
Logistics
Finance

31. The One Word Definition
Command = Manages
Operations = Does
Logistics = Gets
Planning & Intelligence = Plans
Finance = Pays

32. ICS Organizational Chart
Command
Executive Management
Operations
Logistics
Planning & Intelligence
Finance

33. Command
Sets priorities and objectives and is responsible for overall command and responsibility of the incident.
In charge of all functions.
Directs, controls, orders resources.
Resolves conflict.
Makes & implements policy decisions.
Provides interface to Executive Management.

34. Operations
Has responsibility for all tactical operations necessary to carry out the plan (response and recovery).
Involves the key “backbone” aspects of the business - facilities, security, IT, telecom.
Initial damage inspection.
Establish situation control.
Develop situation status reports (sit reps)
Front line- resolve the issues.
Goal - restore business back to “business as usual”

35. Planning & Intelligence
Responsible for the collection, evaluation, and dissemination of information concerning incident development.
Develop & maintain intelligence plans (BCP, DR plans).
Takes situation reports and evaluates information.
Applies “intelligence” to the situation and action plans.
Make recommendations for action based on event & plans.

36. Logistics
Responsible for providing the necessary support (facilities, services, and materials) to meet incident needs.
Primary responsibility is the “care & feeding” of the teams.
All of the human aspects of the disaster.

37. Finance
Responsible for monitoring and documenting all costs. Provides the necessary financial support related to the incident.
Establishes a paper trail for all expenditures.
Payroll, emergency purchase orders and cash, “P” cards and other critical cash issues.
Works with insurance companies regarding reimbursement & worker’s compensation insurance.

38. ICS Benefits
Flow of information & resources within & between all groups & at all levels both horizontal & vertical.
Especially helpful for companies with multiple locations.
Coordination between groups and all levels.
Rapid mobilization, deployment & tracking of resources.
Development of trends & patterns.
Minimizes confusion & errors.

39. Stanford meets ICS

40. Guiding Principles Protect life safety
Stanford University
October 2004
Protect life safety
Secure critical infrastructure and facilities
Resume teaching and research program
Campus Emergencies
Natural:
Earthquake, Fire/Firestorm, Flood, Hurricane, Tornado, Severe storm, Infrastructure, Sustained power outage, Loss of communications/ network hub
Hazardous materials
Chemical, Radiological, Biological/Epidemic
Malicious/intentional acts
Terrorism, ,Explosive device, Intruder/hostage/shooting
Other
Fire/Mass casualty/fatality, Other______________

41. Response Incident Level Response Plan Level 1 Level 2 Level 3
Stanford University
October 2004
Incident Level Response Plan
Level 1
A minor, localized department or building incident that is quickly resolved with existing University resources or limited outside help
Level 2
A major emergency that disrupts a sizable portion of the campus community and requires coordination of internal operational groups and possibly external organizations
Level 3
An event, such as a major earthquake, involving the entire campus and surrounding community
University Response Management Teams
Operational department response teams
EH&S, Facilities, Public Safety, etc…
Operational Department Teams
Level 1 and certain Level 2 events can normally be handled by service Department response teams
Electrical Outage - Facilities Operations
Hazardous Materials spills - Environmental Health & Safety
Medical emergencies - Vaden student health or the Hospitals
Networking or computer issues - ITSS
Violence or criminal activity - Public Safety
Situation Triage and Assessment Team (STAT)
Satellite Operations Centers (SOC)
Emergency Management Team & Emergency Operations Center (EOC)

42. Situation Triage and Assessment Team-STAT
Stanford University
October 2004
Situation Triage and Assessment Team-STAT
EH&S
Public Safety
Facilities
For Level 2 Emergencies
Communication
Services
Incident
Commander
Medical
The Situation Triage and Assessment Team (STAT) is responsible for conducting an initial assessment of the event and determining whether the EOC and/or SOC activation is required. Members of the core STAT group are predetermined by position and are shown below. The STAT group will coordinate and guide the response to the emergency as well as determine whether to activate the EOC. The entire emergency management team is activated for Level 3 emergencies.
STAT Role
Any member of the STAT team who becomes aware of an incident that may significantly interfere with University operations shall immediately notify the other STAT members. All members of the STAT team have the authority to activate the plan.
STAT Responsibilities
 Conduct initial incident assessment
 Communicate incident status to key stakeholders including Policy Group, SOC and EOC as necessary
 Redirect University resources to assist with management of the event.
 Declare disaster
 Become part of the EOC management as necessary should a full activation of the University plan be authorized.
CP&M
News
Service
Additional
specialists/units
as needed
Incident commander may be any one of the heads of the STAT units based upon the nature of the incident.

43. Satellite Operations Centers
25 Satellite Operations Centers on campus
Operational Services SOC’s
1. Public Safety
2. Environmental Health & Safety
3. Land & Buildings (Fac Ops)
4. ITSS
5. Residential & Dining Enterprises
6. Student Health Services
7. Stanford Hospitals

44. Satellite Operations Centers
Stanford University
October 2004
Administrative & Academic SOC’s
1. Graduate School of Business
2. School of Earth Sciences
3. School of Education
4. School of Engineering
5. School of Humanities & Sciences
6. School of Law
7. School of Medicine
8. President and Provost’s Office
9. Vice Provost for Student Affairs
10. Dean of Research
11. Alumni Association/ Development Office
12. CFO & Business Affairs
13. University Libraries (SULAIR)
14. Athletics (DAPER)
15. SLAC
16. Hoover Institution
17. Stanford Management Company
18. Stanford Campus Residential Leaseholders
Involvement in SOC?: Know anything about their EOC

45. Response Teams & Activation Plans
Department Operational Teams
STAT
SOC
EOC
Level 1
Level 2
Level 3 ?
Automatic activation
Activated if needed ?
Activated only under extenuating circumstances

46. Satellite Operations Centers
Mitigation & Preparedness
Create departmental preparedness, response, and recovery plans
Conduct training in these areas independent of the annual, campus-wide exercise
Ensure all personnel know the location of the Emergency Assembly Points (EAPs) used during emergency evacuations
Recruit volunteer Building Assessment Teams (BATs) to assist the University’s post-earthquake building inspection process
Participate in campus exercises
Coordinate the planning and implementation of business recovery and resumption activities in their areas
Response
Gather emergency impact data from their respective areas
Account for their personnel
Transmit reports to and receive directions from the campus EOC
Disseminate emergency instructions to constituents

47. Stanford University Command Operations & Planning Intelligence & Data
Management
Logistics &
Finance
Public
Information
Policy
Group

48. Web Resources
FEMA/EMI ICS web training IS100 and IS200
FEMA/EMI NIMS web training IS700
Department of Labor, OSHA
California Specialized Training Institute(CSTI)

49. Testing Stanford’s Emergency Program
University-wide emergency exercise history
April Earthquake response
October Y2K power outage scenario
October Earthquake response
October Earthquake disaster recovery
November 2002 Earthquake response
November 2003 Infectious disease outbreak response (yersenia pestis)
November 2004 Infectious disease outbreak response (norovirus)
September 2005 EOC Workshop
November 2005 EOC Workshop
April 6, Earthquake recovery

50. Exercise ‘06 Earthquake Recovery Exercise 7.0 earthquake
Peninsula section of the San Andreas fault
Strikes on Monday morning
Exercise on Thursday morning

51. Your SOC Considerations Staffing Location Infrastructure Supplies
Operation

52. Staffing Who should be in your SOC? Consider prolonged events
Job assignments
Job action sheets
This is NOT your every day job!

53. Location
Pre-designated
Accessible
Reliable
Primary EOC
Backup EOC

54. Infrastructure Is it big enough Phone/Fax lines Networking Power
SOC phone line discount ($9.95/mo)
Networking
Power
Emergency generators

55. Supplies Documentation Computers/laptops/phones/fax machines
Office supplies
Forms, paper, pens
Support equipment
BAT supplies, food
Water

56. Operation Activation procedures Role Assignment Situation Assessment
Define Operational Period
Create Action Plans
Execute and Repeat

57. Personal Preparedness

58. One Step at a Time Get Informed Make a Plan Purchase Supplies
Stanford University
One Step at a Time
October 2004
Get Informed
Make a Plan
Purchase Supplies
Perform Work
Relax

59. Make A Plan Collect resource information Identify basic procedures
What would you do if…
Identify and obtain emergency supplies
Decide on training
Make changes

60. Assess your situation What are my risks? (Perform a risk assessment!)
Fire (local or wildfire)
Earthquake
Power Outage
Flood
Mud slide
Personal Injury/Illness
Chemical Release
Tsunami
What are my responsibilities?
At home (family, pets, possessions, neighbors)
At work (to your Department, to the University)
In the community

61. Make A Plan - Basic Procedures
Before the event
Take care of business
Inventory your possessions
Collect important document
Insurance policies, home title, wills, cash
Establish procedures
Event occurs
Ensure safety - evacuate the area
After the event
Reporting the event - 911
Communications plan

62. Make A Plan - Take Care of Business
What documentation should you have?
Inventory
Insurance information
Home ownership documentation
Bank statements, financial documents
Important phone numbers
Cash
Wills
Let someone you trust know where it is

63. Make A Plan - Reporting the Emergency
Stanford University
October 2004
Make A Plan - Reporting the Emergency
Report the Emergency
Know the Emergency Numbers to call
(9) In the School of Medicine - 286
Local 7 digit emergency phone for cell phones (in your phone book)
Palo Alto Police
Menlo Park Police
Los Altos Police
Mountain View Police
Be prepared to answer
Your location
Your phone #
Nature of the emergency
Do you (or anyone else) need medical attention
Stay on the line until the operator hangs up. Never hang up first!

64. Planning for Earthquakes

65. Probability There are three major earthquake faults in the Bay Area.
San Andreas
Hayward
Calaveras
2002 USGS study concluded that there is a 70% chance of one or more 6.7 earthquakes in the bay area before 2030

66. Reality Check Richter Scale Modified Mercalli Scale
Relative measure of how much energy is released by an earthquake
Does not say anything about how much the ground moves
Mitigating factors (location of rupture, depth , soil type)
Example:
1907 Earthquake 7.9 on the Richter scale
1989 Loma Prieta 6.9 on the Richter scale
Modified Mercalli Scale
Measure of ground shaking intensity at a specific location

67. Reality Check

68. Purchase Supplies Emergency Kits (home, work &/or car) Extra Supplies
Minimum 10-day supply of food and water at home
Flashlights, radio, and spare batteries
Camping equipment
Extra supplies in work area and car
Extra Supplies
Warm clothing
Shoes
Extra glasses
Prescription medications

69. Emergency Kits Number 1 Rule Kit suggestions
If you don’t have it with you, it can’t help you!
Kit suggestions
Lighting - purchase LED lights
Batteries - buy lithium batteries (good for 10 yrs)

70. Preparing your home for Earthquakes
Things to consider (the easy stuff)
Restrain your water heater
Add lips to bookshelves
Add latches to cabinet doors
Restrain furniture
Restrain equipment
Things to consider (the hard stuff)
Bolt the house to the foundation
Increase house stability with plywood sheeting
Is it a HOG (House Over Garage)?
Chimney safety
Reinforce cripple walls

71. Help is Available

72. Do it Right!

73. Testimonials Loma Prieta Retrofit Success
“In 1989, at the corner of Center and Elm Streets in downtown Santa Cruz, architect Michael O'Hearn unwittingly created a laboratory for the study of seismic retrofit design. On that corner, at 214 and 210 Elm Street, were two identical Victorian style homes. The twin homes were built by the same builder, with identical materials and using the same construction techniques. When O'Hearn bought them in 1984, he started by retrofitting #210. Unfortunately he had not yet retrofitted #214 before the Loma Prieta earthquake hit on Oct. 17, 1989.The Home at 214 Elm Street "came apart in four sections," O'Hearn said. However, 210 Elm Street, with its plywood shear panels and bolted foundation, suffered only minor damage. "The one we had retrofitted (210 Elm St.) cost us $5,000 to repair. The other one (214 Elm St.) cost us $260,000 to repair. The whole building had to be jacked up, repaired, and slid back on a new foundation."

74. Testimonials Northridge Home Retrofit Success
“A family spent $3200 in 1993 retrofitting their home built in None of their neighbors did any work. When the 1994 Northridge earthquake hit, this home was the only one on both sides of the street for two blocks that was not damaged.” James Russell, Codes Consultant

75. After the Earthquake Communications Plan
How will you share information with others after an earthquake?

76. Communications Plan X X You Out-of-Area Contact Family Member 1

77. University, Emergency Manager
Keith Perry
University, Emergency Manager
(650)