HELP! CICP, JIC? What the heck are these things and what do I do with them? An Introduction to Emergency Management at IU June 4, 2013
Incident Management and the Role of PIOs Diane Mack Case Study: Henryville/Clark County, Indiana EF-4 Tornado March 2, 2012
Activities IUEMC Activities Key members of IU Emergency Management and Continuity were activated as a part of the State’s response to Clark County, Indiana following the aftermath of the March 2 nd EF-4 Tornado. Diane Mack – Served as Deputy Incident Commander / Clark County EOC Manager Carlos Garcia – Served as the Planning Section Chief for the State Incident Management Assistance Team Joe Romero – Served as Operations Section Chief for the Clark County EOC Debbi Fletcher – Served as the Public Information Officer for the State Incident Management Assistance Team
Initial Actions IUEMC Activities March 2 nd – The Storm Prediction Center issued the following map noting a high risk for damaging storms. Weather advisories were issues to all IU campuses. The IU Central EOC was activated to a Level IV to monitor.
IUEMC Activities Satellite imagery of the massive storm that caused the tornado outbreak – NASA/GSFC
IUEMC Activities Activation of the State Incident Management Assistance Team (IMAT) At 3:04pm, all members of State IMAT were placed on Standby At 4:18pm, selected members of State IMAT were activated and instructed to go to the pre- designated rally point in Indianapolis. At 6:03pm, IMAT personnel assembled at Five Point Assembly Area to deploy to Henryville (Clark County) At 9:43, IMAT personnel begin work in Clark County
IUEMC Activities A 50-mile path, missing IU Southeast by 11 miles Wind speeds were in excess of 175 mph The EF-4 tornado was approximately one-third to one-half mile wide, encompassing approximately 71 square miles of damage path Six counties impacted; Clark County most heavily impacted (Henryville) Outbreak spawned nearly 50 other tornadoes across the Midwest, 19 of which were in Indiana, including an EF-2
IUEMC Activities Significant Issues on the Ground Water Service – Sewage and Potable Water didn’t last through the first night Phone Service – None - Both landline and cellular service Electrical Service – None - Substation in town was completely destroyed; telephone poles were missing Gas Service – None – Service status (and therefore safety status) unclear first few days Massive amounts of woody and construction debris Roadways blocked or impassable Confused, stressed, and untrained on-scene responders attempting to tackle the chaos Healthcare in good shape – people took cover upon warning
IUEMC Activities View from air – part of Henryville, IN – I-65 in the background Red metal grid used to be the roof of a Marathon gas station
IUEMC Activities Henryville High School Complex – Received brunt of EF-4 damage
IUEMC Activities School bus pushed into a local diner in Henryville View from inside the diner
IUEMC Activities Although much damage occurred in Henryville, other communities were also severely impacted: New Pekin Daisy Hill Mt. Moriah Marysville Chelsea Borden Memphis
Marysville Not much left of Marysville. Note that the workers are sitting on a house foundation.
Marysville Reminders of the human toll were everywhere.
Henryville and Marysville Recovery is moving quickly.
IUEMC Activities Impacts Total Deaths: 13 (Indiana) Total Injuries: 97** (Initial figure – not reflective of post incident injuries) Structural Damages: 115 Affected; 217 Minor; 60 Major; and 119 Destroyed (Clark County) Debris Management: USACE estimated 1.2 million cubic yards of woody debris in the impacted area (Clark County); As of 3/16/2012, a confirmed over 908K cubic yards of debris collected/processed.
IUEMC Activities Lessons Learned IU’s involvement was critical to the success of the initial response NIMS and ICS absolutely WORK. Even in an impromptu setup of a County EOC. The Incident Management Team (IMT) concept WORKS. Liaisons between organizations are essential, in both the response and subsequent recovery. Initial damage assessment, debris management, and donations/volunteer management are critical to the response. Public information must be immediate and constant, and relies heavily on social media 800 MHz radios, feet/sneakers and 4-wheelers were crucial to communications in the initial days
Complexity Analysis / ICS Overview Joe Romero How do we manage all of this? Welcome to the Incident Command System
Complexity Analysis / ICS Overview How bad is it? Immediate threats to health and safety? Physical damage to campus? Campus operations disrupted? Coordinated campus response required? Large mutual aid response required? Complex incident with unique resource needs? Multiple operational periods? High-profile incident with significant media attention? Welcome to the Incident Command System
Complexity Analysis / ICS Overview How bad is it? Problems Needs Tasks Resources
Complexity Analysis / ICS Overview What Is ICS? The Incident Command System: Is a standardized, on-scene, all- hazards incident management concept. Allows its users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries.
Complexity Analysis / ICS Overview Purpose of ICS Using management best practices, ICS helps to ensure: The safety of responders and the community. The achievement of response objectives. The efficient use of resources.
Complexity Analysis / ICS Overview ICS Benefits Meets the needs of incidents of any kind or size. Allows personnel from a variety of agencies to meld rapidly into a common management structure. Provides logistical and administrative support to operational staff. Is cost effective by avoiding duplication of efforts.
Complexity Analysis / ICS Overview Command Staff The Incident Commander may designate a Command Staff who: Provide information, liaison, and safety services for the entire organization. Report directly to the Incident Commander. Incident Commander Incident Commander Safety Officer Safety Officer Liaison Officer Liaison Officer Public Information Officer Public Information Officer Command Staff
Complexity Analysis / ICS Overview Who Does What? Incident Commander Incident Commander Operations Section Operations Section Planning Section Planning Section Logistics Section Logistics Section Finance/Admin Section Finance/Admin Section Command: Overall responsibility for the incident. Sets objectives. Operations: Develops the tactical organization and directs all resources to carry out the Incident Action Plan. Planning: Develops the Incident Action Plan. Finance/Admin: Monitors costs related to the incident. Provides overall fiscal guidance. Logistics: Provides resources and all other services needed to support the incident.
Complexity Analysis / ICS Overview Managing Public Information The Public Information Officer: Represents and advises the Incident Command. Manages on-scene media and public inquiries. The Joint Information Center (JIC) is a physical or virtual location used to coordinate: Critical emergency information. Crisis communications. Public affairs functions.
Incident Management and the Role of PIOs Debbi Fletcher The Role of the Public Information Officer (PIO) AND How you fit into the BIG picture
What the Public (and everyone else) Wants to know Immediately following a crisis, the public will want to know three things: What happened? What does it mean to me? What are you doing about it?
Emergency Operations Center/Incident Management Team During an incident lots of stuff is happening… An Incident Commander will be in charge and may activate an Incident Management Team (IMT) If a large number of resources are needed, then an Emergency Operations Center (EOC) may be activated No matter how large the incident, communication is key, public information is vital, and you as a part of the communications team, will be invaluable
Emergency Operations Center/Incident Management Team Each campus has a Public Information Officer (PIO) who is a member of the IMT. The PIO is the person “In Charge” of public information The PIO works for the Incident Commander (IC) The IC approves the message before it is disseminated If an EOC is activated, the PIO may act as the Emergency Support Function 15 (ESF 15) Public Information lead
Public Information Where do you fit in? Accurate and timely information is critical, ESPECIALLY during an emergency. You are a part of the Joint Information System (JIS), even if you are not on scene or in an EOC Make sure that the right people get the right information at the right time (in the right way) so they can make the right decisions. Joint Information System (JIS) Information network working together to provide timely, accurate, coordinated, and accessible information
The role of the PIO is to manage information flow Internally – IMT, EOC, IU Students, Staff & Faculty Gathering incident information for incident management Disseminating information to campus Externally – media, external partners The PIO may be in any number of locations At the scene (Field PIO) In the EOC (ESF 15) In the Joint Information Center (JIC)
Public Information What is a JIC? A facility providing for co-location for members of the JIS and other stakeholders during response and recovery phases of a crisis Why have a JIC? Speeds delivery of message (Timeliness) Reduces misinformation & duplication of efforts (Accuracy) Enhances message coordination (Coordination) Leverages technology to deliver information across multiple channels (Accessibility)
Public Information A JIC is designed to support operation of the JIS Follows the principles of the National Incident Management System and Incident Command System (NIMS/ICS) Co-locates information professionals and other stakeholders so the message is comprehensive and inclusive Information professionals may be internal media relations and public affairs personnel or external partners A JIC provides a location to coordinate and develop the message
Four stages of Information Flow JIC may be actual, virtual, satellite, national, etc. Many times the size and scope of the incident will dictate what type of JIC will be activated This decision will be made by the PIO who is a part of the IMT
Four stages of Information Flow Ensuring that all of the stages of information flow are addressed takes a significant effort and manpower, especially on a large scale incident THIS is where you fit in – YOU are a part of the JIS, no matter where you work, no matter what you do day to day
University Policy Group The campus Executive Policy Group is responsible for providing leadership to the campus during emergencies and disasters in which the academic and research programs may be interrupted or normal, daily business operations cannot be conducted. Duties include: Authorization of campus emergency declaration Activation of EOC & supporting personnel Issue orders of suspension, delay or rescheduling of classes, campus function and general office hours Issue other emergency orders necessary
Complexity Analysis / ICS Overview Carlos Garcia Case Study: IUPUI Long Gun Incident, March 19, 2013
IUPUI Armed Person On Campus Tuesday, March 19, 2013 – Armed Person on Campus At 12:30pm – Female student reports a “man with a long gun” in surface Lot #59 at Barnhill and Vermont Streets Within minutes – IUPUI Police secured the location and began to question the witness – determination that the suspect had left the area – decision to expand was made At 12:54pm – IU Notify message issued to the campus community, instructed personnel to “Seek Shelter”. Police begin a building-by-building search and sweep of the IUPUI campus that last 4 hours
Tuesday, March 19, 2013 – Lessons Learned What Worked WellChallenges Rapid response of law enforcement resources. IU Notify messages. Activation of the Campus Emergency Operations Center (EOC) for use as the Incident Command Post. Effective IUPUI community outreach. Strong linkage and communications between the campus EOC and the Executive Policy Group. Social Media.
IUPUI Armed Person On Campus Tuesday, March 19, 2013 – Next Steps Continue dialogue with campus community and key stakeholders Finalize the After Action Report (AAR) for the incident and work on the Corrective Action/Improvement Plan Test and validate emergency plans, response capabilities, and emergency training
Hazard Identification / Risk Assessment Joe Romero What are the hazards that threaten our campuses?
Hazard Identification / Risk Assessment Potential Impacts Injuries (Physical, Emotional, Psychological) Fatalities Damage to Facilities and Infrastructure Loss of Research and Intellectual Property Financial Losses to the University Economic and Social Impact to the Community Institutional Reputation (Short and Long-Term)
Hazard Identification / Risk Assessment Operational Challenges Lack of Incident Management Personnel Immediate Need for Well Coordinated Response Establishing and Maintaining Situational Awareness High-Profile Nature of Campus Incidents Social Media
Hazard Identification / Risk Assessment Where You Come In Understanding Potential Threats Working with Internal and External Partners Serving as On-site Public Information Officer Supporting Other PIOs Gathering and Disseminating Information Developing and Implementing Campus Plans
Moving Forward Diane Mack So where do we go from here at IU?
Work Together Public relations Social media Websites Communications specialists PIOs trained for/in disasters Moving Forward
New Teams/Organizations PIO ESF 15 JIC “Blog kill” teams Moving Forward
What’s Needed? Training ICS 700, 100, 200 at a minimum Position-specific PIO All-Hazard Incident Management Team (AHIMT) JIC Operations? Social media protocols? More exposure to communications during emergencies Moving Forward
The Path Forward Practice Exercises Common emergencies Shadow during emergencies elsewhere Sharing/Best Practices Conferences PIO Summit Moving Forward
Thank You! From the IUEMC team YOU are a valuable part of the emergency response team at IU!