WS1 Emergency Management Workshop

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WS1 - Emergency Management Workshop
NEDRIX Annual Conference October 29, 2002 -
Newport, RI Presented by Steve DavisPrincipal,
DavisLogic All Hands Consulting
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Introductions
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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.
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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
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Definitions
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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.
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Whats 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.

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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.

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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.

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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.

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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
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CEM Planning Activities

• Conducting a Hazard Identification and
  Vulnerability Assessment
• Obtaining executive support
• Developing a work schedule
• Assembling and coordinating the plan and,
• Maintaining the plan and the program.

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The Four Phases of Emergency Management
Mitigation
Preparedness
Recovery
Response
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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.

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Mitigation Examples

• Building and Facility Design
• Critical Infrastructure Protection
• Acquisition or Relocation of Structures
• Hazards Control Measures
• Public Education, Awareness, Outreach

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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.

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Preparedness Examples

• Establishing an Emergency Management Program
• Develop Plans
• Capability Assessment
• Training and Education
• Tests and Exercises
• Insurance

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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.

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Response Examples

• Implement Preparedness Measures
• Emergency Response Teams
• Provide Emergency Assistance
• Confront Hazard Effects Reduce Damage
• Enhance Recovery Potential

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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.

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Recovery Examples

• Crisis Counseling
• Business Resumption
• Debris Clearance (non-critical)
• Develop Recovery Strategy
• Temporary Housing
• Disaster Assistance
• Reconstruction

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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

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What Does Comprehensive Emergency Management
Include?
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Comprehensive Emergency Management
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CEMP Plan Components
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Todays 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

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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

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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

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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

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Emergency Support Functions

• 1 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 

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Building a CEMP Plan
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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.

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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

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Capabilities Assessment for Readiness

• The aim of a CAR project is to research,
  identify, and report on the scope of the
  Organizations 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.

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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

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Using the Incident Command Structure
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Background

• The Incident Command System in use today is an
  outgrowth of Californias 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.

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ICS Features

• Standard Organization
• Incident Facilities
• Incident Action Plan
• Span of Control
• Unity of Command
• Common Responsibilities

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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.

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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.

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Typical EOC Organization
Emergency Response and Recovery Teams
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Ciscos EOC
Based on the Incident Command System
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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

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EOC Manager

• Manages the EOC - not the incident
• Makes sure everything is working
• Maintains a safe environment
• Optimizes efficiency
• Facilitates and coordinates
• Solves problems

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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.)

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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.

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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.

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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

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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.

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Its 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

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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

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Ready to Roll?Ready for a Break?
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Sick Ticket Scenario

• Think about CEMP and IAP concepts and how they
  would apply in this scenario.

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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

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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 Tickets face
  as he walked down the jet way.

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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.

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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?

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Building Disaster Resilient Communities
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Community-Wide Planning

• Local Government Personnel
• Business and Industry
• Volunteer/Community-Based Groups
• Faith-based Organizations
• The Public
• Media
• Academia

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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

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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

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Public/Private Partnership

• Mutual Trust
• Mutual Support
• Genuine Communication
• Commitment to Work Out Conflicts
• Mutual Respect

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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

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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

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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

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Problem Areas

• Low Salience
• Lack of Strong Political Constituency
• Un-funded Federal Mandate Resistance
• Disaster Ignorance
• Difficulty Demonstrating Effectiveness
• Technical Administrative Know-How

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Develop Working Contacts

• Public-Private Partnerships
• Government Officials
• Planning Zoning Boards
• Natural Resources/Environmental Protection
  Agencies and Organizations
• Academia Professional Organizations
• Community Based Organizations

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Emergency Operations Centers
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The Purpose of the EOC

• The EOCs 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.

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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.

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What Makes the EOC Work?

• A Good Concept of Operations
• Good Space
• Good Teams
• Good Staff
• Good Communications
• Good Technology

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What Makes the EOC Work?

• Basic Management Functions
• Objective Based
• Incident Action Planning
• Unity of Command
• Delegation
• Span of Control
• Support Staff

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The Challenge of Coordination
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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

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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

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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

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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

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A Good Plan
"The plan is nothing. Planning is
everything. General Eisenhower
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For More Information

• Contact
• Steve Davis, Principal
• All Hands Consulting
• AllHandsConsulting.com
• Steve_at_ AllHandsConsulting.com