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A Presentation to the Greater Tampa Bay Association of Contingency Planners 31 August 2011

Selection , Staffing , and Organizational Structures for Managing Incidents. A Presentation to the Greater Tampa Bay Association of Contingency Planners 31 August 2011. Paul Latham, FPEM, CHS Emergency Manager.

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A Presentation to the Greater Tampa Bay Association of Contingency Planners 31 August 2011

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  1. Selection, Staffing, and Organizational Structures for Managing Incidents A Presentation to the Greater Tampa Bay Association of Contingency Planners 31 August 2011 Paul Latham, FPEM, CHS Emergency Manager

  2. Many colleges and universities across the areas hardest hit by Hurricane Katrina could no longer hold classes at their current facilities. The U.S. Department of Education came together with communities to welcome the displaced students and to get them enrolled in other schools as quickly as possible. In the wake of the tragedy, the main goal was to provide every student with a quality education. At the end of January 2006, the administration reported an estimated $90 to $125 million shortfall for the 2005–06 year. Tulane laid off about 2,000 part-time employees in September and October 2005, 243 non-teaching personnel in November 2005, 230 faculty members in December 2005, and another 200 employees in January 2006. Tulane eliminated six undergraduate and graduate programs in the Engineering School: mechanical engineering, civil engineering, electrical engineering, computer engineering, environmental engineering, and computer science, and also a bachelor's degree in exercise science. The university cut twenty-seven of its forty-five doctoral programs and suspended eight NCAA Division I intercollegiate athletic programs. Tulane University Hurricane Katrina August 27, 2005

  3. “Until 2001 September 24 we tended to look on tornado watch warnings as an exciting possibility to see something dramatic but harmless: after all, tornados never touch down in suburban Maryland. That all changed when an F3 tornado with winds close to 200 mph touched down on campus.” University of Maryland Tornado September 24, 2001

  4. "I'm focused on what we can save." University of Iowa President Sally Mason “A dozen buildings on the school’s Belknap Campus suffered flooding damage. One of the most dramatic scenes was at the Houchens Building off Floyd Street, where the school’s admissions office is located. About 30 employees in the office had to be evacuated by the Louisville Metro Swift Water Rescue Team.” “A week's work of frantic sandbagging by students, professors and the National Guard couldn't spare this bucolic college town from the surging Iowa River, which has swamped more than a dozen campus buildings. At least three deaths in Iowa have been attributed to the flooding and storms that caused it, and 12 others have died in two recent tornadoes. “ University of Iowa Flooding 2008 University of Louisville Flooding August 4, 2009

  5. “The university first informed students via e-mail at 9:26 a.m., more than two hours after the first shooting” Virginia Tech Shooting April 16, 2007 University of Texas Shooting Sept. 28, 2010 • 8:10 a.m. Shots fired • 8:25 a.m. Sirens and alerts begin to sound • 8:30 a.m. School on lockdown. University of Alabama-Birmingham Shooting February 12, 2010

  6. DR DR Resistant Resilient vs.

  7. Disaster Resilience: The ability of the business to reduce the magnitude and/or duration of disruptive events to its population, assets, infrastructure, and partners. Achieving disaster resilience throughout the Greater Tampa Bay Area is dependent upon the effectiveness of business to anticipate, absorb, adapt to, and/or rapidly recover from known and unknown hazards.

  8. Organizational Concepts • National Incident Management System • Incident Command System • National Response Framework • Emergency Support Functions Command Post vs. Multi-Agency Coordination Center

  9. Organizational Concepts Command Post vs. Multi-Agency Coordination Center Type Event Complexity and Resource Demand 1 • Major Hurricane • Terrorist Incident • Large Spectator Event Catastrophic Incident/Complex Event requiring the application of USF, Local, State, and Federal resources • Moderate Hurricane • Large Spectator Event • Major Aircraft Incident • Acts of Terrorism 2 EOC Fully Activated* Major Incident/Event requiring the application of USF, Local, State and/or Federal resources Level 1 • Large Fire, Structural Collapse • Tornado with Damage • Mass Casualty Incident • Active Bomb/Shooter Threat 3 Significant Incident/Event requiring the application of USF, Local and/or State resources Frequency of occurrences decrease as complexity increases EOC Partially Activated* Level 2 Moderate Incident/Event requiring the application of USF resources and Local assistance • Large Motor Vehicle Accident • Small Fire • HAZMAT Incidents (EHS) • Major Power Failure 4 EM Engaged, EOC Not Activated* Level 3 Small, USF resources only 5 • Typical 911 Calls for Assistance • Small Motor Vehicle Accidents • Small Event Support Requirements EM Monitoring Level 4 *Not all Type 1, 2, 3 incidents/events dictate the activation of the EOC. Should a Type 5 or 4 incident expand in complexity, activation of some or all components of the EOC may be required. The activation of the EOC or portions thereof are at the discretion of the USF President or authorized designee.

  10. Organizational Concepts Command Post vs. Multi-Agency Coordination Center Tactical Strategic

  11. Organizational Concepts Command Post vs. Multi-Agency Coordination Center Liaison Executive Policy Group VP Administrative Services EOC Coordinating Officer Public Information Safety Finance & Administration Resource Coordination (ESF-7) Operations Coordination Planning & Analysis (ESF-5) Emergency Operations Functions Student Affairs Functions Academic Affairs Functions Campus Business Functions Campus Recovery Functions Buildings (ESF-3) Residential Life (ESF-6) Graduate Public Safety & Security (ESF-13) Health Debris (ESF-3) Under-Grad Research Health & Wellness (ESF-6) HAZMAT (ESF-10, 11) Infrastructure (ESF-2, 3, 12) Distance Learning Technology Search & Rescue (ESF-9) Medical Services (ESF-6) Continuing Ed Transportation Environmental (ESF-11) Firefighting (ESF-4) Faculty Needs Staff Needs

  12. ICS Organizational Structure for Significant-Catastrophic Incident Executive Policy Group EOC Coordinating Officer Liaison Emergency Operations Center Safety Group Public Information Intelligence & Investigations Finance & Administration Resource Coordination Operations Coordination Planning & Analysis Technical Specialists Campus Recovery Branch Campus Business Branch Educational Svcs Branch Emergency Operations Branch Student Services Branch Logistical Support Branch Water ST Building Group Receiving Group Graduate Group Technology Group Housing Group Security Group Transportation Group Health Group Power Group Under-Grad Group Sewer ST HAZMAT Strike Team Personal Needs Group Staging TF Continuing Ed Group Research Group Debris Group Enviro. TF Search & Rescue ST Medical Services Group Distribution TF Field-based Operations Faculty Needs Group Staff Needs Group Fire Strike Team

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