WS1 - Emergency Management Workshop

NEDRIX Annual Conference

October 29, 2002 - Newport, RI

Presented by Steve DavisPrincipal, DavisLogic & All Hands Consulting

Introductions

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.

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, 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.”

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 and Vulnerability Assessment;

2. Obtaining executive support;

3. Developing a work schedule;

4. Assembling and coordinating the plan; and,

5. Maintaining the plan and the program.

The Four Phases of Emergency Management

Mitigation

Recovery

Preparedness

Response

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.

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 non-emergency 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 PreparednessBusiness Continuity/Contingency PlanningCrisis or Consequence ManagementDisaster Recovery, Management or ServicesEmergency ServicesHazard Management or MitigationRecovery/Business Resumption PlanningRisk Management

What Does Comprehensive Emergency Management Include?

Comprehensive Emergency Management

Contingency Planning Disaster Recovery

Security Business Continuity

Crisis Communications

Traditional Emergency Management

CEMP Plan Components

CEMP MitigationDisaster Recovery

Business Continuity

Business Resumption

Contingency Planning

ObjectivePrevent or Reduce Impact

Critical Computer Apps

Critical Business Processes

Process Restoration

Process Workaround

Focus PreventionData Recovery

Process Recovery

Return to Normal

Make Do

Example

EventFlood Proofing

Mainframe or server failure

Laboratory Flood

Building FireLoss of Application

Solution Check ValveHot Site Recovery

Dry Out & Restart

New Equip. New Bldg.

Use Manual Process

Today’s Approach to EM

Decentralization of responsibilitiesFocus on all phases (mitigation, preparedness, response, and recovery) and all hazards (natural, man-made, and attack)Public-Private PartnershipsCommunity InvolvementCommunity 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 AddressedAll-inclusive – Everyone ParticipatesEmergency Response CoordinationEffective Crisis CommunicationTraining for Responders and EmployeesDisaster 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 Functions1 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 

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 weaknessesEvaluate the current state of readinessDevelop strategic plans to improve identified weaknesses for terrorism and other threatsJustify existing program staffing and budgetDemonstrate need for additional program development resources, e.g. staff, budget, support from other community agencies, etcSupport 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: 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

P u b lic In fo rm ationE xte rn a l R e la tion s

In fo rm ation Tech n o log yA n a lys is

V u ln erab ility an dTh rea t A ssessm en tC on tin g en cy P lan s

P lan n in g

C os tTrack in gP o lic ies

A d m in /F in an ce

S u p p liesR esou rces

L og is tic s

In fras tru c treP rocesses

L in e-o f-B u s .L ife S a fe ty

O p era tion s

E m erg en cy M an ag er

C h ie f E xecu tive

Emergency Response and Recovery Teams

Incident Commander

SAFETY

Liaison

PublicRelations

LOGISTICS OPERTATIONS PLANNINGFINANCE

MEDICALUNIT

SECURITYFACILITIES

FOOD

COMMUNICATIONS

SUPPORTSERVICES

TIME

COST

DOCUMNETATION

Cisco’s EOC

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 creativeThink 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 PersonnelBusiness and IndustryVolunteer/Community-Based GroupsFaith-based OrganizationsThe PublicMediaAcademia

Public/Private Partnership

No one left to fend for themselvesHappens at the local levelA state and local as well as federal responsibilityEach level has contributions to makeImprovisation and flexibility requiredRequires teamwork

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 Partnerships

Mutual Trust

Mutual Support

Genuine Communication

Commitment to Work Out Conflicts

Mutual Respect

Public/Private Partnership

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.  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….

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

What Makes the EOC Work?

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

What Makes the EOC Work?

The Challenge of Coordination

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

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 centersAnyone, anywhere can participateLower investmentEase of use, flexibilityRequires shared communications and dataData can be hosted off-site using redundant servers in hardened sitesLittle 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