Fires

1
Health Emergency Management

• Fires
• Floods
• Pandemic
• Ice Storms
• Others ???

2006 Evacuees Saskatoon
Linkages, Partnerships, Continuity
2
Welcome Back!
There is nothing as dejected as an emergency
manager without an impending disaster!
3
(No Transcript)
4
(No Transcript)
5
(No Transcript)
6
(No Transcript)
7
Personal Responsibility
International Agreements
8
The Risk Matrix
 

• National Health Risk and Threat 64 Entries
• Provincial Risk and Threat Similar
• Natural, Technological, CBRN/e

Probability Rating
Impact Rating
9
Saskatchewan Links
Premier Cabinet
Ministers Responsible for the Emergency Planning
Act
Ministers Committee on Emergency Management
Deputy Minister Responsible for the Emergency
Planning Act
Deputy Ministers Committee on Emergency
Management
Deputy Minister Responsible for the Emergency
Planning Act
Provincial Emergency Operations Centre (PEOC
SaskEMO)
Regional Health Emergency Operations Centre
(RHEOC) (Operational Response)
Health Emergency Operations Centre
(HEOC) (Operational Response)
Health Facilities and Community Site
Response/Mgmt. Teams
Municipal Government Emergency Operations Centres
(EMOs/PERCs)
Provincial Federal Departments/Crowns Other
Partners
10
National Health Links

• Sector Groups (CCMOH, CHEMD, CESSD)
• Canadian Public Health Network
• Expert Group on EPR
• Further Work on the NFHEM Recommendations
• Mutual Aid Agreements
• Pandemic Influenza Operational WG
• NESS Strategic Review
• NHIMS NHEMS
• Others

11
Governance Groups -CPHN
Issue Groups

• 4 components
• Council
• Expert Groups
• Issue Groups
• Task Groups

Issue Group
Expert Groups (permanent expertise)
Issue Group
Communicable Disease Control
Issue Group
Issue Group
Canadian Public Health Laboratory Network
Issue Group
Emergency Preparedness Response Network
FPT Conference of Deputy Ministers of Health
Council FPT members (14)
Issue Group
Public Health Surveillance
Issue Group
Is accountable to
Non-Communicable Disease and Injury
Issue Group
Health Promotion
Issue Group
Task Groups (time limited)
Issue Group
Task Group
Issue Group
Issue Group
12
Possible Sask HEM Structure
1
Leadership Council
Joint Committee on Health Emergency
Management (Provincial Planning)
Regional Health Authority Emergency Executive
Sponsor (RHA Planning)
Department Executive Sponsor (ADM) (Internal
Planning)
3
4
2
Regional HEM Committee
Provincial HEM Committee (EPOs)
Business Continuity Committee
5
7
6
EPO
EPO
Municipal Emergency Measures Organizations (EMOs
PERCs)
Provincial Emergency Management Committee (PEMC
PEMAC)
9
Subject Matter Expert Advisory/Working Groups
8
10
Federal Departments, Crowns, Jurisdictions, and
Other Planning Partners
11
13
Ops Cycles
Level1 Strategic
Now What?
Heres What!
Level 2 Tactical
So What?
Heres How!
Level 3 Operational
What?
Do It Now!
Impact
Recover and Prepare
14
Linking the Systems - NHIMS
Incident Manager
Liaison Officer
Information Officer
Medical Advisor
Safety Officer
Planning
Logistics
Operations
Finance
The National Health Incident Management System
(NHIMS) is a tool within the NFHEM that is not a
plan but an organizational structure for response
that uses common terminology and formats.
15
IMS Links
Fed. GOC
Vertical Integration
Lateral Integration
16
Sask Health IMS Draft (SHIMS)
17
National Health Incident Management System
(NHIMS)
18
What is IMS?

• An organizational and planning system that
  defines the roles and responsibilities to be
  assumed by personnel and the operating procedures
  to be used in the management and direction of
  emergency incidents and other functions.
• Structure and Process

19
IMS vs ICS

• Incident Management Systems (IMS) is the generic
  description
• Incident Command System (ICS) is a specific type
  or version of IMS
• The Hospital Emergency Incident Command System
  (HEICS) is another type of IMS, designed for
  facilities.
• Most P/Ts currently use, or are developing IMS
  based response systems

20
NHIMS Principles

• Pan-Canadian and trans-jurisdictional
• Enable and facilitate coordinated national
  response decision making
• Acknowledge and support jurisdictional response
  authority and responsibility
• Promote coordinated and effective emergency
  response and help to ensure continuity of
  services.

21
NHIMS Principles - 2

• Be based on the incident management system (IMS)
  and adapt IMS structure, functions, terminology.
• Use consistent, common terminology.
• Be modular and adaptable to any situation
  regardless of size or type.
• Be adapted to meet the needs of the jurisdiction
  using it and the development should involve all
  stakeholders.

22
NHIMS Principles - 3

• Be integrated with other agencies (vertical and
  horizontal integration).
• Be suitable for use by all components of the
  health sector.
• Allow for unified command / management.
• Be defined and documented in writing.
• Have clearly defined roles and responsibilities
  that are consistent with normal roles.
• Have clearly defined implementation, escalation,
  de-escalation, and termination procedures.

23
Interoperability

• This section refers to the National Framework on
  Health Emergency Management
• Inter-Operable between emergency management
  partners (SOREM, PSEPC, GOC, etc.)

24
Authority

• Approval Process
• Expert Group in St. John's (October 3-5)
• Ultimate E.G. Draft
• Expert Group to CPHN
• Approval by Conference of DMs
• Provincial and Regional

25
Templates

• Notification/Activation
• Notification/Alert
• Escalation/De-Escalation
• Termination
• Polices Procedures Samples
• Security Issues
• Operational EOC Guides
• NHIMS Model Structures
• Sample Job Action Sheets
• Blank Crossover Template
• Sample Org Charts

• Incident Action Plan
• After Action Report
• Debriefing
• Exercises
• Risk Assessment Tool
• SitReps
• Mutual Aid Template(s)
• RHA-RHA-Provincial
• Inter-Department
• FPT (Operational Group)

26
Business Cycles

• Communications
• Emergency
• Operations
• Daily Planning Cycles
• Timing of Meetings

27
Tools

• HEM Software
• Thesis Study
• Internet
• Web Portal
• Outlook Connections
• Discussion Board
• Project Management Tools
• Video Conferencing
• Meetings
• Operations
• Security

• Common Lexicon
• Inter-Jurisdictional Matrix
• Internet
• Portals
• Interactive Sites
• Open Sites
• Chat Room/Discussion Board

28
Links Partners
29
Business Continuity Planning

• September 11th, SARs, CBRN/e, and Pandemic have
  focused attention
• Need for Business Continuity and ERPlans
• Duties and Responsibilities of Organizations
• New national and provincial focus requires
  renewal
• New Provincial Structures (Attached)
• New National Networks, Links, and Plans
• Shared resources, pan-Canadian, seamless
• Departments updating emergency plans.

30
Why is BCP Important?

• Safeguards Human Life
• Minimizes critical decision in a time of crisis /
  minimizes errors and omissions.
• Reduces dependency on specific personnel
• Minimizes loss of data, critical functions,
  assets
• Facilitates timely recovery of business functions
• Maintains public image and reputation

31
Good BCP Covers Requirements

• Duty to Act Due Diligence obligations
  (Moral,Ethical, Financial , Legislated)
• Standard of Care
• Accreditation
• Mandates under provincial legislation
• Bill C-45 Monitor Legislation/Stds.
• Public Expectation v/s Available Resources

32
Elements of Business Continuity

• A Business Continuity Program
• Is NOT a Project.
• Is NOT a one-time task.
• Is NOT for a fixed time.
• Must be an ongoing, living program that consists
  of several independent projects.
• 3 Key Interdependent Areas

33
Three Key Areas of Involvement
Building Staff Training Exercises
The internal and external factors are
interdependent and often must progress mutually.
34
Elements of Business Continuity

• Prevention / Reduce / Mitigate
• Steps taken to identify and reduce risk
• Response / Management
• Planned reaction to and consequence management of
  adverse events.
• Recovery
• Planned resumption and recovery of operations and
  systems
• Restoration
• Restoration or replacement of assets after an
  interruption.

35
Basic Steps in Development

• Develop a Corporate Policy / Culture
• Assess and Reduce Risks and Threats
• Assess Business Impacts of Threats
• Prioritize critical functions / assets
• Develop strategies for reduction, response, and
  recovery
• Establish teams and tasks
• Write BC and Response Plans
• Train and Exercise Staff
• Update and Maintain Plans

36
Roles and Responsibilities

• Executives Role / Accountability
• Protect Preserve Organizations Assets
• Assign Key Functional Personnel to Carry out
  Recovery
• Liable for consequences of
• Business Interruption
• Loss of Business Critical Information
• Safety of Personnel
• Management for Areas of Responsibility
• All Employees for Participation and Compliance

37
Strategic BCP Methodology
Emergency Event
Completed BC Plan
1. Create a BCP Policy
4. Est. Training Awareness
5. Coordinate BCP with Pertinent Laws, Regs,
Standards
2. Establish a BCP Steering Committee
6. Coordinate with Related Agencies
Maintain Disaster Readiness
3. Establish a BC Plan Development Project
7. Plan Development Project
Time
X
8. Risk and Threat Assessment
Execute BC Plan
12. BC Plan Testing
9. Business Impact Analysis
BC Plan Maintenance Regular Testing
10. BC Strategies Development
11. BC Plan Development
BCP Begins
38
Key First Steps

• Organization Decision for BCP
• Draft Organization BCP Policy
• Signed by the Board Chair and CEO
• Appoint an Executive Sponsor(s)
• Establish a Steering Committee
• Representative from each Unit
• Authority to speak for the Unit