Transcript Comprehensive Emergency Management

WS1 - Emergency Management
Workshop
NEDRIX Annual Conference
October 29, 2002 - Newport, RI
Presented by Steve Davis
Principal, DavisLogic & All Hands Consulting
Introductions
Agenda
Definitions
Comprehensive Emergency
If there is time remaining
Management
we will cover EOCs and
Incident
Command
System
(ICS)
Virtual EOC concepts.
Exercise
Building Disaster Resilient
Communities
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, decisionmaking, 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
2.
3.
4.
5.
and Vulnerability Assessment;
Obtaining executive support;
Developing a work schedule;
Assembling and coordinating the plan;
and,
Maintaining the plan and the program.
The Four Phases of
Emergency Management
Mitigation
Recovery
Preparedness
Response
Mitigation
Mitigation is any action of a longterm, 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 nonemergency 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 Preparedness
Business Continuity/Contingency Planning
Crisis or Consequence Management
Disaster Recovery, Management or
Services
Emergency Services
Hazard Management or Mitigation
Recovery/Business Resumption Planning
Risk Management
What Does Comprehensive
Emergency Management Include?
Comprehensive Emergency Management
Traditional Emergency
Management
Security
Contingency Planning
Disaster Recovery
Business Continuity
Crisis
Communications
CEMP Plan Components
CEMP
Mitigation
Disaster
Recovery
Business
Continuity
Business
Resumption
Contingency
Planning
Objective
Prevent or
Reduce
Impact
Critical
Computer
Apps
Critical
Business
Processes
Process
Restoration
Process
Workaround
Focus
Prevention
Data
Recovery
Process
Recovery
Return to
Normal
Make Do
Example
Event
Flood
Proofing
Mainframe
or server
failure
Laboratory
Flood
Building Fire
Loss of
Application
Solution
Check Valve
Hot Site
Recovery
Dry Out &
Restart
New Equip.
New Bldg.
Use Manual
Process
Today’s Approach to EM
Decentralization of responsibilities
Focus on all phases (mitigation,
preparedness, response, and recovery)
and all hazards (natural, man-made, and
attack)
Public-Private Partnerships
Community Involvement
Community 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 Addressed
All-inclusive – Everyone Participates
Emergency Response Coordination
Effective Crisis Communication
Training for Responders and Employees
Disaster 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 Functions
1
2
3
4
5
6
7
8
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10
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Laws and Authorities
Hazard Identification and Risk Assessment
Hazard Management
Resource Management
Planning
Direction, Control and Coordination
Communications and Warning
Operations and Procedures
Logistics and Facilities
Training
Exercises
Public Education and Information
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 weaknesses
Evaluate the current state of readiness
Develop strategic plans to improve identified
weaknesses for terrorism and other threats
Justify existing program staffing and budget
Demonstrate need for additional program
development resources, e.g. staff, budget,
support from other community agencies, etc
Support 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:
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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
Chief Executive
Emergency Manager
Public Information
External Relations
Information Technology
Analysis
Planning
Admin/Finance
Logistics
Operations
Vulnerability and
Threat Assessment
Contingency Plans
Cost
Tracking
Policies
Supplies
Resources
Infrastructre
Processes
Line-of-Bus.
Life Safety
Emergency Response and Recovery Teams
Cisco’s
EOC
Incident Commander
SA FETY
Liaison
Public
Relations
FINA NCE
LOGISTICS
OPERTATIONS
TIME
FA CILITIES
SECURITY
COST
FOOD
MEDICA L
UNIT
COMMUNICAT IONS
SUPPORT
SERV ICES
PLA NNING
DOCUMNETATION
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 creative
Think 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 Personnel
Business and Industry
Volunteer/Community-Based Groups
Faith-based Organizations
The Public
Media
Academia
Public/Private Partnership
No one left to fend for themselves
Happens at the local level
A state and local as well as federal
responsibility
Each level has contributions to make
Improvisation and flexibility required
Requires teamwork
Public/Private Partnerships
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 Partnership
Mutual Trust
Mutual Support
Genuine Communication
Commitment to Work Out Conflicts
Mutual Respect
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.
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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….
What Makes the EOC Work?
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A Good Concept of Operations
Good Space
Good Teams
Good Staff
Good Communications
Good Technology
What Makes the EOC Work?
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Basic Management Functions
Objective Based
Incident Action Planning
Unity of Command
Delegation
Span of Control
Support Staff
The Challenge of Coordination
The Ideal
Information System
 Easy to use and robust information and
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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 centers
Anyone, anywhere can participate
Lower investment
Ease of use, flexibility
Requires shared communications and data
Data can be hosted off-site using
redundant servers in hardened sites
Little 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