1 emergency response training and incident command acha 2009 annual meeting may 26-30, 2009 san...

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Emergency Response Training and Incident Command

ACHA 2009 Annual Meeting

May 26-30, 2009

San Francisco, CA

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Presenters

Paul M. Cell

Chief of Police

Montclair State University

Donna M. Barry

Director, University Health Center

Montclair State University

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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

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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

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“Imagine the Unimaginable”

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• Virginia Tech

• Northern Illinois

• H1N1 Novel Influenza

Campus Incidents

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National Mandates

Management of Domestic IncidentsHSPD-5HSPD-5

HSPD-8HSPD-8 National Preparedness

Mandates

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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).

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Part of a Broader Strategy

The National Response Framework is required by, and integrates under, a larger National Strategy for Homeland Security.

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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.

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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.

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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.

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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).

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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.

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Response Doctrine

Engaged Partnership

Tiered Response

Scalable, Flexible, and Adaptable Operational Capabilities

Unity of Effort Through Unified Command

Readiness To Act

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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.

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Key Principle: Tiered Response

A basic premise of the Framework is that incidents are generally handled at the lowest jurisdictional level possible.

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Key Principle: Scalable, Flexible, Adaptable

As incidents change in size, scope, and complexity, the response must adapt to meet requirements.

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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.

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Key Principle: Readiness to Act

Readiness is a collective responsibility. Effective national response depends on our readiness to act.

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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).

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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.

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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.

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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

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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.

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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.

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Flexibility

No-Notice Events

Planned Events Forecasted Events

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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.

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NIMS Components

Command and Management

Preparedness

Resource Management

Communications and Information Management

Ongoing Management and Maintenance

Multiagency Coordination Systems

Public Information

IncidentCommandSystem

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ICS

Incident Command Structure

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ICS Features

Standardization of terminology

Definitive Chain of Command

Unity of Command

Planned, Organized Structure

Facilities/Resources Management

Communications and Information Management

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Standardization: Common Terminology

Using common terminology helps to define:

Organizational functions. Incident facilities. Resource descriptions. Position titles.

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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

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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.

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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.

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ICS for Campuses

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Management by Objectives

ICS is managed by objectives that are communicated throughout the entire ICS system.

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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

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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.

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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.

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Incident Commander and Command Staff Functions

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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

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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

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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

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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

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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

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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

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General Staff Functions

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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

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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

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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

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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.

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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

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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

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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

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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

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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

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Training and Exercises

•Training (NIMS Compliance)

•Tabletops

•Full Scale Exercises

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Incident Action Plans

Having a plan is not good enough!

Remember the three “R”s:

Review Rehearse Revise

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ICS Simulation

Planning – blue

Logistics – pink

Operations – green

Finance/Administration – yellow

Assign Section Chief and Scribe