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Emergency Plan Development

Emergency Plan Development. Lieutenant Jack Stewart Kent County Emergency Management jack.stewart@kentcountymi.gov Deputy Chief Gary Szotko City of Grand Rapids Emergency Management gszotko@ci.grand-rapids.mi.us October 9, 2009. Emergency Plan. Specific to agency No canned approach

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Emergency Plan Development

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  1. Emergency Plan Development Lieutenant Jack Stewart Kent County Emergency Management jack.stewart@kentcountymi.gov Deputy Chief Gary Szotko City of Grand Rapids Emergency Management gszotko@ci.grand-rapids.mi.us October 9, 2009

  2. Emergency Plan • Specific to agency • No canned approach • Incident Command System (ICS) is core • Priorities: • Life Safety • Stabilization • Environment • Property

  3. ICS

  4. ICS • Manageable span of control • Three – seven reports, five optimal • Common communications • Avoid slang/vernacular • Avoid acronyms • Interoperable equipment • Common policies/standards

  5. Incident Commander • Who’s in charge? • Incident Commander: • Authority to make decisions • Three-deep • 24/7 contact availability (on call) • Home, work • Reliable, responsible • Deputy • Assistant

  6. Safety Officer • Priorities: • Life/personal safety • Daily Operational Safety • Incident Safety

  7. Safety Officer (cont.) • Daily Operational Safety • Fire Suppression • Sprinklers, fire extinguishers • Chemicals • Cleaning Agents • Security of Medications • AEDs • Custodial Condition/Maintenance Schedules • Transportation/Vehicles • CDL Certification • Maintenance Schedule

  8. Safety Officer (cont.) • Incident Safety • Fire/Evacuation/Severe Weather • Knowledge of operations • Recognizes unsafe situations • Fortitude to stop operations to address safety • Authority to make decisions

  9. Safety Officer • Emotional Needs • Awareness of stress on staff /employees • Resources: • Employee Assistance Programs • Network 180 • Arbor Circle • Pine Rest

  10. Liaison • Priorities: • Make sure communication plan is known to employees’ families • In touch with community agencies (Health Department, Law Enforcement, EMS) and employees’ families • Mechanism for contact reduces urgency • Consistent information • Contact number for questions • In contact with families before incident

  11. Public Information Officer • Public Information Officer (PIO) • Media contact • Media can be asset or enemy • Trained to communicate with media • High level of authority • Work with responding agencies to ensure consistent message • May be Spokesperson • No one else but designated spokesperson talks to media • May use a spokesperson designated by Incident Command

  12. Operations • Shelter/Lockdown Procedure • Evacuation • Communicate resource needs

  13. Planning • Annual plan review • Periodic operations meetings • Resource tracking • People and things • Provide action plan • Designate planning team • Expandable to specific organization

  14. Planning (cont.) • Accountability • Vendors / visitors • Staff • Buddy system • Review daily • Special needs employees • Off-site • Drivers • Salespersons • Mutual Aid • Industry Collaboration

  15. Logistics • Transportation, Food, Medications • Resource/supply ordering • Every day and emergency • Communications • Emergency notification • Personnel • Building • Method of dissemination • Emergency notification procedures • Radios, cells, verbal

  16. Supplies • How do you ensure adequate supplies of: • Soap / Hand Sanitizers • H1N1 / H5N1 • Products critical to essential functions (fuel, etc.)

  17. Vendors/Product Lines • Who are your major vendors and what do they supply? • What is their contingency plan? • Is there an agreement in place? • Do you have back-up supplies? • Who do you supply to? • What happens if you are unable to deliver your service or are working at a reduced capacity? • How do your business continuity plans impact who you supply to? • Share plans.

  18. Finance/Administration • Union Contracts/Labor Agreements • Stipulations for modification in emergencies or extenuating situations • Track agency costs • Important when assisting government agencies • Reimbursements • Track time spent/hours worked • Workman’s Compensation issues • Authority to write the check

  19. Essential Functions • Identify essential functions that must be continued • Identify essential personnel and materials required to maintain essential operations • Cross-train employees to fill essential tasks, if needed • Prepare for possible shut down • Lack of staff • Lack of customers • Unacceptable health risk

  20. Technology • Are there functions that can be handled remotely (telecommuting)? • Can the IT/phone system support telecommuting? For critical staff only? • How do you handle resource tracking for telecommuters? • How are shut-downs, re-opens, etc. communicated to employees? • Back up plans for loss of Internet, telecommunications, power, etc.

  21. Workplace Safety • Policies to prevent the spread of influenza at the worksite • Respiratory hygiene, cough etiquette • Exclusion of people/visitors with influenza symptoms • Separation of workstations • Cleaning protocols • Social distancing (limiting close contact: meetings, shaking hands, break rooms, etc.)

  22. Workplace Safety • Domestic Violence • Absenteeism / Loss of Productivity • Injuries to employees • Fear / Intimidation • Stalking behaviors • Court appearances and custody disputes • PPO / Restraining Orders

  23. Discussion

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