National Incident Management System for U of L Executives

1. National Incident Management System for U of L Executives presented by: Dennis K. Sullivan Emergency Coordinator University of Louisville

2. National Incident Management System What is the basis for NIMS? Homeland Security Presidential Directive 5 provides for the creation of a National Incident Management System.

3. National Incident Management System Why was NIMS established: To allow responders to focus more on the response instead of organizing the response. Additionally, enhancements to teamwork and assignments to all authorities will provide for a better coordinated response.

4. National Incident Management System Who must comply: Any and all agencies of federal, state, local or tribal government, including Universities and school districts. Failure to comply will preclude the agency from receiving federal or state grant money.

5. National Incident Management System NIMS will provide: • A consistent nationwide approach to incident management • Interoperability and compatibility among Federal, State, Local and the University • A core set of concepts, principles, terminology, and technologies • The incident command system • Identification and management of resources

6. NIMS Incident Management Incident Command System (ICS): • ManagementCharacteristics: • - Reliance on Incident Action Plan • - Manageable Span of Control • - Pre-designated Emergency Operations Center • - Comprehensive Resource Management • - Integrated Communications • - Establishment and Transfer of Command • - Chain of Command and Unity of Command • - Accountability • - Deployment • - Information and Intelligence Management NIMS requires that field command and management functions be performed in accordance with a standard set of ICS organizations, doctrine, and procedures.

7. Incident Command - Local • In the event of a local emergency the highest ranking fire officer is usually the incident commander. • This is typical outlined in state law • In the event the incident does not involve the fire service, the highest ranking person of the responsible agency is the incident commander

8. Incident Command - State • Each states emergency operations plan should outline who shall serve as the incident commander. • In Kentucky, the Adjutant General of the National Guard serves as the Incident Commander.

9. Incident Commander - Federal • In the event a act of terrorism is the cause of the event, Presidential Directive 39 provides that the FBI is the principal Federal agency for crisis management (IC). • Homeland Security Presidential Directive 5 provides that Homeland Security is the principal Federal agency for domestic incident management.”

10. Businesses and Other Entities • In the event that no other governmental agencies are involved with the response, individual businesses or bodies must designate an IC.

11. Essential Resource Management Processes • Must Identify, Type, Certify, Credential, Inventory, Identify Requirements, Order, Acquire, Mobilize, Track, Report, Recover, and Reimburse • Must Establish NIM Resource Typing System & Nat’l Typing Protocol with Data Elements & Definitions

12. Communication & Information Management • Common Operating Picture Accessible Across Jurisdictions and Functional Agencies • Common Terminology, Communications and Data Standards, and Systems Interoperability • NIMSIC Framework Guides Info Systems with: • Documented Policies (pre-incident, integration, networks, use of technology) • Interoperability Standards (notification, status, analytical data, geospatial info, wireless, ID & authentication, nat’l database of incident reports

13. Ongoing Management & Maintenance • NIMS Integration Center – Responsibilities: • Education & awareness • Compatibility of standards • Publication of guidance and templates • Assessment criteria, compliance requirements & timelines • Training requirements, standards, guidelines, protocols & curricula

14. Ongoing Management & Maintenance • NIMS Integration Center – Responsibilities: • Credentialing standards for ER & IM personnel • Credentialing documentation & database system • Establishing standards for performance, compatibility, and interoperability of IM equipment and systems • Develop national standards for typing of resources • Establish repository and clearinghouse for reports, “lessons learned,” best practices, model structures, and model processes for NIMS-related functions

15. Ongoing Management & Maintenance • NIMS Integration Center – Responsibilities: • Facilitate info framework and coordinate establishment of technical/technology standards for NIMS users • Establish repository and clearinghouse for reports, “lessons learned,” best practices, model structures, and model processes for NIMS-related functions

16. Incident Command - City

17. ICS Organization – U of L The U of L Command Staff

18. ICS Organization • U of L’s Incident Commander’s Support Team also includes other individuals to advise and support the IC. • These along with the command staff become the Unified Command

19. ICS Organization ICS has four functional areas; Operations, Planning, Logistics, and Finance/Administration.

20. ICS Organization

21. Incident Command Structure

22. ICS Organization In a large incident, it may be necessary to divide an incident according to natural terrain separations, campus or other prominent geographical features.

23. ICS Organization Operations Operations is responsible for the management of all operations directly related to the primary mission to accomplish the Incident Commander’s objectives.

24. Operations Expanded

25. ICS Organization Planning Planning develops the Incident Action Plan to accomplish the objectives, collects and evaluates information, and maintains status of assigned resources

26. ICS Organization Logistics Logistics provides the resources and all other services needed to support the organization

27. ICS Organization Finance/Administration Finance/Administration monitors costs related to the incident, provides accounting, procurement, time recording, cost analysis, and fiscal guidance

28. Emergency Support Function Provides for a standard system to identify lead agencies for specific areas and their responsibilities.

29. Emergency Support Functions • ESF 1: Transportation • ESF 2: Communications • ESF 3: Public Works and Engineering • ESF 5: Information and Planning • ESF 6: Mass Care • ESF 7: Resource Support • ESF 8: Health and Medical Services

30. Emergency Support Functions • ESF 9: Urban Search and Rescue • ESF 10: Hazardous Materials • ESF 11: Food • ESF 12: Energy • ESF 13: Public Safety and Protection • ESF 14: Long Term Recovery • ESF 15: External Affairs

31. ESF for Cities and States City and states should identify lead agencies for the functional areas outlined.

32. Emergency Service Functions/Tactical Operations – U of L • Under the functional areas, tactical units carry out the actions required to meet the IAP • These ESF or tactical groups are also organized under ICS. • Using Public Safety as an example…

33. Public Safety • DPS covers 4 emergency service functions • Three function are retained BY DPS during emergencies: • ESF 4 - Fire (liaison with Louisville Metro) • ESF 9 - Rescue (liaison with Louisville Metro) • ESF 14 - Law Enforcement • ESF 1 – Transportation is transferred to Business Affairs during emergencies • Organization is maintained using ICS

34. Public Safety

35. The Executive: What YOU need to know

36. Issues of Concern • You (the President, Provost or other • executive) need to know: • What are the implications of an incident to you, AND • to your organization? • What do existing plans and authorities mandate? • How do you maintain control when an incident • occurs? • Where do you fit in the incident management • process? • What are the goals and priorities.

37. Major Responsibilities Of the Executive • Clearly state the agencies’ or jurisdictions’ policy • through the IAP development process • Evaluate the effectiveness of the response and • correct deficiencies • Support a multi-agency approach to the response

38. University Policy Considerations • Student Welfare • Safety considerations • Cost considerations • Environmental concerns • Legal restraints and/or freedoms • Limitations on authority • Political and social concerns

39. Executive Responsibilities (summary) • The Executive has four major responsibilities: • Articulate Policy • Assess the Response • Plan for Multi-Agency Response • Provide input to the IC establishing priorities, goals • and direction

40. Incident Commander • Understand agency policy and direction • Be proactive • Provide clear objectives • Match objectives and strategy • Staff the organization to meet workload • Monitor span of control • Identify problem areas and work to overcome them • Meet the responsibilities of NIMS, EOPs and written • SOPs

41. ICS Functions Finance, Logistics, Operations, Planning • Once provided the objectives by the IC, accept responsibilities in their particular area. • Determine the tasks that are needed to achieve the objectives • Assign resources under their control to complete the tasks identified

42. Tactical Groups/Emergency Support Functions • Once assigned tasks to complete, tactical groups utilize resources to accomplish task • If additional or different resources are needed to accomplish tasks, they contact the person in charge of their functional area for assistance • They report status of their operations on a regular basis

43. ActivityResponsibility University policy, direction and support, goals and priorities Strategy to achieve objectives Tactical direction Complete tasks Executive Incident Commander Operations Tactical Units Steps to Accomplish Incident Objectives

44. Example – Research Building Fire Building statistics • Four story laboratory and office building • Built at a cost of $41m • 131,000 square feet • Laboratory uses • Biomedical research • Six main areas of research • 96 Laboratories • Animal facility

45. Baxter II Fire • ~6:30 am an Physical Plant crew performs a routine test of the emergency backup generator • ~7:00 am the crew notices smoke emanating from the basement of the building

46. Baxter II Fire • Building Occupants evacuate the building as part of their emergency action plan • Louisville Fire Department and University Police respond to the alarm. • The fire was caused by a fault in the transformer for the emergency generator and damages circuits for both the main power AND the emergency power.

47. Emergency Operations Center • The Emergency Operations Center (EOC) is activated. • The EOC is activated by the University Emergency Coordinator or the Public Safety Director after communications with the VPBA, Provost or President • There is an EOC Plan that outlines operations and other information • The EOC may be activated for any short term large event, long term event and/or for any impending or potential event. (Y2k)

48. Incident Command • While the Louisville Fire Department is on the scene, their highest ranking officer is the Incident Commander • DPS integrates into the Fire ICS and becomes part of the Unified Command • Once the EOC is activated the University IC becomes part of the Unified Command with the DPS person on the scene becoming the liaison

49. EOC Operations • The Initial briefing for the command staff is presented by DPS since they were on the scene • Every hour The EOC staff is briefed by Planning staff after consultation with DPS, DEHS and PP • Fire is extinguished ~9:30 am • Main power and emergency power is out and will not be restored for at least 24 hours

50. Incident Command Transfer • The Fire Department turns the building back over to the University at 11:00 • The LFD IC turns command of the incident over to the University • The Provost or other designated incident commander becomes responsible for the incident