handout Dave Clements 6pp.pdf

8/20/2019 handout Dave Clements 6pp.pdf

1/11

1/16/20

Operations

Dave Clements, P.E.NYS Department of Homeland Security & Emergency Services

Formerly with NYS Department of Transportation

“Catastrophes take place when

severe events

interact

with

human

vulnerability…..”

What will be discussed ??

Engineering roles and responsibilities

Incident Command System (ICS)

National Incident Management System (NIMS)

Three Case Studies

What is Emergency

Management and how

does it relate to you as an

Engineer ??


2/11

1/16/20


3/11

1/16/20

Impacts of Severe Events

Medical care & Sheltering difficult

Public information nearly impossible

Debris removal insurmountable

Rebuilding lengthy process; Outside involvement


4/11

1/16/20

Rethinking Hazards……

Little control

over

severe

events

Consider “naturalness” of disasters

Concentrate on human activities; “Regional” ICS

For example: Twin Towers had problems in command and control, radio communications and evacuation procedures.

What is the ICS?

ys ema c oo or command, control and coordination

ICS ComponentsCommon terminology

Modular organization

Unified command structure

Consolidated action plan

Manageable span‐of ‐control

Pre‐designated incident facilities

Comprehensive resource management

History of the ICS Developed as a result of wild fires in Southern

California in 1970

ICS created to address*:

Nonstandard terminology among responding agencies

Lack of capability to expand and contract

Communications

Action plans

Designated facilities

* “What is the Incident Command System” http://www.911dispatch.com/ics/ics_describe.html#concepts

When is the ICS Used?

Not just for fire related emergencies

It can also be used for*:

HAZMAT incidents; incidents with multiple casualties; planned events; single and multi‐agency law enforcement incidents; response to natural hazards; air, rail, water or ground transportation incidents; wide‐area search and rescue missions; private sector emergency management program; multi‐ jurisdictional or multi‐agency incidents, etc.

* “What is the Incident Command System” http://www.911dispatch.com/ics/ics_describe.html#concepts

5 Functions of the ICS

Command

Operations

Logistics

Finance/Administration


5/11

1/16/20

Incident Command System Organizational Chart

Resources Unit

SituationUn it

Documentation Unit

Planning Section

Division orGroups

Branch DirectorGround Operations

Operations Section

Communications Unit

MedicalUnit

Branch DirectorService

Logistics Section

Time Unit

Procurement Unit

Compensation/Claims Unit

FinanceSecton

Incident Commander

Demobilization Unit

Technical Specialists

Strike Teams

Task Forces

SingleResources

Helibase Manager

Helispot Manager

AirSupport Group

HelicopterCoordinator

AirTan kerCoordinator

AirAttack Group

BranchDirectorAirOperations

FoodUnit

SupplyUnit

Facilities Unit

Ground SupportUnit

Branch Director Support

Cost Unit

“ …a consistent nationwide approach for federal, state,

tribal, and local governments to work effectively andefficiently together to prepare for, prevent, respond t o,

and recover fr om domestic inc idents, regardless of

”, , .

-Sec Tom Ridge (3/1/04)

National Incident Management

S stem

NIMS is a comprehensive, national approach to incident management that is applicable to all jurisdictional levels and across functional disciplines.

NIMS represents a core set of doctrine, principles, terminology and organizational processes to enable effective, efficient and collaborative incident management at all levels.

NIMS provides the framework for interoperability and

compatibility.

NIMS is based on a balance between flexibility and standardization.

NIMS: What It Is / What It’s

Not

NIMS is… Core set of:

NIMS is not … An oper atio nal

Doctrine

Concepts

Principles

Terminology

Organizational processes

Applicable to all

hazards

plan

A reso urc e allocati on

plan

A ter ror ism / WMD-

specific plan

Designed to address

international events

i e s

a n d R e s o u r c e s

Federal Response

Layered Response Strategy

C a p a b i l i t

Regional / Mutual Response Systems

State Response

Increasing magnitude and severity

Local Response, Municipal and County

Minimal Low Medium High Catastrophic

Intervention Points

Mitigation

Preparedness

Response

Recovery


6/11

1/16/20

Mitigation

Risk

assessments

Environment protection

Design/Construction Standards

Medical capacity

Terrorism prevention

Preparedness

All pre‐disaster functions (community education,

training, grant

management,

exercises)

‐‐ , sheltering, communications and resource management)

“Prioritized” Response

Vulnerable populations

Damage and impact assessments

Inter‐state and international mutual‐aid compacts

Coordination

Recovery

Well crafted plans

Disaster assistance programs

Rebuilding

Role of the Civil/

Transportation Engineer

Assessments

Design/Build

Inspect/Test

Maintain and Operate

THREE CASE STUDIES

Buffalo Ice Storm -10/06

Hurricane Katrina


7/11

1/16/20

Buffalo Ice Storm

10/06 Buffalo Ice Storm Oct. ‘06 Highly

localized

(0

‐24”

of

snow)

Erie, Niagara, Genesee, and Orleans Cos. declared “major disaster” areas

400,000 w/o power for over a week

13 fatalities from heart attacks, chain saw accidents, falling trees and carbon monoxide

8.8M C.Y. of debris – $130M

Buffalo Ice Storm Oct. ‘06

90% of trees damaged

Clean‐up efforts impeded by down power lines and inability of utility crews to access local roads and streets

.


ICS Command Post established by NYSDOT in Erie County

Staging Area established in State Park near Rochester

ATIG established by City OEM

Special tree crews, damage assessment teams and equipment sent by NYSDOT as far away as Long Island and from nearby states by utility companies


Despite the conditions, a Buffalo Sabres hockey game against the NY Rangers was played at the HSBC Arena w/o power – full attendance of 18,690

Role of the Civil/Transportation

Engineer

Assessments

Design/Build

Inspect/Test



8/11

1/16/20

Hurricane Katrina Strikes

New Orleans


New Orleans Flooded 160,000 homes

Flooded 50% of local businesses with 2 ft. or more of water

Deposited over 40M cubic yards of surge‐borne debris

95% of City buildings affected totaling over $400M in damages

700+ City vehicles lost amounting to $128M

Hurricane Katrina Strikes New Orleans Roads, drainage systems and bridges severely

impacted

35,000 local and Federal‐ Aid street segments damaged

10,000 street g ts amage

458 traffic signals and 20,000 street signs destroyed

70,000 catch basins/26,000 manholes clogged with debris

25,000 cars abandoned/flooded


New Orleans

Extensive damaged to DPW physical facilities

30% personnel loss

20% productivity decrease in repair work

Interruptions/delays in planned and/or scheduled maintenance and capital improvement projects

Loss of

operating

budget

Katrina ‐ Securing Recovery Funding

Multiple Federal and State agencies

Contracts with firms specializing in program management and cost recovery

Emergency Work funding and State funds used for initial debris removal and stabilization of damaged infrastructure

More refined assessments and cost estimates conducted to secure additional FEMA/ER funding for permanent repair of infrastructure

What is necessary to secure and use

Public Assistance and FHWA funding ? Identifying disaster‐related damages (FEMA, FHWA,

HUD, etc.)

scopes of recovery work and cost estimates

Documentation for future audits

Cultivate and maintain healthy and positive relationships with regional, State and Federal liaisons to accelerate recovery


9/11

1/16/20

Lessons Learned from Katrina

Have ICS training in place ‐ drill frequently

Have Financial Recovery Plan in place for management of lost regular revenue of funding in a timely manner

Develop standard operating procedures to access and administer Federally funded programs

Lessons Learned from Katrina (cont.)

Establish an effective multi‐level system of

communication

Maintain stron ublic outreach efforts

Documentation is pivotal to the recovery process

Use pre‐event/stand‐by emergency contracting


Maintain asset condition and maintenance records

Develop asset management tools, particularly bridge and highway inspection reports and drainage maintenance logs


Update standards to ensure reconstruction to most recent specifications

Plan to use contractors for recovery work and internal staff for assessment work

Assign dedicated staff to track and monitor grants and reimbursements

Prioritize recovery efforts with realistic timelines

(critical

to

effective

public

outreach)

9‐11

19 Al‐Qaeda terrorists – 4 commercial airliners

Both towers

colla sed

within

2

hours

3,000 victims died; 6,000 injured; 836 responders perished;14,000 evacuated safely

9‐11

Extensive ICS in place

Fre uent drills

Multi‐agency effort

First time in U.S. history air space cleared


10/11

1/16/20

Roles/Responsibilities of the

Engineer

Assessments

Construction Inspection

Testing


9‐11 Engineering: Search and

Rescue, Haul road, Shear wall, PATH, Fresh Kills access for DNA sampling

Pentagon was cleared and repaired within 1 year

New Freedom Tower to be

1,776’ tall

(tallest

bldg.

in

No. America)

9‐11 Lessons Learned

First tower burned for 56 minutes; Second for 102 minutes; collisions equivalent to “volcanic eru tions”

Initial communication breakdown /confusion; separate command posts; incompatible radio communications between agencies

Websites

www.fema.gov

www.semo.ny.us


11/11

1/16/20

[email protected]

or

[email protected]

Documents

handout Dave Clements 6pp.pdf