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WS1 - Emergency Management Workshop
NEDRIX Annual Conference
October 29, 2002 - Newport, RI
Presented by Steve DavisPrincipal, DavisLogic & All Hands Consulting
Introductions
Agenda
Definitions
Comprehensive Emergency Management
Incident Command System (ICS)
Exercise
Building Disaster Resilient Communities
If there is time remaining we will cover EOCs and Virtual EOC concepts.
Are We Ready For Anything?
Eighty-one per cent of CEOs say that their company's plans were inadequate to handle the myriad of issues arising from the World Trade Center tragedy
Definitions
What is Emergency Management?
Emergency Management is the process of mitigating threats and preparing for,
responding to, and recovering from an emergency.
Planning is only one component of a CEMP. Hazard mitigation, preparedness, training, testing, and coordination are all equally important activities.
What’s an Emergency?
An unexpected situation or event, which places life and/or property in danger and requires an immediate response to protect life and property.
Emergency Management
“Organized analysis, planning, decision-making, and assignment of available resources to mitigate, prepare for, respond to, and recover from the effects of all hazards. The goal of emergency management is to save lives, prevent injuries, and protect property and the environment if an emergency occurs.”
Comprehensive Emergency Management (CEM)
An integrated approach to the management of all emergency programs and activities for all four emergency phases (mitigation, preparedness, response, and recovery), for all types of emergencies and disasters (natural, man-made, and attack.)
Includes continuity, disaster recovery, and related activities.
CEMP Plan
Contains policies, authorities, concept of operations, legal constraints, responsibilities, and emergency functions to be performed. Agency response plans, responder SOPs, and specific incident action plans are developed from this strategic document.
CEMP Program
Provides the framework for development, coordination, control, and direction of all CEM planning, preparedness, readiness assurance, response, and recovery actions
The plan documents the program
CEM Planning Activities
1. Conducting a Hazard Identification and Vulnerability Assessment;
2. Obtaining executive support;
3. Developing a work schedule;
4. Assembling and coordinating the plan; and,
5. Maintaining the plan and the program.
The Four Phases of Emergency Management
Mitigation
Recovery
Preparedness
Response
Mitigation
Mitigation is any action of a long-term, permanent nature that reduces the actual or potential risk of loss of life or property from a hazardous event.
Mitigation Examples
Building and Facility Design
Critical Infrastructure Protection
Acquisition or Relocation of Structures
Hazards Control Measures
Public Education, Awareness, Outreach
Preparedness
Preparedness is planning now on how to respond in case of emergency in order to protect human lives and property, and developing capabilities and programs that contribute to a more effective response.
Preparedness Examples
Establishing an Emergency
Management Program
Develop Plans
Capability Assessment
Training and Education
Tests and Exercises
Insurance
Response
Emergency response activities are conducted during the time period that begins with the detection of the event and ends with the stabilization of the situation following impact.
Response Examples
Implement Preparedness Measures
Emergency Response Teams
Provide Emergency Assistance
Confront Hazard Effects & Reduce
Damage
Enhance Recovery Potential
Recovery
Recovery refers to those non-emergency measures following disaster whose purpose is to return all systems, both formal and informal, to as normal as possible.
Recovery Examples
Crisis Counseling
Business Resumption
Debris Clearance (non-critical)
Develop Recovery Strategy
Temporary Housing
Disaster Assistance
Reconstruction
Other Terms
Civil Defense/Emergency PreparednessBusiness Continuity/Contingency PlanningCrisis or Consequence ManagementDisaster Recovery, Management or ServicesEmergency ServicesHazard Management or MitigationRecovery/Business Resumption PlanningRisk Management
What Does Comprehensive Emergency Management Include?
Comprehensive Emergency Management
Contingency Planning Disaster Recovery
Security Business Continuity
Crisis Communications
Traditional Emergency Management
CEMP Plan Components
CEMP MitigationDisaster Recovery
Business Continuity
Business Resumption
Contingency Planning
ObjectivePrevent or Reduce Impact
Critical Computer Apps
Critical Business Processes
Process Restoration
Process Workaround
Focus PreventionData Recovery
Process Recovery
Return to Normal
Make Do
Example
EventFlood Proofing
Mainframe or server failure
Laboratory Flood
Building FireLoss of Application
Solution Check ValveHot Site Recovery
Dry Out & Restart
New Equip. New Bldg.
Use Manual Process
Today’s Approach to EM
Decentralization of responsibilitiesFocus on all phases (mitigation, preparedness, response, and recovery) and all hazards (natural, man-made, and attack)Public-Private PartnershipsCommunity InvolvementCommunity Resilience
New Generation of Emergency Managers
More Professional and Knowledgeable
Younger and More Diverse
Emergency Management is Career
Builds Disaster Resilient Communities
Proactive
Plans With Jurisdictional Stakeholders
Partnering and Networking
Emergency Planning Concepts
Incident Command System (ICS)All Hazards AddressedAll-inclusive – Everyone ParticipatesEmergency Response CoordinationEffective Crisis CommunicationTraining for Responders and EmployeesDisaster Recovery Communication and Information Sharing
Planning Process
Assess - identify and triage all threats (BIA)
Evaluate - assess likelihood and impact of each threat
Mitigate - identify actions that may eliminate risks in advance
Prepare – plan for contingent operations
Respond – take actions necessary to minimize the impact of risks that materialize
Recover – return to normal as soon as possible
Emergency Support Functions1 Laws and Authorities 2 Hazard Identification and Risk Assessment 3 Hazard Management 4 Resource Management 5 Planning 6 Direction, Control and Coordination 7 Communications and Warning 8 Operations and Procedures 9 Logistics and Facilities 10 Training 11 Exercises 12 Public Education and Information 13 Finance and Administration
Building a CEMP Plan
NFPA 1600
A “Standard on Disaster/Emergency Management and Business Continuity.
It may become the industry standard for all organizations, including governments and businesses.
Describes the basic criteria for a comprehensive program that addresses disaster recovery, emergency management, and business continuity.
1600 Methodologies
Addresses methodologies for defining and identifying risks and vulnerabilities and provides planning guidelines which address: Restoration of the physical infrastructure Protecting the health and safety of personnel Crisis communications procedures Management structures for both short-term
recovery and ongoing long-term continuity of operations
Capabilities Assessment for Readiness
The aim of a CAR project is to research, identify, and report on the scope of the Organization’s Emergency Management Program to ensure compatibility with federal and state emergency management standards. The report will support strategic planning by identify program areas needing immediate development, updating, or improvement, and those elements to be accomplished during the later planning phases.
Capabilities Assessment for Readiness Benefits
Identify existing strengths and weaknessesEvaluate the current state of readinessDevelop strategic plans to improve identified weaknesses for terrorism and other threatsJustify existing program staffing and budgetDemonstrate need for additional program development resources, e.g. staff, budget, support from other community agencies, etcSupport professional development and accreditation programs
Using the Incident Command Structure
Background
The Incident Command System in use today is an outgrowth of California’s FIRESCOPE program developed in the 1970s to improve management of large wildfires. It was designed to provide a commonly accepted management structure that would result in better decisions and more effective use of available resources. It was specifically designed for incidents that involve many local, state, and federal agencies and multiple political jurisdictions.
ICS Features
Standard Organization Incident Facilities Incident Action Plan Span of Control Unity of Command Common Responsibilities
Common ICS Terminology
Organizational Functions: Operations, Intelligence, Logistics, and Finance. Functions pre-designated and named for the ICS.
Resources: Refers to the combination of personnel and equipment
used in response and recovery.
Facilities: Common identifiers used for those facilities in and around
the incident area which will be used during the course of the incident. These facilities include the command center, staging areas, etc.
Modular Organization
ICS's organizational structure is modular.
As the need arises, functional areas may be developed.
Several branches may be established.
Structure based upon the needs of the incident.
One individual can simultaneously manage all major functional areas in some cases.
If more areas require independent management, someone must be responsible for that area.
Typical EOC Organization
P u b lic In fo rm ationE xte rn a l R e la tion s
In fo rm ation Tech n o log yA n a lys is
V u ln erab ility an dTh rea t A ssessm en tC on tin g en cy P lan s
P lan n in g
C os tTrack in gP o lic ies
A d m in /F in an ce
S u p p liesR esou rces
L og is tic s
In fras tru c treP rocesses
L in e-o f-B u s .L ife S a fe ty
O p era tion s
E m erg en cy M an ag er
C h ie f E xecu tive
Emergency Response and Recovery Teams
Incident Commander
SAFETY
Liaison
PublicRelations
LOGISTICS OPERTATIONS PLANNINGFINANCE
MEDICALUNIT
SECURITYFACILITIES
FOOD
COMMUNICATIONS
SUPPORTSERVICES
TIME
COST
DOCUMNETATION
Cisco’s EOC
Based on the Incident Command System
Incident Commander
In Charge at the Incident
Assigned by Responsible Jurisdiction or Agency
May Have One or More Deputy Incident Commanders
May Assign Personnel for Command Staff & General Staff
EOC Manager
Manages the EOC - not the incident
Makes sure everything is working
Maintains a safe environment
Optimizes efficiency
Facilitates and coordinates
Solves problems
EOC Staff Members
Check-in with the EOC Manager.Review the situation report (SitReps) and incident logs.Make sure that your name is listed on the current EOC organization chart.Review the staff Operating Guide (SOG) and set up your work station.Start an incident log which details your actions (chronologically.)
Incident Action Plan (IAP)Concepts
Planning process has been developed as a part of the ICS to assist planners in the development of a plan in an orderly and systematic manner.
Incidents vary in complexity, size, and requirements for detailed plans.
Not all incidents require detailed plans.
Incident Action Plan (IAP)Responsibilities
Planning Chief - conducts a planning meeting and coordinates preparation of the incident action plan.
Incident Manager - conducts planning meeting and coordinates preparation of the IAP.
Operations Chief - conduct the planning meeting and coordinates preparation of the IAP.
Finance Chief - provides cost implications of control objectives as required.
Logistics Chief - ensures resources.
IAP Meeting Participants
For major incidents, attendees should include:
Incident Manager
Command and general staff members
Resource unit leader
Situation unit leader
Communications unit leader
Technical/Specialists (As Required)
Agency representatives (As Required)
Recorders
IAP Briefing on Situation and Resource Status
The planning section chief and/or resources and situation unit leaders should provide an up-to-date briefing on the situation as it currently exists.Specify Tactics for Each Division.Place Resource and Personnel Order.Consider Communication Requirements.Finalize, Approve, and Implement the Incident Action Plan.
It’s Not Enough Just to Plan
Use focus groups and brainstorming Seek “what can go wrong” Find alternate plans & manual work arounds Find innovative solutions to risks
Plans must be exercised Hold table top exercises for disasters Conduct “fire drills” of plans Train staff for action during emergencies
Using Scenarios
Be creative but not too creativeThink about how bad it should be Loss of Lifelines? Supply Chain Disruptions? Civil unrest?
Develop likely scenarios and develop scenario-based plans
Ready to Roll?Ready for a Break?
“Sick Ticket” Scenario
Think about CEMP and IAP concepts and how they would
apply in this scenario.
Table Top Exercise
Bio Terrorism Scenario
Designed to demonstrate interagency communication requirements
Form a group, assume your traditional role if possible
Someone play the Emergency Manager role
Someone will play a Health Department role
Sick Ticket Scenario
An international flight takes off from overseas.
During the flight, the flight crew reported that an individual was sick during the flight.
The young man (Sick Ticket) appeared to be feverish and tired but declined medical aid.
A few red spots were noted on Sick Ticket’s face as he walked down the jet way.
Sick Ticket Scenario
Local news reports mention concerns raised at the airport about the sick person.
Local “expert” mentions that he is concerned that it could have been smallpox.
Local officials acknowledge that they are looking for “Sick Ticket”.
You heard the news - Questions
What are you going to do?
Where will you turn for information?
What do you need to know?
What is your action plan? What actions will you take? What are your next steps?
Building Disaster Resilient Communities
Community-Wide Planning
Local Government PersonnelBusiness and IndustryVolunteer/Community-Based GroupsFaith-based OrganizationsThe PublicMediaAcademia
Public/Private Partnership
No one left to fend for themselvesHappens at the local levelA state and local as well as federal responsibilityEach level has contributions to makeImprovisation and flexibility requiredRequires teamwork
Improvisation and Flexibility
Mutual Respect and Understanding
Team Approach/Networking and Coordination Sharing Resources and Information Joint Planning, Programming, Exercises Fiscal Linkages, e.g. Joint Budgets
Public/Private Partnerships
Mutual Trust
Mutual Support
Genuine Communication
Commitment to Work Out Conflicts
Mutual Respect
Public/Private Partnership
Emergency Management Issues for Business
Work with local and regional disaster agencies and business associations
Assess special problems with disasters Loss of lifelines Emergency response
Review and revise existing disaster plans
Look for new areas for planning
Building Disaster Resilient Communities
Sustainable Development Philosophy
Unconstrained Development = Disaster
Strategic Community Planning (Smart
Growth)
Mitigate Hazards
Respect and Defend the Environment
Network and Partner
Building Disaster Resilient Communities
Reduce Vulnerability of People
Seek Inter & Intra-Governmental Equity
Smart & Long-Term Structural Mitigation
Public Education Needed
The Future of Emergency Management
Four-Phases
Problem Areas
Low Salience
Lack of Strong Political Constituency
Un-funded Federal Mandate Resistance
Disaster Ignorance
Difficulty Demonstrating Effectiveness
Technical & Administrative Know-How
Develop Working Contacts
Public-Private Partnerships
Government Officials
Planning & Zoning Boards
Natural Resources/Environmental Protection Agencies and Organizations
Academia & Professional Organizations
Community Based Organizations
Emergency Operations Centers
The Purpose of the EOC
The EOC’s purpose is to coordinate incident information and resources for management. The EOC must receive, analyze, and display
information about the incident to enable CEO decision-making.
The EOC must find, prioritize, deploy, and track critical resources.
The EOC must enhance decision making, communication, collaboration, and coordination.
The EOC is really a place where:
Uncomfortable people
Meet in cramped conditions
To play unfamiliar roles
Making unpopular decisions
Based on inadequate information
In much too little time
While drinking way too much coffee….
A Good Concept of Operations Good Space Good Teams Good Staff Good Communications Good Technology
What Makes the EOC Work?
Basic Management Functions Objective Based Incident Action Planning Unity of Command Delegation Span of Control Support Staff
What Makes the EOC Work?
The Challenge of Coordination
The Ideal Information System
Easy to use and robust information and decision management system
Central command and control Early alert communications function Event tracking and logging SOP and automated check lists Resource management Documentation of response actions for due
diligence
Virtual EOCs
A “Virtual EOC” enables managers to: participate in critical decision-making
processes regardless of physical location effectively direct and control resources automate processes and methodologies assign and track tasks efficiently communicate real-time information protect communication and data with needed
redundancy and flexibility
Advantages of a Virtual EOC
Augments physical centersAnyone, anywhere can participateLower investmentEase of use, flexibilityRequires shared communications and dataData can be hosted off-site using redundant servers in hardened sitesLittle or no infrastructure required – uses readily available Internet technology
Management Strategies
Lead a top-notch team
Assess all hazards and risks
Complete and test contingency plans
Design a robust Command Center
Drill the Command Center
Implement a system for command, control, communication, and intelligence
A Good Plan
"The plan is nothing.
Planning is everything.“
General Eisenhower
For More Information
Contact:
Steve Davis, Principal
All Hands Consulting
AllHandsConsulting.com
Steve@ AllHandsConsulting.com