1 emergency response training and incident command acha 2009 annual meeting may 26-30, 2009 san...
TRANSCRIPT
1
Emergency Response Training and Incident Command
ACHA 2009 Annual Meeting
May 26-30, 2009
San Francisco, CA
2
Presenters
Paul M. Cell
Chief of Police
Montclair State University
Donna M. Barry
Director, University Health Center
Montclair State University
3
Workshop Objectives
Describe the National Incident Management System (NIMS), Incident Command System (ICS) and key emergency management principles as they apply to campus health care providers
Explain the importance of preparedness exercises and the impact on mitigation, response, and recovery
4
Workshop Objectives List strategies for effective emergency response preparedness and communications for diverse audiences
Describe an example of the application of the Incident Command Structure on campus and the role of health care providers through a case presentation
5
“Imagine the Unimaginable”
6
• Virginia Tech
• Northern Illinois
• H1N1 Novel Influenza
Campus Incidents
7
National Mandates
Management of Domestic IncidentsHSPD-5HSPD-5
HSPD-8HSPD-8 National Preparedness
Mandates
8
HSPD 5 Management of Domestic Incidents
Homeland Security Presidential Directive 5 (HSPD-5) directed the Secretary of Homeland Security to:
• Develop and administer a National Incident Management System (NIMS).
• Develop the National Response Framework (NRF).
9
Part of a Broader Strategy
The National Response Framework is required by, and integrates under, a larger National Strategy for Homeland Security.
10
National Strategy for Homeland Security Goals
4. Continue to strengthen the foundation to ensure our long-term success.
1. Prevent and disrupt terrorist attacks.
2. Protect the American people and our critical infrastructure and key resources.
3. Respond to and recover from incidents that do occur.
11
Framework Purpose
The purpose of the National Response Framework is to ensure that all response partners:
Understand domestic incident response roles, responsibilities, and relationships.
Respond effectively to any type of incident.
12
Scope: Domestic Incident Response
Response includes: Immediate actions to save
lives, protect property and the environment, and meet basic human needs.
The execution of emergency plans and actions to support short-term recovery.
13
NRF Premises
The Framework is always in effect and can be implemented at any level at any time.
Incident management activities are initiated and conducted using the principles contained in the National Incident Management System (NIMS).
14
Response Doctrine
Response doctrine defines basic roles, responsibilities, and operational concepts for response across all levels of government and with the private sector and nongovernmental organizations.
15
Response Doctrine
Engaged Partnership
Tiered Response
Scalable, Flexible, and Adaptable Operational Capabilities
Unity of Effort Through Unified Command
Readiness To Act
16
Key Principle: Engaged Partnership
Engaged partnership means that leaders at all levels develop shared response goals and align capabilities so that no one is overwhelmed in times of crisis. Engaged partnerships are essential to preparedness.
17
Key Principle: Tiered Response
A basic premise of the Framework is that incidents are generally handled at the lowest jurisdictional level possible.
18
Key Principle: Scalable, Flexible, Adaptable
As incidents change in size, scope, and complexity, the response must adapt to meet requirements.
19
Key Principle: Unified Command
Unity of effort through Unified Command: Is a collective, strategic
approach. Enables different agencies and
jurisdictions to coordinate, plan, and interact effectively.
Uses joint priorities and resource allocation.
Relies on a single plan and set of objectives.
20
Key Principle: Readiness to Act
Readiness is a collective responsibility. Effective national response depends on our readiness to act.
21
NIMS Mandate HSPD-5 requires all Federal
departments and agencies to:
• Adopt and use NIMS in incident management programs and activities.
• Make adoption of NIMS a condition for Federal preparedness assistance (through grants, contracts, and other activities).
22
NIMS Overview
What ? . . . NIMS provides a consistent nationwide template . . .
Who? . . . to enable Federal, State, tribal, and local governments, the private sector, and nongovernmental organizations to work together . . .
How? . . . to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents regardless of cause, size, location, or complexity . . .
Why? . . . in order to reduce the loss of life and property, and harm to the environment.
23
Builds on Best Practices
NIMS integrates emergency management best practices that:
• Lay the groundwork for the components of NIMS.
• Provide for the further development and refinement of supporting national standards, guidelines, protocols, systems, and technologies.
24
NIMS: What It Is/What It’s Not
NIMS is not . . . An operational incident
management plan A resource allocation
plan A terrorism/WMD-
specific plan Designed to address
international events
NIMS is . . . A flexible framework of:
Doctrine Concepts Principles Terminology Organizational
processes Applicable to all hazards
and jurisdictions
25
Collaborative Incident ManagementNIMS:
• Is not an operational incident management or resource allocation plan.
• Represents a core set of doctrines, concepts, principles, terminology, and organizational processes
• Enables effective, efficient, and collaborative incident management.
26
NIMS Is Dynamic
NIMS:• Is not a static system.
• Fosters the development of specialized technologies that facilitate response.
• Allows for the adoption of new approaches that will enable continuous refinement of the system.
27
Flexibility
No-Notice Events
Planned Events Forecasted Events
28
Standardization
Standardized organizational structures:
• Improve integration and connectivity among jurisdictions and disciplines.
• Allow those who adopt NIMS to work together.
• Foster cohesion among various response organizations.
29
NIMS Components
Command and Management
Preparedness
Resource Management
Communications and Information Management
Ongoing Management and Maintenance
Multiagency Coordination Systems
Public Information
IncidentCommandSystem
30
ICS
Incident Command Structure
31
ICS Features
Standardization of terminology
Definitive Chain of Command
Unity of Command
Planned, Organized Structure
Facilities/Resources Management
Communications and Information Management
32
Standardization: Common Terminology
Using common terminology helps to define:
Organizational functions. Incident facilities. Resource descriptions. Position titles.
33
Chain of Command
Chain of command is an orderly line of authority within the ranks of the incident management system that may be different than your campus line of authority.
Authority
34
Unity of Command
Under unity of command, personnel:
• Report to only one supervisor within the ICS structure.
• Receive work assignments only from the ICS supervisors.
35
ICS Organization
In the ICS organization:
• There is no correlation with the administrative structure of the University.
• Someone who serves as a Manager every day may not hold that title when deployed under an ICS structure.
36
ICS for Campuses
37
Management by Objectives
ICS is managed by objectives that are communicated throughout the entire ICS system.
38
Reliance on an Incident Action Plan
Every incident must have an Incident Action Plan (IAP) that:
• Specifies the incident objectives.• States the activities to be completed. • Covers a specified timeframe, called
an operational period.
Your campus Pandemic Response Plan is an example of an Incident Action Plan
39
Comprehensive Resource Management
Resource management includes processes for:• Categorizing resources.
• Ordering resources.
• Dispatching resources.
• Tracking resources.
• Recovering resources.
It also includes processes for reimbursement for resources, as appropriate.
40
Before an incident, it is critical to develop an integrated voice and data communications system (equipment, systems, and protocols).
Integrated Communications
Incident communications are facilitated through:
• The development and use of a common communications plan.
• The interoperability of communication equipment, procedures, and systems.
41
Incident Commander and Command Staff Functions
42
Incident Commander Role
The Incident Commander:• Provides overall leadership for incident response.
• Delegates authority to others.
• Takes general direction from agency administrator/official.
Incident Commander
43
Command Staff
Provide information, liaison, and safety services for the entire organization
Report directly to the Incident Commander
IncidentCommander
IncidentCommander
Liaison OfficerLiaison Officer
Health OfficerHealth Officer
Public InformationOfficer
Public InformationOfficer
Safety OfficerSafety Officer
44
Public Information Officer (PIO)
• Advises Incident Commander on information dissemination and media relations. Incident
• Commander approves information that the PIO releases.
• Obtains information from and provides information to Planning Section.
• Obtains information from and provides information to community and media.
• Reports directly to Incident Commander
45
Health Officer
• Advises Incident Commander on issues regarding medical and public health response
• Obtains information from and provides information to Liaison and Public Information Officers, Section Chiefs
• Reports directly to Incident Commander
46
Liaison Officer
• Assists Incident Commander by serving as point of contact for agency representatives who are helping to support the operation.
• Provides briefings to and answers questions from supporting agencies.
• Reports directly to Incident Commander
47
Safety Officer
• Advises Incident Commander on issues regarding incident safety.
• Works with Operations to ensure safety of field personnel.
• Ensures safety of all incident personnel.
• Reports directly to Incident Commander
48
General Staff Functions
49
General Staff
SafetyOfficerSafetyOfficer
LiaisonOfficerLiaisonOfficer
Public InformationOfficer
Public InformationOfficer
Command Staff
IncidentCommander
IncidentCommander
OperationsSection“Doers”
OperationsSection“Doers”
PlanningSection
“Thinkers”
PlanningSection
“Thinkers”
LogisticsSection
“Getters”
LogisticsSection
“Getters”
Finance/AdminSection
“Payers”
Finance/AdminSection
“Payers”
General Staff
50
Operations Section “The Doers”
The Operations Section:
Directs and coordinates all incident tactical operations.
Is typically one of the first organizations to be assigned to the incident.
Expands from the bottom up. Has the most incident resources. May have Staging Areas and
special organizations.
RescueGroup
RescueGroup
InvestigationGroup
InvestigationGroup
OperationsSection
OperationsSection
Staging Area
Staging Area
IncidentCommander
IncidentCommander
51
Operations Section Chief
The Operations Section Chief:
Develops and implements strategy and tactics to carry out the incident objectives.
Organizes, assigns, and supervises the tactical field resources.
Supervises air operations and those resources in a Staging Area.
Operations Section Chief
52
Planning Section “ The Thinkers”
Maintains resource status. Maintains and displays situation
status. Prepares the Incident Action Plan. Develops alternative strategies. Provides documentation services. Prepares the Demobilization Plan. Provides a primary location for
Technical Specialists assigned to an incident.
53
Planning Section Chief
The Planning Section Chief:
Gathers, analyzes, and disseminates information and intelligence.
Manages the planning process.
Compiles the Incident Action Plan.
Manages Technical Specialists.
Planning Section Chief
54
Logistics Section “The Getters”
Responsible for: Communications. Medical support to incident
personnel. Food for incident
personnel. Supplies. Facilities. Ground support.
GroundUnit
GroundUnit
FoodUnit
FoodUnit
FacilitiesUnit
FacilitiesUnit
MedicalUnit
MedicalUnit
SupplyUnit
SupplyUnit
Commun.Unit
Commun.Unit
SupportBranchSupportBranch
ServiceBranchServiceBranch
Logistics SectionLogistics Section
55
Logistics Section Chief
The Logistics Section Chief:
Provides resources and services required to support incident activities.
Develops portions of Incident Action Plan and forwards them to Planning Section.
Contracts for and purchases goods and services needed at the incident.
Logistics Section Chief
56
Finance/Administration Section“The Payers”
Contract negotiation and monitoring
Timekeeping Cost analysis Compensation for
injury or damage to property
Finance/AdminSection
Finance/AdminSection
TimeUnitTimeUnit
Compensation/Claims Unit
Compensation/Claims Unit
ProcurementUnit
ProcurementUnit
Cost UnitCost Unit
57
Finance/Administration Section Chief
The Finance/Admin Section Chief:
Is responsible for financial and cost analysis.
Oversees contract negotiations. Tracks personnel and equipment
time. Processes claims for accidents
and injuries. Works with Logistics to ensure
resources are procured.
Finance/Administration Section Chief
58
Training and Exercises
•Training (NIMS Compliance)
•Tabletops
•Full Scale Exercises
59
Incident Action Plans
Having a plan is not good enough!
Remember the three “R”s:
Review Rehearse Revise
60
ICS Simulation
Planning – blue
Logistics – pink
Operations – green
Finance/Administration – yellow
Assign Section Chief and Scribe