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Incident Command System (ICS) The Incident Command System for Satellite Operations Centers.

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Presentation on theme: "Incident Command System (ICS) The Incident Command System for Satellite Operations Centers."— Presentation transcript:

1 Incident Command System (ICS) The Incident Command System for Satellite Operations Centers

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

3 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 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 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. ease_0363.xml

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

7 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 8 People and Operations 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 9 Stanford University Main Entrance - April 17, 1906Stanford University Main Entrance - April 19, 1906

10 10 Expect the Unexpected 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

11 11 Expect the Unexpected 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)

12 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 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 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 15 Sound familiar?

16 16 ICS Essential Requirements The designers had four essential requirements: 1.The system must be organizationally flexible to meet the needs of incidents of any kind and size. 2.Agencies must be able to use the system on a day-to-day basis as well as for major emergencies. 3.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. 4.The system must be cost effective.

17 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 # html html

18 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 19 What is ICS? ICS is a well organized, team approach for managing critical incidents. It has the following hallmarks: 1.Manageable Span of Control 2.Common Terminology 3.Modular/Scalable Organization 4.Integrated Communications 5.Unified Command Structure 6.Consolidated Action Plans 7.Pre-designated Command Centers 8.Comprehensive Resource Management

20 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 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 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 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 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 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 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 27 Comprehensive Resource Management 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 28 ICS allows for… 1.Manageable Span of Control 2.Common Terminology 3.Modular/Scalable Organization 4.Integrated Communications 5.Unified Command Structure 6.Consolidated Action Plans 7.Pre-designated Command Centers 8.Comprehensive Resource Management

29 29 Incident Command System

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

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

32 32 ICS Organizational Chart Command Executive Management OperationsLogistics Planning & Intelligence Finance

33 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 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 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 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 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 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 39 Stanford meets ICS

40 40 Guiding Principles Protect life safety Secure critical infrastructure and facilities Resume teaching and research program

41 41 Response 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

42 42 Situation Triage and Assessment Team- STAT Incident Commander Communication Services EH&S Public Safety Facilities Medical 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. For Level 2 Emergencies

43 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 44 Satellite Operations Centers 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 Administrative & Academic SOC’s

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

46 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 47 Stanford University Command Operations & Planning Intelligence & Data Management Logistics & Finance Public Information Policy Group

48 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 49 Testing Stanford’s Emergency Program University-wide emergency exercise history –April 1998Earthquake response –October 1999Y2K power outage scenario –October 2000 Earthquake response –October 2001Earthquake disaster recovery –November 2002Earthquake response –November 2003Infectious disease outbreak response (yersenia pestis) –November 2004Infectious disease outbreak response (norovirus) –September 2005EOC Workshop –November 2005EOC Workshop –April 6, 2006Earthquake recovery

50 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 51 Your SOC Considerations –Staffing –Location –Infrastructure –Supplies –Operation

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

53 53 Location Pre-designated Accessible Reliable Primary EOCBackup EOC

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

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

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

57 Personal Preparedness

58 58 One Step at a Time Get Informed Make a Plan Purchase Supplies Perform Work Relax

59 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 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 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 Communications plan

62 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 63 Make A Plan - Reporting the Emergency Report the Emergency Know the Emergency Numbers to call –(9)-911 In the School of Medicine –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 64 Planning for Earthquakes

65 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 66 Reality Check Richter 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 Earthquake7.9 on the Richter scale 1989 Loma Prieta6.9 on the Richter scale Modified Mercalli Scale –Measure of ground shaking intensity at a specific location

67 67 Reality Check

68 68 Purchase Supplies Emergency Kits (home, work &/or car) –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 69 Emergency Kits Number 1 Rule –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 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 71 Help is Available

72 72 Do it Right!

73 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 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 75 After the Earthquake Communications Plan –How will you share information with others after an earthquake?

76 76 Communications Plan You Family Member 1 Family Member 2 Out-of-Area Contact X X

77 77 Keith Perry University, Emergency Manager (650)

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