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SEMS/NIMS TRAINING SEMS Introduction, IS 100, IS 200, IS 700

SEMS/NIMS TRAINING SEMS Introduction, IS 100, IS 200, IS 700. Instructor: Frank Ramos BS, MPA Manager, Emergency Preparedness and Workplace Safety. TOPICS:. Introductions Disaster Service Worker Emergency Preparedness Guide SEMS/NIMS/ICS Instruction Review/Evaluations/Test.

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SEMS/NIMS TRAINING SEMS Introduction, IS 100, IS 200, IS 700

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  1. SEMS/NIMS TRAININGSEMS Introduction, IS 100, IS 200, IS 700 Instructor: Frank Ramos BS, MPA Manager, Emergency Preparedness and Workplace Safety

  2. TOPICS: Introductions Disaster Service Worker Emergency Preparedness Guide SEMS/NIMS/ICS Instruction Review/Evaluations/Test

  3. Overview and intent of ICS Overview and intent of SEMS Overview and intent of NIMS SEMS/NIMS/ICS COURSE OVERVIEW

  4. Course Overview Identify the benefits of using these systems for incident and emergency management Identify the organizational principles of these systems: Five major organizational functions Purpose of positions and titles Roles and Responsibilities of Command and General Staff

  5. SYSTEM SIMILARITIES Why are we teaching three systems? STANDARDIZED EMERGENCY MANAGEMENT SYSTEM NATIONAL INCIDENT MANAGEMENT SYSTEM INCIDENT COMMAND SYSTEM

  6. SYSTEM SIMILARITIES SEMS: California • Incident Command System • Multi-Agency Coordination System • Master Mutual Aid Agreement • Operational Area Concept • NIMS: United States • Command and management • Preparedness • Resource management • Communications and information management • Supporting technologies • Ongoing management and maintenance

  7. WHY WE HAVE THEM ICS – Malibu Fire 1970 ICS – Malibu Fire 1970 SEMS – East Bay Hills Fire 1991 NIMS – Attack on U.S 2001

  8. TRIED AND PROVEN “Best Practices”

  9. ICS BENEFITS: System Application: Appropriate for all types of incidents Multi-Agency and Multi-jurisdictional Proven on-scene, all hazard concept Used to manage emergency and non-emergency events Can be used on planned events: Parades, Conventions, Concerts

  10. Disaster Service Worker California Government Code, Section 3100 declares: “all public employees are hereby declared to be disaster services workers subject to such disaster activities as may be assigned to them by their superiors or by law” Important: All District employees are automatically a Disaster Service Worker PUBLIC EMPLOYEES AND DISASTERS

  11. WHAT DOES IT MEAN TO BE A DISASTER SERVICE WORKER? • What Will My Role Be? • You may be asked to perform duties that you are not accustomed to such as: • Providing shelters • Feeding students Video: DSW

  12. ROUTINE vs. EXTRAORDINARY EMERGENCY OPERATIONS Routine • Normal day-to-day departmental operations. • Routine daily activities and events. • Typically single discipline and two or less agencies. Extraordinary • Impacts day-to-day departmental operations. • Significant commitment of City and possibly mutual-aid resources. • Typically multiple discipline.

  13. DISASTER vs. CATASTROPHIC EMERGENCY OPERATIONS Disaster • Impacts day-to-day operations • Full commitment of Colleges and mutual-aid resources • Long term recovery issues Catastrophic • Ceases day-to-day Colleges operations • Full and permanent resource & infrastructure failure • Limits or cripples ability to respond • Long term recovery issues

  14. EMERGENCY OPERATIONS CENTERS State OC FEMA Coastal Regional EOC (REOC) Alameda County EOC CLPCCD EOC

  15. EOC ACTIVATION LEVELS • LEVEL ONE – Management Watch • Severe Weather Advisory • Minor Earthquake 4.0 - 4.9 • Terrorism Threat • LEVEL TWO – Limited EOC Staff • Moderate Earthquake 5.0 to 5.9 • Any Large incident • Local declared emergency • LEVEL THREE – All EOC Staff • Major earthquake 6.0 + • Any Major emergency

  16. EOC ROLES Coordinates, Manages, Develops and Provides: • Flow of information • Alerts and warnings • Emergency policies • Continuity of government • Damage assessment • Resources • Care and shelter • Evacuations • Search and rescue • Medical treatment • Recovery Operations Section

  17. EOC POLICY GROUP During Emergencies: Formulates EMERGENCY ordinances and policies in support of operations Day-to-Day Duties: Establishes policies, ordinances and resolutions to support the District/College’s role in emergency management • Chancellor and Board of Trustees • College Presidents • EOC Director • EOC Section Chiefs, as needed • EOC Manager

  18. EMERGENCY OPERATIONS SUPPORT FACILITIES CLPCCD may activate and/or support: • Incident Command Post (s) • Area Commands • Care & Shelters • Animal Shelters • Evacuation Centers • Incident Bases • Staging Areas • Mobilization Centers • Disaster Recovery Centers • Local Assistance Center • Joint Information Center

  19. ICS 100 & 200

  20. INCIDENT COMMAND SYSTEM • FIRESCOPE was organized after the disastrous 1970 wildland fires in southern California. • The goal was to create and implement new applications in fire service management, technology and coordination, with an emphasis on incident command and multi-agency coordination. ICS Video

  21. Proven on-scene, all-hazard concept. Used to manage emergency and non-emergency events Works well for both small and large situations Interdisciplinary and organizationally flexible WHAT IS ICS? ICS History Video Emergency response during disaster drill

  22. ICS PURPOSES • Using management best practices, ICS helps to ensure: • The SAFETY of responders and others. • The achievement of tactical objectives. • The efficient use of resources.

  23. ICS FEATURES • Common terminology • Modular organization • Management by objectives • Incident Action Plan (IAP) • Chain of command and unity of command • Unified command • Manageable span of control • Pre-designated incident facilities • Resource management • Information management • Integrated communications • Transfer of command • Accountability • Deployment • Demobilization

  24. COMMON TERMINOLOGY • Using common terminology helps to define: • Organizational functions. • Incident facilities. • Resource descriptions. • Position titles. Helps reduce confusion between a person’s • day to day position.

  25. ORGANIZATIONAL LEVELS & TITLES ORGANIZATIONAL LEVEL Incident Command Command Staff General Staff Branch Division/Group Unit Strike Team/Task Force TITLE Incident Commander Officer Section Chief Director Supervisor Leader Leader

  26. MODULAR ORGANIZATION • Develops in a top-down, modular fashion. • Is based on the size and complexity of the incident. • Incident objectives determine the organizational size. • Only functions/positions that are necessary will be filled. • Each element must have a person in charge. TOP DOWN

  27. MANAGEMENT BY OBJECTIVES • ICS is managed by objectives. • Objectives are communicated throughout the entire ICS organization through the incident planning process. Basic Business Principles

  28. OVERALL PRIORITIES • Incident objectives are established based on the following priorities: • #1: Life Saving • #2: Incident Stabilization • #3: Property Preservation

  29. INCIDENT ACTION PLAN • Every incident must have an Incident Action Plan (IAP) that: • Depends on Management by Objectives • Specifies the incident objectives. • States the activities to be completed. • Covers a specified timeframe, called an operational period. • May be oral or written—except for hazardous materials incidents, which require a written IAP. Action Plan Video

  30. OPERATIONAL PERIOD TIME PERIOD (4 HRS, 8 HRS, 12 HRS) SET BY INCIDENT COMMANDER WRITTEN IN INCIDENT ACTION PLAN MEETS INCIDENT OBJECTIVES

  31. Finance/ Administration Section Operations Section Logistics Section ICS ORGANIZATION INCIDENT COMMANDER OR UNIFIED COMMAND (Fire, Police, EMS, Public Works) Information Officer Safety Officer Liaison Officer Planning Section Unit Unit Unit Unit Branches Branch Branch Branch Unit Unit Unit Unit Divisions/Groups Teams Task Force Single Resources Activate as Needed ICS ORG CHART

  32. Chain of command is an orderly line of authority within the ranks of the incident management organization. CHAIN OF COMMAND Authority • Ensures Safety • Facilitates Decision Making

  33. UNITY OF COMMAND • Under unity of command, personnel: • Report to only one supervisor. • Receive work assignments only from their supervisors. Don’t confuseUnityof commandwith UnifiedCommand!

  34. Incident Command Post Agency 1 Agency 2 Agency 3 Agency 1 Incident Commander Agency 2 Incident Commander Agency 3 Incident Commander UNIFIED COMMAND • Enables all responsible agencies to manage an incident together by establishing a common set of incident objectives and strategies. i.e. HAZ MAT • Allows Incident Commanders to make joint decisions. • Maintains unity of command. Unified Command Video

  35. AREA COMMAND Set overall strategy and priorities Allocate resources Ensure proper management Ensure objectives are met Ensure strategies are followed No Operations Section Example: Public Health Emergency Area Command ICP UCP ICP

  36. SPAN OF CONTROL • Manageable Span of control is: • The number of individuals or resources that one supervisor can effectively manage during an incident. • Is between 3 and 7 subordinates. • Optimum 1 to 5

  37. RESOURCE MANAGEMENT • Resource management includes processes for: • Categorizing resources. • Ordering resources. • Dispatching resources. • Tracking resources. • Recovering resources. • Resource typing involves categorizing based on performance • It also includes processes for reimbursement for resources.

  38. RESOURCES: TACTICAL SUPPORT • Tactical Resources:Personnel and major items of equipment used in the operation • Support Resources:All other resources required to support the incident (e.g., food, communications equipment, or supplies) Operations Section Chief

  39. RESOURCE STATUS CLASSIFICATIONS Assigned: Currently working under the direction of a supervisor Available: Ready for immediate assignment and issued all required equipment Out-of-Service: Not available or ready for assignment (maintenance, rest period, etc.)

  40. ACCOUNTABILITY • The following principles must be adhered to: • Check-In.All responders must check in to receive an assignment. • Incident Action Plan.Response operations must be coordinated as outlined in the IAP. • Unity of Command.Each individual will be assigned to only one supervisor.

  41. ACCOUNTABILITY (cont.) • Span of Control.Supervisors must be able to adequately supervise and control their subordinates, as well as manage all resources under their supervision. Between 5 to 7. Optimum 1 supervisor to 5 subordinates • Resource Tracking.Supervisors must record and report resource status changes as they occur.

  42. Command Staff General Staff INCIDENT COMMANDER AND COMMAND STAFF FUNCTIONS Incident Commander Public Information Officer Liaison Officer Safety Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Admin Section Chief

  43. INCIDENT COMMANDER/EOC DIRECTOR Depending on the incident at the college/district, the incident commander/EOC Director will typically be a senior administrator; Chancellor, College Presidents or Directors of Campus Safety • Implements policy on the incident. • Oversees all incident activity. • Accountable to the EOC Director. • May assign command and general staff. • Can have one or more Deputy Incident Commanders. Chancellor College Presidents

  44. INCIDENT COMMANDER (cont.) • The Incident Commander performs all command and staff responsibilities unless the ICS functions are delegated and assigned. IC Who’s in Charge video

  45. TRANSFER OF COMMAND • Command may change when there is a: • Increase or decrease in size or complexity. • Change in jurisdiction or discipline. • Transfer of command requires: • A briefing for the incoming Incident Commander. • Notification to all personnel that a change in command is taking place.

  46. COMMAND STAFF Advises IC on media relations. IC approves information that the PIO releases. Advises Incident Commander (IC) on safety issues. Ensures safety of all incident personnel. Serves as the point of contact for agency representatives that support the incident. Public Information Officer (PIO) Liaison Officer Safety Officer

  47. GENERAL STAFF FUNCTIONS Incident Commander Public Information Officer Command Staff Liaison Officer Safety Officer General Staff Operations Section Planning Section Logistics Section Finance/Admin Section General staff is assigned at the discretion of the Incident Commander.

  48. Command Incident Commander Sections Operations Section Chief Branches Units Single Resources Groups Divisions EXPANDING INCIDENTS • Expanding incidents may add supervisory layers as needed.

  49. OPERATIONS SECTION CHIEF • Develops and implements strategies to carry out incident objectives. • Organizes, assigns, and supervises tactical resources.

  50. OPERATIONS SECTION • Directs and coordinates all incident tactical operations. • Is typically one of the first sections to be assigned. • 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

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