1 / 60

Emergency Response Training and Incident Command

Emergency Response Training and Incident Command. ACHA 2009 Annual Meeting May 26-30, 2009 San Francisco, CA. Presenters. Paul M. Cell Chief of Police Montclair State University Donna M. Barry Director, University Health Center Montclair State University. Workshop Objectives.

lorene
Download Presentation

Emergency Response Training and Incident Command

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. Emergency Response Training and Incident Command ACHA 2009 Annual Meeting May 26-30, 2009 San Francisco, CA

  2. Presenters Paul M. Cell Chief of Police Montclair State University Donna M. Barry Director, University Health Center Montclair State University

  3. Workshop Objectives Describe the National Incident Management System (NIMS), Incident Command System (ICS) and key emergency management principles as they apply to campus health care providers Explain the importance of preparedness exercises and the impact on mitigation, response, and recovery

  4. Workshop Objectives List strategies for effective emergency response preparedness and communications for diverse audiences Describe an example of the application of the Incident Command Structure on campus and the role of health care providers through a case presentation

  5. “Imagine the Unimaginable”

  6. Campus Incidents • Virginia Tech • Northern Illinois • H1N1 Novel Influenza

  7. National Mandates HSPD-5 Management of Domestic Incidents HSPD-8 National Preparedness Mandates

  8. HSPD 5 Management of Domestic Incidents • Homeland Security Presidential Directive 5 (HSPD-5) directed the Secretary of Homeland Security to: • Develop and administer a National Incident Management System (NIMS). • Develop the National Response Framework (NRF).

  9. Part of a Broader Strategy The National Response Framework is required by, and integrates under, a larger National Strategy for Homeland Security.

  10. National Strategy for Homeland Security Goals Prevent and disrupt terrorist attacks. Protect the American people and our critical infrastructure and key resources. Respond to and recover from incidents that do occur. Continue to strengthen the foundation to ensure our long-term success.

  11. Framework Purpose • The purpose of the National Response Framework is to ensure that all response partners: • Understand domestic incident response roles, responsibilities, and relationships. • Respond effectively to any type of incident.

  12. Scope: Domestic Incident Response • Response includes: • Immediate actions to save lives, protect property and the environment, and meet basic human needs. • The execution of emergency plans and actions to support short-term recovery.

  13. NRF Premises • The Framework is always in effect and can be implemented at any level at any time. • Incident management activities are initiated and conducted using the principles contained in the National Incident Management System (NIMS).

  14. Response Doctrine • Response doctrine defines basic roles, responsibilities, and operational concepts for response across all levels of government and with the private sector and nongovernmental organizations.

  15. Response Doctrine Engaged Partnership Tiered Response Scalable, Flexible, and Adaptable Operational Capabilities Unity of Effort Through Unified Command Readiness To Act

  16. Key Principle: Engaged Partnership • Engaged partnership means that leaders at all levels develop shared response goals and align capabilities so that no one is overwhelmed in times of crisis. Engaged partnerships are essential to preparedness.

  17. Key Principle: Tiered Response • A basic premise of the Framework is that incidents are generally handled at the lowest jurisdictional level possible.

  18. Key Principle: Scalable, Flexible, Adaptable • As incidents change in size, scope, and complexity, the response must adapt to meet requirements.

  19. Key Principle: Unified Command • Unity of effort through Unified Command: • Is a collective, strategic approach. • Enables different agencies and jurisdictions to coordinate, plan, and interact effectively. • Uses joint priorities and resource allocation. • Relies on a single plan and set of objectives.

  20. Key Principle: Readiness to Act • Readiness is a collective responsibility. Effective national response depends on our readiness to act.

  21. NIMS Mandate • HSPD-5 requires all Federal departments and agencies to: • Adopt and use NIMS in incident management programs and activities. • Make adoption of NIMS a condition for Federal preparedness assistance (through grants, contracts, and other activities).

  22. NIMS Overview What ? . . .NIMS provides a consistent nationwide template . . . Who? . . .to enable Federal, State, tribal, and local governments, the private sector, and nongovernmental organizations to work together . . . How? . . .to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents regardless of cause, size, location, or complexity . . . Why? . . .in order to reduce the loss of life and property, and harm to the environment.

  23. Builds on Best Practices • NIMS integrates emergency management best practices that: • Lay the groundwork for the components of NIMS. • Provide for the further development and refinement of supporting national standards, guidelines, protocols, systems, and technologies.

  24. NIMS: What It Is/What It’s Not • NIMS is . . . • A flexible framework of: • Doctrine • Concepts • Principles • Terminology • Organizational processes • Applicable to all hazards and jurisdictions NIMS is not . . . • An operational incident management plan • A resource allocation plan • A terrorism/WMD-specific plan • Designed to address international events

  25. Collaborative Incident Management NIMS: • Is not an operational incident management or resource allocation plan. • Represents a core set of doctrines, concepts, principles, terminology, and organizational processes • Enables effective, efficient, and collaborative incident management.

  26. NIMS Is Dynamic NIMS: • Is not a static system. • Fosters the development of specialized technologies that facilitate response. • Allows for the adoption of new approaches that will enable continuous refinement of the system.

  27. Flexibility No-Notice Events Planned Events Forecasted Events

  28. Standardization Standardized organizational structures: • Improve integration and connectivity among jurisdictions and disciplines. • Allow those who adopt NIMS to work together. • Foster cohesion among various response organizations.

  29. NIMS Components Command and Management Preparedness Communications and Information Management IncidentCommandSystem Resource Management Multiagency Coordination Systems Ongoing Management and Maintenance Public Information

  30. ICSIncident Command Structure

  31. ICS Features Standardization of terminology Definitive Chain of Command Unity of Command Planned, Organized Structure Facilities/Resources Management Communications and Information Management

  32. Standardization: Common Terminology Using common terminology helps to define: Organizational functions. Incident facilities. Resource descriptions. Position titles.

  33. Chain of Command Chain of command is an orderly line of authority within the ranks of the incident management system that may be different than your campus line of authority. Authority

  34. Unity of Command Under unity of command, personnel: Report to only one supervisor within the ICS structure. Receive work assignments only from the ICS supervisors.

  35. ICS Organization In the ICS organization: There is no correlation with the administrative structure of the University. Someone who serves as a Manager every day may not hold that title when deployed under an ICS structure.

  36. ICS for Campuses

  37. Management by Objectives ICS is managed by objectives that are communicated throughout the entire ICS system.

  38. Reliance on an Incident Action Plan Every incident must have an Incident Action Plan (IAP) that: Specifies the incident objectives. States the activities to be completed. Covers a specified timeframe, called an operational period. Your campus Pandemic Response Plan is an example of an Incident Action Plan

  39. Comprehensive Resource Management Resource management includes processes for: Categorizing resources. Ordering resources. Dispatching resources. Tracking resources. Recovering resources. It also includes processes for reimbursement for resources, as appropriate.

  40. Integrated Communications Incident communications are facilitated through: The development and use of a common communications plan. The interoperability of communication equipment, procedures, and systems. Before an incident, it is critical to develop an integrated voice and data communications system (equipment, systems, and protocols).

  41. Incident Commander and Command Staff Functions

  42. Incident Commander Role The Incident Commander: Provides overall leadership for incident response. Delegates authority to others. Takes general direction from agency administrator/official. Incident Commander

  43. Command Staff Provide information, liaison, and safety services for the entire organization Report directly to the Incident Commander Incident Commander Public Information Officer Health Officer Liaison Officer Safety Officer

  44. Public Information Officer (PIO) Advises Incident Commander on information dissemination and media relations. Incident Commander approves information that the PIO releases. Obtains information from and provides information to Planning Section. Obtains information from and provides information to community and media. Reports directly to Incident Commander

  45. Health Officer Advises Incident Commander on issues regarding medical and public health response Obtains information from and provides information to Liaison and Public Information Officers, Section Chiefs Reports directly to Incident Commander

  46. Liaison Officer Assists Incident Commander by serving as point of contact for agency representatives who are helping to support the operation. Provides briefings to and answers questions from supporting agencies. Reports directly to Incident Commander

  47. Safety Officer Advises Incident Commander on issues regarding incident safety. Works with Operations to ensure safety of field personnel. Ensures safety of all incident personnel. Reports directly to Incident Commander

  48. General Staff Functions

  49. General Staff Incident Commander Public Information Officer Command Staff Liaison Officer Safety Officer General Staff Operations Section “Doers” Planning Section “Thinkers” Logistics Section “Getters” Finance/Admin Section “Payers”

  50. Operations Section “The Doers” The Operations Section: Directs and coordinates all incident tactical operations. Is typically one of the first organizations to be assigned to the incident. Expands from the bottom up. Has the most incident resources. May have Staging Areas and special organizations. Incident Commander Operations Section Staging Area Rescue Group Investigation Group

More Related