Incident Command System (ICS)

The Incident Command System for Satellite Operations Centers

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Agenda

• National Response Plan (NRP) & National Incident Management System (NIMS)

• History of Incident Command System (ICS)

• Stanford University meets ICS• Your SOC• Personal Preparedness

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Goal

• To demonstrate that the Incident Command System (ICS) provides an ideal structure in a university setting for: – Command– Control– Coordination/Collaboration– Communication

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National Response Plan (NRP)

• Issued February 28, 2003, Homeland Security Presidential Directive 5 (HSPD-5), called for the creation of a National Response Plan (NRP) to “integrate Federal Government domestic prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan”.

• The purpose of the NRP is to enhance the ability of the United States to prepare for and to manage domestic incidents by establishing a single, comprehensive national approach.

www.nemaweb.org/docs/national_response_plan.pdf

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National Incident Management System (NIMS)

• Under the NRP, a National Incident Management System (NIMS) will be developed to provide a consistent nationwide framework to standardize incident management practices and procedures to ensure that Federal, State, and local governments can work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity.

• NIMS adopted the basic tenets of the Incident Command System (ICS) as its foundation.

http://www.dhs.gov/dhspublic/interapp/press_release/press_release_0363.xml

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Reflect on those Concepts…

Single Plan “All Hazards”

ConsistentStandardized

Effective

Efficient

ComprehensiveIntegrated

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The Campus • 8,180 Acres in six different governmental

jurisdictions• 678 major buildings• 12.6 million square feet • 46 miles of roadway• 49-megawatt power

plant w/ high-voltage distribution

• heating and cooling plant

• three separate water systems/100 miles of water mains

• three dams and lakes

Stanford Facts 2005

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People and Operations

• 1775 tenure line faculty • 6750 undergraduate students• 8090 graduate students• 8900 staff• $2.6 billion consolidated operating

budget (includes SLAC – DOE facility)

• ~$700 million annually in total sponsored research on main campus (excluding SLAC)

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Stanford University Main Entrance - April 17, 1906

Stanford University Main Entrance - April 19, 1906

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Expect the Unexpected

• October 1989 - Loma Prieta Earthquake Stanford University

• 1992 - Hurricane Andrew University of Miami - $17M damage

• Jan 1994 - Northridge Earthquake CSU Northridge - $380M

• April 1997 - Red River flood University of North Dakota - $46M

• July, 1997 - Flood Colorado State University - Library and bookstore flooded Most of campus closed 1-2 weeks - >$100M damages

• Labor Day 1998 - Severe windstorm Syracuse University - $4M

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Expect the Unexpected

• July 1999 - Power Outage Columbia University affected by major power outage in July ’99 – lost power for 2 full days

• Jan 19, 2000 - Residence Hall Fire Seton Hall University – 3 students killed; 12 seriously injured

• June 2001 - Tropical Storm Allison University of Texas Medical School - $205M

• September 24, 2001 - Tornado University of Maryland

• Jan 11, 2002 - Laboratory Fire University of California, Santa Cruz - $4-5M and loss of >10 years of research data

• 2005 - Gulf Coast Hurricanes (Katrina & Rita)

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Incident Command System History

•The Incident command System (ICS) was developed in response to a series of fires in Southern California in the early 1970s by an interagency effort called FIRESCOPE.

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ICS History

•ICS was designed to manage rapidly moving wildfires and to address reoccurring problems.

– Too many people reporting to one supervisor

– Different emergency response organizational structure

– Lack of reliable incident information

– Inadequate and incompatible communications

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ICS History

– Lack of structure for coordinated planning among agencies (departments)

– Unclear lines of authority

– Terminology differences among agencies (departments)

– Unclear or unspecified incident objectives.

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Sound familiar?

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ICS Essential Requirements

The designers had four essential requirements:1. The system must be organizationally flexible

to meet the needs of incidents of any kind and size.

2. Agencies must be able to use the system on a day-to-day basis as well as for major emergencies.

3. The system must be sufficiently standardized to allow personnel from a variety of agencies and diverse geographic locations to rapidly meld into a common management structure.

4. The system must be cost effective.

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ICS Today

• ICS is now widely used throughout the United States by fire agencies, law enforcement, other public safety groups and for emergency and event management.

• The Department of Homeland Security (DHS) Presidential Directive #5.

http://www.whitehouse.gov/news/releases/2003/02/20030228-9.html

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ICS is Required!

• Federal law mandates the use of ICS for all hazardous material incidents (1910.120(q)(3)).

• The State of California requires it in all cities and counties.

• Compliance with NRP and HSPD-5 will be mandatory for all federal agencies and in order to remain eligible for federal funding, state governments must modify existing incident management and emergency operations plans within a year of NRP implementation.

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What is ICS?

• ICS is a well organized, team approach for managing critical incidents. It has the following hallmarks:

1. Manageable Span of Control 2. Common Terminology3. Modular/Scalable Organization4. Integrated Communications5. Unified Command Structure6. Consolidated Action Plans7. Pre-designated Command Centers8. Comprehensive Resource Management

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Manageable Span of Control

• A manageable span of control is defined as the number of individuals one supervisor can manage effectively.

• The number of subordinates one supervisor can manage effectively is usually 3-7, the optimum is 5.

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Common Terminology

• Common terminology is essential in any system, especially when diverse groups are involved in the response.– Multiple company departments and/or

locations

• Also critical when it is not an activity you perform on a “regular” basis.

• When possible, minimize use of abbreviations, acronyms or confusing terminology to improve communication.

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Modular/ Scalable Organization

• A modular organization develops from the top-down at any incident.– All incidents regardless of size or

complexity will have an incident commander

• The organization can expand/shrink according to the needs of the situation.

• Only activate what you need.

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Integrated Communications

• Integrated communications is a system that uses standard operating procedures, a common communications plan, common equipment and common terminology.

• Several communication technologies may be established, depending on the size and complexity of the organization and the incident.

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Unified Command Structure

• A unified command allows all departments or groups with responsibility for the incident, to manage an incident by establishing a common set of incident objectives and strategies.

• Unified command does not mean losing or giving up agency (departmental) authority, responsibility, or accountability, it simply provides for a coordinated response.

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Consolidated Action Plans (AP)

• Consolidated AP’s describe response goals, operational objectives, and support activities. – Include the measurable goals and objectives to

be achieved. They are always prepared around a timeframe called an operational period.

– Operational periods can be of various lengths, but should be no longer than 24 hours. Twelve-hour operational periods are common for large-scale incidents. At the beginning of an incident the time frame is often short, 2 - 4 hours.

• The Incident Commander determines the length of the operational period based on the complexity and size of the incident.

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Pre-designated Command Centers

• Pre-designated command centers that are appropriate for the risk and hazards.– Ideally have two; a primary and a

backup.– Determine location once you have done

a hazard analysis.

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Comprehensive Resource Management

• Comprehensive resource management allows an organization to:– Maximize resource use.– Consolidate control of single resources.– Reduce the communications load.– Provide accountability.– Ensure personnel safety.

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ICS allows for…

1. Manageable Span of Control 2. Common Terminology3. Modular/Scalable Organization4. Integrated Communications5. Unified Command Structure6. Consolidated Action Plans7. Pre-designated Command Centers8. Comprehensive Resource

Management

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Incident Command System

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Five Functions of ICS

• Command• Operations• Planning & Intelligence• Logistics• Finance

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The One Word Definition

•Command = Manages

•Operations = Does

•Logistics = Gets

•Planning & Intelligence = Plans

•Finance = Pays

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ICS Organizational Chart

CommandExecutive

Management

Operations LogisticsPlanning &Intelligence

Finance

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Command

• Sets priorities and objectives and is responsible for overall command and responsibility of the incident.

• In charge of all functions.• Directs, controls, orders resources.• Resolves conflict.• Makes & implements policy

decisions.• Provides interface to Executive

Management.

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Operations

• Has responsibility for all tactical operations necessary to carry out the plan (response and recovery).

• Involves the key “backbone” aspects of the business - facilities, security, IT, telecom.

• Initial damage inspection.• Establish situation control.• Develop situation status reports (sit reps)• Front line- resolve the issues.• Goal - restore business back to “business

as usual”

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Planning & Intelligence

• Responsible for the collection, evaluation, and dissemination of information concerning incident development.

• Develop & maintain intelligence plans (BCP, DR plans).

• Takes situation reports and evaluates information.

• Applies “intelligence” to the situation and action plans.

• Make recommendations for action based on event & plans.

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Logistics

• Responsible for providing the necessary support (facilities, services, and materials) to meet incident needs.

• Primary responsibility is the “care & feeding” of the teams. – All of the human aspects of the

disaster.

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Finance

• Responsible for monitoring and documenting all costs. Provides the necessary financial support related to the incident.

• Establishes a paper trail for all expenditures.

• Payroll, emergency purchase orders and cash, “P” cards and other critical cash issues.

• Works with insurance companies regarding reimbursement & worker’s compensation insurance.

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ICS Benefits

• Flow of information & resources within & between all groups & at all levels both horizontal & vertical. – Especially helpful for companies with

multiple locations.

• Coordination between groups and all levels.

• Rapid mobilization, deployment & tracking of resources.

• Development of trends & patterns.• Minimizes confusion & errors.

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Stanford meets ICS

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Guiding Principles

• Protect life safety

• Secure critical infrastructure and facilities

• Resume teaching and research program

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Response

Incident Level Response Plan

– Level 1 • A minor, localized department or building incident

that is quickly resolved with existing University resources or limited outside help

– Level 2 • A major emergency that disrupts a sizable portion

of the campus community and requires coordination of internal operational groups and possibly external organizations

– Level 3• An event, such as a major earthquake, involving

the entire campus and surrounding community

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Situation Triage and Assessment Team-STAT

Incident Commander

CommunicationServices

EH&SPublicSafety

Facilities

Medical

CP&MNewsService

Additionalspecialists/units

as needed

Incident commander may be any one of the heads of the STAT units based upon the nature of the incident.

For Level 2 Emergencies

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Satellite Operations Centers

25 Satellite Operations Centers on campus

Operational Services SOC’s 1. Public Safety 2. Environmental Health & Safety 3. Land & Buildings (Fac Ops) 4. ITSS5. Residential & Dining Enterprises6. Student Health Services7. Stanford Hospitals

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Satellite Operations Centers

1. Graduate School of Business 2. School of Earth Sciences 3. School of Education 4. School of Engineering 5. School of Humanities &

Sciences6. School of Law 7. School of Medicine 8. President and Provost’s Office 9. Vice Provost for Student Affairs 10. Dean of Research11. Alumni Association/

Development Office

12. CFO & Business Affairs13. University Libraries (SULAIR)14. Athletics (DAPER)15. SLAC 16. Hoover Institution17. Stanford Management

Company 18. Stanford Campus Residential

Leaseholders

Administrative & Academic SOC’s

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Response Teams & Activation Plans

DepartmentOperational

Teams

STAT SOC EOC

Level 1

Level 2

Level 3

Automatic activationActivated if needed?Activated only under extenuating circumstances

?

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Satellite Operations Centers

Mitigation & Preparedness- Create departmental preparedness, response, and

recovery plans- Conduct training in these areas independent of the annual,

campus-wide exercise- Ensure all personnel know the location of the Emergency

Assembly Points (EAPs) used during emergency evacuations

- Recruit volunteer Building Assessment Teams (BATs) to assist the University’s post-earthquake building inspection process

- Participate in campus exercises- Coordinate the planning and implementation of business

recovery and resumption activities in their areas

Response- Gather emergency impact data from their respective areas- Account for their personnel- Transmit reports to and receive directions from the

campus EOC- Disseminate emergency instructions to constituents

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Stanford University

Command

Operations & Planning

Intelligence& Data

Management

Logistics &Finance

Public Information

PolicyGroup

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Web Resources

• FEMA/EMI ICS web training IS100 and IS200 http://training.fema.gov/EMIWeb/IS/is100.asp

• FEMA/EMI NIMS web training IS700 http://www.training.fema.gov/EMIWeb/IS/IS700.asp

• Department of Labor, OSHA http://www.osha.gov/SLTC/etools/ics/

• California Specialized Training Institute(CSTI) http://www.oes.ca.gov

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Testing Stanford’s Emergency Program

University-wide emergency exercise history

– April 1998 Earthquake response– October 1999 Y2K power outage

scenario– October 2000 Earthquake response – October 2001 Earthquake disaster

recovery– November 2002 Earthquake response– November 2003 Infectious disease outbreak

response (yersenia pestis)– November 2004 Infectious disease outbreak

response (norovirus)– September 2005 EOC Workshop– November 2005 EOC Workshop– April 6, 2006 Earthquake recovery

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Exercise ‘06

• Earthquake Recovery Exercise– 7.0 earthquake– Peninsula section of the San Andreas

fault– Strikes on Monday morning– Exercise on Thursday morning

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Your SOC

• Considerations– Staffing

– Location

– Infrastructure

– Supplies

– Operation

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Staffing

• Who should be in your SOC?

• Consider prolonged events

• Job assignments

• Job action sheets

• This is NOT your every day job!

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Location

• Pre-designated

• Accessible

• Reliable

Primary EOC Backup EOC

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Infrastructure

• Is it big enough

• Phone/Fax lines– SOC phone line discount ($9.95/mo)

• Networking

• Power– Emergency

generators

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Supplies

• Documentation

• Computers/laptops/phones/fax machines

• Office supplies– Forms, paper, pens

• Support equipment– BAT supplies, food

• Water

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Operation

• Activation procedures• Role Assignment• Situation Assessment• Define Operational Period • Create Action Plans• Execute and Repeat

Personal Preparedness

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One Step at a Time

• Get Informed• Make a Plan• Purchase Supplies• Perform Work• Relax

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Make A Plan

• Collect resource information• Identify basic procedures

– What would you do if…

• Identify and obtain emergency supplies

• Decide on training• Make changes

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Assess your situation

• What are my risks? (Perform a risk assessment!)– Fire (local or wildfire)– Earthquake– Power Outage– Flood– Mud slide– Personal Injury/Illness– Chemical Release– Tsunami

• What are my responsibilities?– At home (family, pets, possessions, neighbors)– At work (to your Department, to the University)– In the community

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Make A Plan - Basic Procedures

• Before the event– Take care of business

• Inventory your possessions• Collect important document

– Insurance policies, home title, wills, cash• Establish procedures

– Event occurs• Ensure safety - evacuate the area

– After the event• Reporting the event - 911• Communications plan

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Make A Plan - Take Care of Business

• What documentation should you have?– Inventory– Insurance information– Home ownership documentation– Bank statements, financial documents– Important phone numbers– Cash– Wills

• Let someone you trust know where it is

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Make A Plan - Reporting the Emergency

• Report the Emergency • Know the Emergency Numbers to call

– (9)-911 In the School of Medicine - 286– Local 7 digit emergency phone for cell phones (in your phone

book)– Palo Alto Police 650-321-4433– Menlo Park Police 650-325-4424– Los Altos Police 650-947-2779– Mountain View Police 650-903-6395

• Be prepared to answer– Your location– Your phone #– Nature of the emergency– Do you (or anyone else) need medical attention– Stay on the line until the operator hangs up. Never hang up

first!

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Planning for Earthquakes

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Probability

There are three major earthquake faults in the Bay Area.

»San Andreas

»Hayward

»Calaveras

2002 USGS study concluded that there is a 70% chance of one or more 6.7 earthquakes in the bay area before 2030

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Reality Check

• Richter Scale– Relative measure of how much energy is

released by an earthquake– Does not say anything about how much the

ground moves– Mitigating factors (location of rupture,

depth , soil type)– Example:

• 1907 Earthquake 7.9 on the Richter scale• 1989 Loma Prieta 6.9 on the Richter scale

• Modified Mercalli Scale– Measure of ground shaking intensity at a

specific location

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Reality Check

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Purchase Supplies

• Emergency Kits (home, work &/or car)– Minimum 10-day supply of food and water at home – Flashlights, radio, and spare batteries– Camping equipment– Extra supplies in work area and car

• Extra Supplies– Warm clothing– Shoes– Extra glasses– Prescription medications

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Emergency Kits

• Number 1 Rule– If you don’t have it with you, it can’t

help you!

• Kit suggestions– Lighting - purchase LED lights– Batteries - buy lithium batteries

(good for 10 yrs)

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Preparing your home for Earthquakes

• Things to consider (the easy stuff)– Restrain your water heater– Add lips to bookshelves– Add latches to cabinet doors– Restrain furniture– Restrain equipment

• Things to consider (the hard stuff)– Bolt the house to the foundation– Increase house stability with plywood sheeting

• Is it a HOG (House Over Garage)?

– Chimney safety– Reinforce cripple walls

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Help is Available

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Do it Right!

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Testimonials

• Loma Prieta Retrofit Success“In 1989, at the corner of Center and Elm Streets in downtown Santa Cruz, architect Michael O'Hearn unwittingly created a laboratory for the study of seismic retrofit design. On that corner, at 214 and 210 Elm Street, were two identical Victorian style homes. The twin homes were built by the same builder, with identical materials and using the same construction techniques. When O'Hearn bought them in 1984, he started by retrofitting #210. Unfortunately he had not yet retrofitted #214 before the Loma Prieta earthquake hit on Oct. 17, 1989.The Home at 214 Elm Street "came apart in four sections," O'Hearn said. However, 210 Elm Street, with its plywood shear panels and bolted foundation, suffered only minor damage. "The one we had retrofitted (210 Elm St.) cost us $5,000 to repair. The other one (214 Elm St.) cost us $260,000 to repair. The whole building had to be jacked up, repaired, and slid back on a new foundation."

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Testimonials

Northridge Home Retrofit Success

“A family spent $3200 in 1993 retrofitting their home built in 1911. None of their neighbors did any work. When the 1994 Northridge earthquake hit, this home was the only one on both sides of the street for two blocks that was not damaged.” James Russell, Codes Consultant

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After the Earthquake

• Communications Plan– How will you share information with

others after an earthquake?

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Communications Plan

You

Family Member 1

Family Member 2

Out-of-AreaContactXX

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Keith PerryUniversity, Emergency Manager

(650) 725-1409kperry@stanford.edu