Presentation on theme: "Incident Command System (ICS)"— Presentation transcript:
1 Incident Command System (ICS) Stanford UniversityOctober 2004Incident Command System (ICS)The Incident Command System for Satellite Operations Centers
2 Stanford UniversityAgendaOctober 2004National Response Plan (NRP) & National Incident Management System (NIMS)History of Incident Command System (ICS)Stanford University meets ICSYour SOCPersonal Preparedness
3 GoalTo demonstrate that the Incident Command System (ICS) provides an ideal structure in a university setting for:CommandControlCoordination/CollaborationCommunication
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”StandardizedConsistentEffectiveEfficientIntegratedComprehensive
7 The Campus 8,180 Acres in six different governmental jurisdictions 678 major buildings12.6 million square feet46 miles of roadway49-megawatt power plant w/ high-voltage distributionheating and cooling plantthree separate water systems/100 miles of water mainsthree dams and lakesStanford Facts 2005
8 People and Operations 1775 tenure line faculty Stanford UniversityPeople and OperationsOctober 20041775 tenure line faculty6750 undergraduate students8090 graduate students8900 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 2004Stanford University Main Entrance - April 19, 1906Stanford University Main Entrance - April 17, 1906
10 Expect the UnexpectedStanford UniversityOctober 2004October Loma Prieta Earthquake Stanford UniversityHurricane Andrew University of Miami - $17M damageJan Northridge Earthquake CSU Northridge - $380MApril Red River flood University of North Dakota - $46MJuly, Flood Colorado State University - Library and bookstore flooded Most of campus closed 1-2 weeks - >$100M damagesLabor Day Severe windstorm Syracuse University - $4MLoma 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 UnexpectedStanford UniversityOctober 2004July Power Outage Columbia University affected by major power outage in July ’99 – lost power for 2 full daysJan 19, Residence Hall Fire Seton Hall University – 3 students killed; 12 seriously injuredJune Tropical Storm Allison University of Texas Medical School - $205MSeptember 24, Tornado University of MarylandJan 11, Laboratory Fire University of California, Santa Cruz - $4-5M and loss of >10 years of research dataGulf 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 sharedOn 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 HistoryICS was designed to manage rapidly moving wildfires and to address reoccurring problems.Too many people reporting to one supervisorDifferent emergency response organizational structureLack of reliable incident informationInadequate and incompatible communications
14 ICS HistoryLack of structure for coordinated planning among agencies (departments)Unclear lines of authorityTerminology differences among agencies (departments)Unclear or unspecified incident objectives.
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 TodayICS 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 ControlCommon TerminologyModular/Scalable OrganizationIntegrated CommunicationsUnified Command StructureConsolidated Action PlansPre-designated Command CentersComprehensive 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 TerminologyCommon terminology is essential in any system, especially when diverse groups are involved in the response.Multiple company departments and/or locationsAlso 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 commanderThe 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 UniversityComprehensive Resource ManagementOctober 2004Comprehensive 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 OrganizationIntegrated CommunicationsUnified Command StructureConsolidated Action PlansPre-designated Command CentersComprehensive Resource Management
33 CommandSets 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 OperationsHas 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 LogisticsResponsible 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 FinanceResponsible 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 BenefitsFlow 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.
40 Guiding Principles Protect life safety Stanford UniversityOctober 2004Protect life safetySecure critical infrastructure and facilitiesResume teaching and research programCampus EmergenciesNatural:Earthquake, Fire/Firestorm, Flood, Hurricane, Tornado, Severe storm, Infrastructure, Sustained power outage, Loss of communications/ network hubHazardous materialsChemical, Radiological, Biological/EpidemicMalicious/intentional actsTerrorism, ,Explosive device, Intruder/hostage/shootingOtherFire/Mass casualty/fatality, Other______________
41 Response Incident Level Response Plan Level 1 Level 2 Level 3 Stanford UniversityOctober 2004Incident Level Response PlanLevel 1A minor, localized department or building incident that is quickly resolved with existing University resources or limited outside helpLevel 2A major emergency that disrupts a sizable portion of the campus community and requires coordination of internal operational groups and possibly external organizationsLevel 3An event, such as a major earthquake, involving the entire campus and surrounding communityUniversity Response Management TeamsOperational department response teamsEH&S, Facilities, Public Safety, etc…Operational Department TeamsLevel 1 and certain Level 2 events can normally be handled by service Department response teamsElectrical Outage - Facilities OperationsHazardous Materials spills - Environmental Health & SafetyMedical emergencies - Vaden student health or the HospitalsNetworking or computer issues - ITSSViolence or criminal activity - Public SafetySituation Triage and Assessment Team (STAT)Satellite Operations Centers (SOC)Emergency Management Team & Emergency Operations Center (EOC)
42 Situation Triage and Assessment Team-STAT Stanford UniversityOctober 2004Situation Triage and Assessment Team-STATEH&SPublic SafetyFacilitiesFor Level 2 EmergenciesCommunicationServicesIncidentCommanderMedicalThe 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 RoleAny 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&MNewsServiceAdditionalspecialists/unitsas neededIncident 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 campusOperational Services SOC’s1. Public Safety2. Environmental Health & Safety3. Land & Buildings (Fac Ops)4. ITSS5. Residential & Dining Enterprises6. Student Health Services7. Stanford Hospitals
44 Satellite Operations Centers Stanford UniversityOctober 2004Administrative & Academic SOC’s1. Graduate School of Business2. School of Earth Sciences3. School of Education4. School of Engineering5. School of Humanities & Sciences6. School of Law7. School of Medicine8. President and Provost’s Office9. Vice Provost for Student Affairs10. Dean of Research11. Alumni Association/ Development Office12. CFO & Business Affairs13. University Libraries (SULAIR)14. Athletics (DAPER)15. SLAC16. Hoover Institution17. Stanford Management Company18. Stanford Campus Residential LeaseholdersInvolvement in SOC?: Know anything about their EOC
45 Response Teams & Activation Plans Department Operational TeamsSTATSOCEOCLevel 1Level 2Level 3?Automatic activationActivated if needed?Activated only under extenuating circumstances
46 Satellite Operations Centers Mitigation & PreparednessCreate departmental preparedness, response, and recovery plansConduct training in these areas independent of the annual, campus-wide exerciseEnsure all personnel know the location of the Emergency Assembly Points (EAPs) used during emergency evacuationsRecruit volunteer Building Assessment Teams (BATs) to assist the University’s post-earthquake building inspection processParticipate in campus exercisesCoordinate the planning and implementation of business recovery and resumption activities in their areasResponseGather emergency impact data from their respective areasAccount for their personnelTransmit reports to and receive directions from the campus EOCDisseminate emergency instructions to constituents
47 Stanford University Command Operations & Planning Intelligence & Data ManagementLogistics &FinancePublicInformationPolicyGroup
48 Web ResourcesFEMA/EMI ICS web training IS100 and IS200FEMA/EMI NIMS web training IS700Department of Labor, OSHACalifornia Specialized Training Institute(CSTI)
58 One Step at a Time Get Informed Make a Plan Purchase Supplies Stanford UniversityOne Step at a TimeOctober 2004Get InformedMake a PlanPurchase SuppliesPerform WorkRelax
59 Make A Plan Collect resource information Identify basic procedures What would you do if…Identify and obtain emergency suppliesDecide on trainingMake changes
60 Assess your situation What are my risks? (Perform a risk assessment!) Fire (local or wildfire)EarthquakePower OutageFloodMud slidePersonal Injury/IllnessChemical ReleaseTsunamiWhat 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 eventTake care of businessInventory your possessionsCollect important documentInsurance policies, home title, wills, cashEstablish proceduresEvent occursEnsure safety - evacuate the areaAfter the eventReporting the event - 911Communications plan
62 Make A Plan - Take Care of Business What documentation should you have?InventoryInsurance informationHome ownership documentationBank statements, financial documentsImportant phone numbersCashWillsLet someone you trust know where it is
63 Make A Plan - Reporting the Emergency Stanford UniversityOctober 2004Make A Plan - Reporting the EmergencyReport the EmergencyKnow the Emergency Numbers to call(9) In the School of Medicine - 286Local 7 digit emergency phone for cell phones (in your phone book)Palo Alto PoliceMenlo Park PoliceLos Altos PoliceMountain View PoliceBe prepared to answerYour locationYour phone #Nature of the emergencyDo you (or anyone else) need medical attentionStay on the line until the operator hangs up. Never hang up first!
65 Probability There are three major earthquake faults in the Bay Area. San AndreasHaywardCalaveras2002 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 earthquakeDoes not say anything about how much the ground movesMitigating factors (location of rupture, depth , soil type)Example:1907 Earthquake 7.9 on the Richter scale1989 Loma Prieta 6.9 on the Richter scaleModified Mercalli ScaleMeasure of ground shaking intensity at a specific location
68 Purchase Supplies Emergency Kits (home, work &/or car) Extra Supplies Minimum 10-day supply of food and water at homeFlashlights, radio, and spare batteriesCamping equipmentExtra supplies in work area and carExtra SuppliesWarm clothingShoesExtra glassesPrescription medications
69 Emergency Kits Number 1 Rule Kit suggestions If you don’t have it with you, it can’t help you!Kit suggestionsLighting - purchase LED lightsBatteries - buy lithium batteries (good for 10 yrs)
70 Preparing your home for Earthquakes Things to consider (the easy stuff)Restrain your water heaterAdd lips to bookshelvesAdd latches to cabinet doorsRestrain furnitureRestrain equipmentThings to consider (the hard stuff)Bolt the house to the foundationIncrease house stability with plywood sheetingIs it a HOG (House Over Garage)?Chimney safetyReinforce cripple walls
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 PerryUniversity, Emergency Manager(650)
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