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

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

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

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. www.nemaweb.org/docs/national_response_plan.pdf

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. http://www.dhs.gov/dhspublic/interapp/press_release/press_release_0363.xml

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

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

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)

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

Expect the Unexpected Stanford University October 2004 October 1989 - Loma Prieta Earthquake Stanford University 1992 - Hurricane Andrew University of Miami - $17M damage Jan 1994 - Northridge Earthquake CSU Northridge - $380M April 1997 - Red River flood University of North Dakota - $46M July, 1997 - Flood Colorado State University - Library and bookstore flooded Most of campus closed 1-2 weeks - >$100M damages Labor Day 1998 - Severe windstorm Syracuse University - $4M Loma Prieta Earthquake: October 17, 1989 - 5:04 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 1992. 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.

Expect the Unexpected Stanford University October 2004 July 1999 - Power Outage Columbia University affected by major power outage in July ’99 – lost power for 2 full days Jan 19, 2000 - Residence Hall Fire Seton Hall University – 3 students killed; 12 seriously injured June 2001 - Tropical Storm Allison University of Texas Medical School - $205M September 24, 2001 - Tornado University of Maryland Jan 11, 2002 - Laboratory Fire University of California, Santa Cruz - $4-5M and loss of >10 years of research data 2005 - 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

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.

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

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.

Sound familiar?

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.

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. http://www.whitehouse.gov/news/releases/2003/02/20030228-9.html

ICS is Required! Federal law mandates the use of ICS for all hazardous material incidents (1910.120(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.

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

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.

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.

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.

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.

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.

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, 2 - 4 hours. The Incident Commander determines the length of the operational period based on the complexity and size of the incident.

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.

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.

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

Incident Command System

Five Functions of ICS Command Operations Planning & Intelligence Logistics Finance

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

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

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.

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”

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.

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.

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.

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.

Stanford meets ICS

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______________

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)

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.

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

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

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

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

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

Web Resources FEMA/EMI ICS web training IS100 and IS200 http://training.fema.gov/EMIWeb/IS/is100.asp FEMA/EMI NIMS web training IS700 http://www.training.fema.gov/EMIWeb/IS/IS700.asp Department of Labor, OSHA http://www.osha.gov/SLTC/etools/ics/ California Specialized Training Institute(CSTI) http://www.oes.ca.gov

Testing Stanford’s Emergency Program University-wide emergency exercise history April 1998 Earthquake response October 1999 Y2K power outage scenario October 2000 Earthquake response October 2001 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, 2006 Earthquake recovery

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

Your SOC Considerations Staffing Location Infrastructure Supplies Operation

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

Location Pre-designated Accessible Reliable Primary EOC Backup EOC

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

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

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

Personal Preparedness

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

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

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

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

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

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)-911 In the School of Medicine - 286 Local 7 digit emergency phone for cell phones (in your phone book) Palo Alto Police 650-321-4433 Menlo Park Police 650-325-4424 Los Altos Police 650-947-2779 Mountain View Police 650-903-6395 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!

Planning for Earthquakes

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

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

Reality Check

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

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)

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

Help is Available

Do it Right!

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."

Testimonials Northridge Home Retrofit Success “A family spent $3200 in 1993 retrofitting their home built in 1911. 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

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

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

University, Emergency Manager Keith Perry University, Emergency Manager (650) 725-1409 kperry@stanford.edu