1 / 22

Use of Planners in an All-Hazard Incident Management Team Process

Use of Planners in an All-Hazard Incident Management Team Process. Lieutenant Jeffery Trillo Scottsdale Police Department Emergency Preparedness Section. Parameters & Context. H1N1 Pandemic Preparedness and Response City of Glendale’s successes Process City of Scottsdale as a model

julie-avery
Download Presentation

Use of Planners in an All-Hazard Incident Management Team Process

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Use of Planners in an All-Hazard Incident Management Team Process Lieutenant Jeffery Trillo Scottsdale Police Department Emergency Preparedness Section

  2. Parameters & Context • H1N1 Pandemic Preparedness and Response • City of Glendale’s successes • Process • City of Scottsdale as a model • Emphasis on the Planner’s role • Use across all hazard types

  3. Framework • America Post 9/11 • Homeland Security Presidential Directive 5 • NIMS and ICS

  4. National Incident Management System (NIMS) • A comprehensive, national approach to incident management • Based on best business practices collected from all levels of responders • Integrates best practices into a comprehensive, standardized framework • Applicable across a full spectrum of hazard scenarios

  5. Incident Command System (ICS) • NIMS requires that responses to all domestic incidents utilize a common management structure • ICS: management structure • Represents organizational “best practices” • Interdisciplinary and organizationally flexible to meet the needs of incidents of any kind, size or complexity

  6. System & Structure Flexibility • Fire - both structural and wildland • Hazardous materials incidents • Law enforcement critical incidents • Search and rescue missions • Oil spills • Natural and man-made disasters • Terrorist/WMD events • Planned events

  7. Incident Command Public Information Officer Command Staff: The Command Staff provide Information, Safety, and Liaison services for the entire organization. Safety Officer Liaison Officer General Staff: The General Staff are assigned functional authority for Operations, Planning, Logistics, and Finance/Administration. Finance/ Administration Section Operations Section Planning Section Logistics Section ICS Organizational Chart

  8. Planning Section • Critical section to the organization moving forward to accomplish objectives • Responsible for collecting, evaluating, disseminating and using information for the development of the incident and status of resources • Facilitates the Planning Process • Supervises the creation of the Incident Action Plan • Assembles information on alternate strategies

  9. Planning Section Breakout

  10. Planning Process Planning P Initial Response Revolving P Incident Objectives Tactics Meeting Planning Meeting IAP Prep/Approval Operational Period Assess progress

  11. Model of Successful Planning?

  12. Humble beginnings Implemented ICS Used Planning P Brainstorm Set Operational Period Unified Command Steve Randall Sean Duggan Liaison Officer Jay Ducote Tom Henny PIO Bob DeLeon Tiffani Nichols Technical Specialist Public Health Dr. Bobrow Operations Section Garret Olson Scott Popp Planning Section Jeff Trillo Brian Sturdivant City of Scottsdale Model

  13. Policy Group Strategic Partners Preparedness Safety Policy Group Mayor/Council City Manager Executive Committee Unified Command Steve Randall Sean Duggan Hospitals Jay Ducote Liaison Officer Jay Ducote Tom Henny Executive Liaison David Ellison Brent Stockwell Ambulance Jay Ducote PIO Bob DeLeon Tiffani Nichols Schools Tom Henny Technical Specialist Public Health Dr. Bobrow Safety Officer Brandon Dodds Eric Valliere Operations Section Garret Olson Scott Popp Planning Section Jeff Trillo Brian Sturdivant Exposure Reduction Group Ryan Freeburg Medical Dispensing Group Rod Thompson Callout Plan Group Jeff Trillo Service Level Assessment Group Velicia McMillan Developed the Organization

  14. Logistics Finance/Admin Situation Unit Policy Group Mayor/Council City Manager Executive Committee Unified Command Steve Randall Sean Duggan Hospitals Jay Ducote Liaison Officer Jay Ducote Tom Henny Executive Liaison David Ellison Brent Stockwell Ambulance Jay Ducote PIO Bob DeLeon Tiffani Nichols Schools Tom Henny Technical Specialist Public Health Dr. Bobrow Safety Officer Brandon Dodds Eric Valliere Operations Section Garret Olson Scott Popp Logistics Section Rich Upham Tom Melton Admin/Fin Section Helen Gandara Bill Yazel Planning Section Jeff Trillo Brian Sturdivant Exposure Reduction Group Ryan Freeburg Medical Dispensing Group Rod Thompson Callout Plan Group Jeff Trillo Service Level Assessment Group Velicia McMillan Situation Unit (ACTIC/TLO) Will Davis Developed the Organization

  15. Vaccine Clinics Policy Group Mayor/Council City Manager Executive Committee Unified Command Steve Randall Sean Duggan Hospitals Jay Ducote Liaison Officer Jay Ducote Tom Henny Ambulance Jay Ducote PIO Bob DeLeon Tiffani Nichols Schools Tom Henny Technical Specialist Public Health Dr. Bobrow Safety Officer Brandon Dodds Eric Valliere Operations Section Garret Olson Scott Popp Logistics Section Rich Upham Tom Melton Admin/Fin Section Helen Gandara Bill Yazel Planning Section Jeff Trillo Brian Sturdivant Vaccine Clinics Security Group Ryan Freeburg Medical Dispensing Group Rod Thompson Callout Plan Group Jeff Trillo Situation Unit (ACTIC/TLO) Will Davis Developed the Organization

  16. Process • Used ICS with emphasis on the Planning P • Planning Section driven • Objectives based • Set operational periods • Independent Tactics Meetings • Combined Strategy and Planning Meeting • Flexible . . . • One written Incident Action Plan

  17. Planner Participation • Strategic decision makers • Assistant Police Chief and Assistant Fire Chief • Deputy Assistant Fire Chiefs • Police Bureau Director • Police Commander • Section and Service Managers • Emergency Preparedness Section leads • Police Planning, Research and Accreditation Division

  18. Process Results to Date • Further developed City’s resiliency to emergency and/or disaster events • Pan Flu Plan • Business Continuity Plans (Callout Plans) • Service Level Assessment Tool • Medical Dispensing Plan • Exercised ICS process; developed employees • Further developed relationships with strategic public safety and community partners • Situational updates • Vaccine clinics

  19. Process Results to Date • Best prepared employees to mitigate impacts of H1N1 to the workplace • Education – hygiene protocols, family care plans • Worksite visits to assess/mitigate exposure risks • Greatly reduced anxieties of employees and citizens concerning City’s readiness to lead groups through pitfalls and challenges associated with the H1N1 Influenza • Education – regular, consistent message internally; public presentations • Vaccine clinics and/or other opportunities • Visible actions that are results driven

  20. Questions?

More Related