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WS1 - Emergency Management Workshop NEDRIX Annual Conference October 29, 2002 - Newport, RI Presented by Steve Davis Principal, DavisLogic & All Hands.

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Presentation on theme: "WS1 - Emergency Management Workshop NEDRIX Annual Conference October 29, 2002 - Newport, RI Presented by Steve Davis Principal, DavisLogic & All Hands."— Presentation transcript:

1 WS1 - Emergency Management Workshop NEDRIX Annual Conference October 29, Newport, RI Presented by Steve Davis Principal, DavisLogic & All Hands Consulting

2 Introductions

3 Agenda Definitions Comprehensive Emergency Management Incident Command System (ICS) Exercise Building Disaster Resilient Communities If there is time remaining we will cover EOCs and Virtual EOC concepts.

4 Are We Ready For Anything? Eighty-one per cent of CEOs say that their company's plans were inadequate to handle the myriad of issues arising from the World Trade Center tragedy

5 Definitions

6 What is Emergency Management? Emergency Management is the process of mitigating threats and preparing for, responding to, and recovering from an emergency. Planning is only one component of a CEMP. Hazard mitigation, preparedness, training, testing, and coordination are all equally important activities.

7 Whats an Emergency? An unexpected situation or event, which places life and/or property in danger and requires an immediate response to protect life and property.

8 Emergency Management Organized analysis, planning, decision- making, and assignment of available resources to mitigate, prepare for, respond to, and recover from the effects of all hazards. The goal of emergency management is to save lives, prevent injuries, and protect property and the environment if an emergency occurs.

9 Comprehensive Emergency Management (CEM) An integrated approach to the management of all emergency programs and activities for all four emergency phases (mitigation, preparedness, response, and recovery), for all types of emergencies and disasters (natural, man-made, and attack.) Includes continuity, disaster recovery, and related activities.

10 CEMP Plan Contains policies, authorities, concept of operations, legal constraints, responsibilities, and emergency functions to be performed. Agency response plans, responder SOPs, and specific incident action plans are developed from this strategic document.

11 CEMP Program Provides the framework for development, coordination, control, and direction of all CEM planning, preparedness, readiness assurance, response, and recovery actions The plan documents the program

12 CEM Planning Activities 1. Conducting a Hazard Identification and Vulnerability Assessment; 2. Obtaining executive support; 3. Developing a work schedule; 4. Assembling and coordinating the plan; and, 5. Maintaining the plan and the program.

13 The Four Phases of Emergency Management Mitigation Recovery Preparedness Response

14 Mitigation Mitigation is any action of a long- term, permanent nature that reduces the actual or potential risk of loss of life or property from a hazardous event.

15 Mitigation Examples Building and Facility Design Critical Infrastructure Protection Acquisition or Relocation of Structures Hazards Control Measures Public Education, Awareness, Outreach

16 Preparedness Preparedness is planning now on how to respond in case of emergency in order to protect human lives and property, and developing capabilities and programs that contribute to a more effective response.

17 Preparedness Examples Establishing an Emergency Management Program Develop Plans Capability Assessment Training and Education Tests and Exercises Insurance

18 Response Emergency response activities are conducted during the time period that begins with the detection of the event and ends with the stabilization of the situation following impact.

19 Response Examples Implement Preparedness Measures Emergency Response Teams Provide Emergency Assistance Confront Hazard Effects & Reduce Damage Enhance Recovery Potential

20 Recovery Recovery refers to those non- emergency measures following disaster whose purpose is to return all systems, both formal and informal, to as normal as possible.

21 Recovery Examples Crisis Counseling Business Resumption Debris Clearance (non-critical) Develop Recovery Strategy Temporary Housing Disaster Assistance Reconstruction

22 Other Terms Civil Defense/Emergency Preparedness Business Continuity/Contingency Planning Crisis or Consequence Management Disaster Recovery, Management or Services Emergency Services Hazard Management or Mitigation Recovery/Business Resumption Planning Risk Management

23 What Does Comprehensive Emergency Management Include?

24 Comprehensive Emergency Management Contingency PlanningDisaster Recovery SecurityBusiness ContinuityCrisis Communications Traditional Emergency Management

25 CEMP Plan Components CEMP Mitigation Disaster Recovery Business Continuity Business Resumption Contingency Planning Objective Prevent or Reduce Impact Critical Computer Apps Critical Business Processes Process Restoration Process Workaround Focus Prevention Data Recovery Process Recovery Return to Normal Make Do Example Event Flood Proofing Mainframe or server failure Laboratory Flood Building Fire Loss of Application Solution Check Valve Hot Site Recovery Dry Out & Restart New Equip. New Bldg. Use Manual Process

26 Todays Approach to EM Decentralization of responsibilities Focus on all phases (mitigation, preparedness, response, and recovery) and all hazards (natural, man-made, and attack) Public-Private Partnerships Community Involvement Community Resilience

27 New Generation of Emergency Managers More Professional and Knowledgeable Younger and More Diverse Emergency Management is Career Builds Disaster Resilient Communities Proactive Plans With Jurisdictional Stakeholders Partnering and Networking

28 Emergency Planning Concepts Incident Command System (ICS) All Hazards Addressed All-inclusive – Everyone Participates Emergency Response Coordination Effective Crisis Communication Training for Responders and Employees Disaster Recovery Communication and Information Sharing

29 Planning Process Assess - identify and triage all threats (BIA) Evaluate - assess likelihood and impact of each threat Mitigate - identify actions that may eliminate risks in advance Prepare – plan for contingent operations Respond – take actions necessary to minimize the impact of risks that materialize Recover – return to normal as soon as possible

30 Emergency Support Functions 1 Laws and Authorities 2 Hazard Identification and Risk Assessment 3 Hazard Management 4 Resource Management 5 Planning 6 Direction, Control and Coordination 7 Communications and Warning 8 Operations and Procedures 9 Logistics and Facilities 10 Training 11 Exercises 12 Public Education and Information 13 Finance and Administration

31 Building a CEMP Plan

32 NFPA 1600 A Standard on Disaster/Emergency Management and Business Continuity. It may become the industry standard for all organizations, including governments and businesses. Describes the basic criteria for a comprehensive program that addresses disaster recovery, emergency management, and business continuity.

33 1600 Methodologies Addresses methodologies for defining and identifying risks and vulnerabilities and provides planning guidelines which address: Restoration of the physical infrastructure Protecting the health and safety of personnel Crisis communications procedures Management structures for both short-term recovery and ongoing long-term continuity of operations

34 Capabilities Assessment for Readiness The aim of a CAR project is to research, identify, and report on the scope of the Organizations Emergency Management Program to ensure compatibility with federal and state emergency management standards. The report will support strategic planning by identify program areas needing immediate development, updating, or improvement, and those elements to be accomplished during the later planning phases.

35 Capabilities Assessment for Readiness Benefits Identify existing strengths and weaknesses Evaluate the current state of readiness Develop strategic plans to improve identified weaknesses for terrorism and other threats Justify existing program staffing and budget Demonstrate need for additional program development resources, e.g. staff, budget, support from other community agencies, etc Support professional development and accreditation programs

36 Using the Incident Command Structure

37 Background The Incident Command System in use today is an outgrowth of Californias FIRESCOPE program developed in the 1970s to improve management of large wildfires. It was designed to provide a commonly accepted management structure that would result in better decisions and more effective use of available resources. It was specifically designed for incidents that involve many local, state, and federal agencies and multiple political jurisdictions.

38 ICS Features Standard Organization Incident Facilities Incident Action Plan Span of Control Unity of Command Common Responsibilities

39 Common ICS Terminology Organizational Functions: Operations, Intelligence, Logistics, and Finance. Functions pre-designated and named for the ICS. Resources: Refers to the combination of personnel and equipment used in response and recovery. Facilities: Common identifiers used for those facilities in and around the incident area which will be used during the course of the incident. These facilities include the command center, staging areas, etc.

40 Modular Organization ICS's organizational structure is modular. As the need arises, functional areas may be developed. Several branches may be established. Structure based upon the needs of the incident. One individual can simultaneously manage all major functional areas in some cases. If more areas require independent management, someone must be responsible for that area.

41 Typical EOC Organization Emergency Response and Recovery Teams

42 Ciscos EOC Based on the Incident Command System

43 Incident Commander In Charge at the Incident Assigned by Responsible Jurisdiction or Agency May Have One or More Deputy Incident Commanders May Assign Personnel for Command Staff & General Staff

44 EOC Manager Manages the EOC - not the incident Makes sure everything is working Maintains a safe environment Optimizes efficiency Facilitates and coordinates Solves problems

45 EOC Staff Members Check-in with the EOC Manager. Review the situation report (SitReps) and incident logs. Make sure that your name is listed on the current EOC organization chart. Review the staff Operating Guide (SOG) and set up your work station. Start an incident log which details your actions (chronologically.)

46 Incident Action Plan (IAP) Concepts Planning process has been developed as a part of the ICS to assist planners in the development of a plan in an orderly and systematic manner. Incidents vary in complexity, size, and requirements for detailed plans. Not all incidents require detailed plans.

47 Incident Action Plan (IAP) Responsibilities Planning Chief - conducts a planning meeting and coordinates preparation of the incident action plan. Incident Manager - conducts planning meeting and coordinates preparation of the IAP. Operations Chief - conduct the planning meeting and coordinates preparation of the IAP. Finance Chief - provides cost implications of control objectives as required. Logistics Chief - ensures resources.

48 IAP Meeting Participants For major incidents, attendees should include: Incident Manager Command and general staff members Resource unit leader Situation unit leader Communications unit leader Technical/Specialists (As Required) Agency representatives (As Required) Recorders

49 IAP Briefing on Situation and Resource Status The planning section chief and/or resources and situation unit leaders should provide an up-to-date briefing on the situation as it currently exists. Specify Tactics for Each Division. Place Resource and Personnel Order. Consider Communication Requirements. Finalize, Approve, and Implement the Incident Action Plan.

50 Its Not Enough Just to Plan Use focus groups and brainstorming Seek what can go wrong Find alternate plans & manual work arounds Find innovative solutions to risks Plans must be exercised Hold table top exercises for disasters Conduct fire drills of plans Train staff for action during emergencies

51 Using Scenarios Be creative but not too creative Think about how bad it should be Loss of Lifelines? Supply Chain Disruptions? Civil unrest? Develop likely scenarios and develop scenario-based plans

52 Ready to Roll? Ready for a Break?

53 Sick Ticket Scenario Think about CEMP and IAP concepts and how they would apply in this scenario.

54 Table Top Exercise Bio Terrorism Scenario Designed to demonstrate interagency communication requirements Form a group, assume your traditional role if possible Someone play the Emergency Manager role Someone will play a Health Department role

55 Sick Ticket Scenario An international flight takes off from overseas. During the flight, the flight crew reported that an individual was sick during the flight. The young man (Sick Ticket) appeared to be feverish and tired but declined medical aid. A few red spots were noted on Sick Tickets face as he walked down the jet way.

56 Sick Ticket Scenario Local news reports mention concerns raised at the airport about the sick person. Local expert mentions that he is concerned that it could have been smallpox. Local officials acknowledge that they are looking for Sick Ticket.

57 You heard the news - Questions What are you going to do? Where will you turn for information? What do you need to know? What is your action plan? What actions will you take? What are your next steps?

58 Building Disaster Resilient Communities

59 Community-Wide Planning Local Government Personnel Business and Industry Volunteer/Community-Based Groups Faith-based Organizations The Public Media Academia

60 Public/Private Partnership No one left to fend for themselves Happens at the local level A state and local as well as federal responsibility Each level has contributions to make Improvisation and flexibility required Requires teamwork

61 Improvisation and Flexibility Mutual Respect and Understanding Team Approach/Networking and Coordination Sharing Resources and Information Joint Planning, Programming, Exercises Fiscal Linkages, e.g. Joint Budgets Public/Private Partnerships

62 Mutual Trust Mutual Support Genuine Communication Commitment to Work Out Conflicts Mutual Respect Public/Private Partnership

63 Emergency Management Issues for Business Work with local and regional disaster agencies and business associations Assess special problems with disasters Loss of lifelines Emergency response Review and revise existing disaster plans Look for new areas for planning

64 Building Disaster Resilient Communities Sustainable Development Philosophy Unconstrained Development = Disaster Strategic Community Planning (Smart Growth) Mitigate Hazards Respect and Defend the Environment Network and Partner

65 Building Disaster Resilient Communities Reduce Vulnerability of People Seek Inter & Intra-Governmental Equity Smart & Long-Term Structural Mitigation Public Education Needed The Future of Emergency Management Four-Phases

66 Problem Areas Low Salience Lack of Strong Political Constituency Un-funded Federal Mandate Resistance Disaster Ignorance Difficulty Demonstrating Effectiveness Technical & Administrative Know-How

67 Develop Working Contacts Public-Private Partnerships Government Officials Planning & Zoning Boards Natural Resources/Environmental Protection Agencies and Organizations Academia & Professional Organizations Community Based Organizations

68 Emergency Operations Centers

69 The Purpose of the EOC The EOCs purpose is to coordinate incident information and resources for management. The EOC must receive, analyze, and display information about the incident to enable CEO decision-making. The EOC must find, prioritize, deploy, and track critical resources. The EOC must enhance decision making, communication, collaboration, and coordination.

70 The EOC is really a place where: Uncomfortable people Meet in cramped conditions To play unfamiliar roles Making unpopular decisions Based on inadequate information In much too little time While drinking way too much coffee….

71 A Good Concept of Operations Good Space Good Teams Good Staff Good Communications Good Technology What Makes the EOC Work?

72 Basic Management Functions Objective Based Incident Action Planning Unity of Command Delegation Span of Control Support Staff What Makes the EOC Work?

73 The Challenge of Coordination

74 The Ideal Information System Easy to use and robust information and decision management system Central command and control Early alert communications function Event tracking and logging SOP and automated check lists Resource management Documentation of response actions for due diligence

75 Virtual EOCs A Virtual EOC enables managers to: participate in critical decision-making processes regardless of physical location effectively direct and control resources automate processes and methodologies assign and track tasks efficiently communicate real-time information protect communication and data with needed redundancy and flexibility

76 Advantages of a Virtual EOC Augments physical centers Anyone, anywhere can participate Lower investment Ease of use, flexibility Requires shared communications and data Data can be hosted off-site using redundant servers in hardened sites Little or no infrastructure required – uses readily available Internet technology

77 Management Strategies Lead a top-notch team Assess all hazards and risks Complete and test contingency plans Design a robust Command Center Drill the Command Center Implement a system for command, control, communication, and intelligence

78 A Good Plan "The plan is nothing. Planning is everything. General Eisenhower

79 For More Information Contact: Steve Davis, Principal All Hands Consulting AllHandsConsulting.com AllHandsConsulting.com


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