Kelly Hubbard

Water Emergency Response Organization of Orange County

Municipal Water District of Orange County

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CALIFORNIA DISASTER SERVICE WORKER

Who? California city, county, or state agency or public district employees

Authorized by? California Emergency Services Act

Defined in the California Code California Government Code 31 00-31 02; Labor Code 3211.92(b)

It is hereby declared that the protection of the health and safety and preservation of the lives and property of the people of the state from the effects of natural, manmade, or war-caused emergencies which result in

conditions of disaster or extreme peril to life, property, and resources is of paramount state importance…in protection of its citizens and resources, all public employees are hereby declared to be disaster service workers…

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SEMS requires it…

NIMS recommends it…

More importantly… it is a Best Management Practice.

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What is the Standardized Emergency Management System (SEMS)?

What is the National Incident Management System (NIMS)?

What is the Incident Command System (ICS)? And how will staff utilize ICS for an effective emergency response?

What is your role as an Elected Official?

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SEMS:

Senate Bill 1841

Government Code 8607

Year Adopted 1993

NIMS:

Homeland Security Presidential Directives 8 and 9

Year Adopted 2003

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Same intent to improve coordination between responding agencies

NIMS incorporates support from: Private Sector Non-Government Organizations Tribal Governments

SEMS incorporates organizational levels of response

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Adopt Incident Command System (ICS) as official incident response system.

Integrate ICS into emergency operations policies, plans and procedures.

Conduct ICS training for responders, supervisors, and command-level staff.

Conduct inter-agency ICS oriented exercises.

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A standardized system of management and best practices for incident management processes, protocols, and procedures for use by all responders.

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Flow of information and resources

Coordination between responding agencies

Rapid mobilization, deployment and resource tracking

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Command and Management

Preparedness

Resource Management

Communications

Information Technology

Supporting Technologies

Ongoing Management and Maintenance

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Life Safety

Property Protection

Coordination

Efficiency

Mutual Aid

Reimbursement

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Hands On Response

MUST use Incident Command System: Incident Commander Incident Command Post (ICP) Unified Command or Area Command

Request support from the Local EOC

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Cities, counties & special districts:

Manage and coordinate the overall emergency response and recovery activities

Implements local emergency plans & SOPs

Supports field level activity

Requests support from Op Area

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Orange County and all political

sub-divisions

Geographical boundary of the county

Maintains Operational Area EOC

Coordinates information, resources and priorities

Makes requests to the State Regional EOC

Intermediate level of the state emergency services organization

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OC is in Southern Region

Coordinates between OA and State OA to OA

Implements state emergency plan

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Southern Region:Mutual Aid 1 & 6

Im p eria l

San

Luis

Obispo

Sa nta

Ba rba ra

Ve ntura

Inyo

Mono

San

Berna rdino

Rive rside

Sa n

Diego

Ora nge

Los

Los

Ang eles

Coordinates resources between regions

Federal response coordination

Communicates with governor and legislature

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Natural Disasters

Human and Animal Disease

Outbreaks

Malicious Acts

Hazardous Materials Incidents

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SEATTLE (Reuters) - Tuesday, April 13 - Washington State Man Arrested for Making Ricin

A Washington state man … has been arrested for making the deadly poison ricin from castor seeds in his own home, officials said on Tuesday.Robert Alberg bought 4.7 pounds of castor seeds by mail and had begun to process them into ricin when he was arrested last week, the U.S. Attorney in Seattle said in court papers.Ricin, a poison with no known antidote…Robert Alberg sent several letters and e-mails to his family and friends describing his work, saying he could now poison water supplies and that he hoped to die on "Federal Death Row," court documents said."It's so exciting working with poisons perhaps I'll find a way to end all life on Earth through some interesting items," Alberg wrote to his sister in an e-mail last July, according to the complaint.FBI agents also found a 14-step recipe for making ricin at Alberg's home along with chemicals and a coffee grinder for processing the castor seeds into pulp, which was found in jars labeled "caution ricin poison," the complaint alleges.

Terrorist Threats or Attacks

National Special Security Events

Planned events

Human Error

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Incident of National Significance No request required, federal assets available, and no funding

available

Emergency Declaration Declared by the President, federal support and potential funding

for life/safety response

Major Disaster Declaration Declared by the president, activates disaster programs, and

recovery support.

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4/22/92 – Explosion Rip Mexican City, 200 dead, 600 injured - Clark Staten, EMT-P , Emergency Net News SVC

At least nine separate explosions were heard, starting at approximately 10:30 a.m. local time. They were said to have ripped a jagged trench that runs for more than 1 mile. The expanded trench was said to be contiguous with the city sewer system, and the open holes thought to be at least 6 meters deep and 3 meters across. In several locations, much larger craters of 50 meters in diameter are evident. News Source Unknown

Damage costs were est. at 75 million U.S. dollars. The sewer explosion was traced to the installation of a water pipe, by a contractor several years before the explosion, that leaked water on a gasoline line laying underneath. The subsequent corrosion of the gasoline pipeline, in turn, caused leakage of gasoline into the sewers.

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95% of all incidents95% of all incidents

Typically, Types 1 & 2 are incidents of national significance.

Typically, Types 1 & 2 are incidents of national significance.

Impacts to life, property, and the economy

Community and responder safety

Potential hazardous materials

Weather and other environmental influences

Likelihood of cascading events

Potential crime scene (including terrorism)

Political sensitivity and media relations

Area involved, jurisdictional boundaries

Availability of resources

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Life Safety

Incident Stabilization

Property/ Environmental Conservation

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Standardization

On-scene

All-hazard

Adaptable

Integrated Organizational Structure

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Utilizing best practices to ensure: The safety of responders and others. The achievement of tactical objectives. The efficient use of resources.

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To manage all types of incidents: Fires, hazmat, earthquakes, acts of terrorism Parades, celebrations and concerts Private sector emergency programs

Works well for: Small, large and complex incidents Single or multiple agency or jurisdiction incidents Wide-area search and rescue

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Meets the needs of incidents of any kind or size. Allows personnel from a variety of agencies to meld rapidly into a

common management structure. Provides logistical and administrative support to operational staff. Is cost effective by avoiding duplication of efforts.

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Differs from the day-to-day, administrative organizational structures and positions.

Unique ICS position titles and organizational structures are designed to avoid confusion during response.

Rank may change during deployment.

A “chief” may not hold that title when deployed under an ICS structure.

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Chain of command is an orderly line of authority within the ranks of the incident management organization.

Unity of command means that every individual has a designated supervisor to whom he or she reports at the scene of the incident.

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Authority

Provides overall leadership

Takes policy direction from the Executive/Senior Official

Delegates authority

Ensures incident safety

Establishes communications with other responding agencies

Establishes incident objectives

Oversees the Incident Action Plan

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Elected Officials delegate authority to the designated Emergency Operations Manager

The EOC Manager delegates authority to the Incident Command in the Field

The Incident Commander has direct tactical and operational responsibility for conducting incident management activities.

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Management: Overall responsibility for the incident. Sets objectives.

Operations: Develops the tactical organization and directs all resources to carry out the Incident Action Plan.

Planning: Develops the Incident Action Plan to accomplish the objectives.

Finance/Admin: Monitors costs related to the incident. Provides overall fiscal guidance.

Logistics: Provides resources and all other services needed to support the incident.

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Incident Command PostIncident Command Post: : Performs primary tactical-level, on-scene incident command functions. The Incident Commander is located at an Incident Command Post at the incident scene.

Local Emergency Operations Local Emergency Operations CenterCenter: : Coordinates information and resources to support local incident management activities.

Area CommandArea Command: : Oversees the management of multiple incidents. Area Command may be Unified, and works directly with Incident Commanders.

Local EmergencyOps Center

(EOC)

Local EmergencyOps Center

(EOC)

Area Command

Area Command

Incident Command

Post

Incident Command

Post

Incident Command

Post

Incident Command

Post

Incident Command

Post

Incident Command

Post

Mobilization Assessment of Damage All Hands on Deck

Management by Objectives Measurable, Attainable

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Incident Action Plan Who, What, When, and Where

Resource Management

Recovery Restoration of Normal Services

Demobilization

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The development and use of a common communications plan

The interoperability of communication equipment, procedures, and systems

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Mutual aid systems form key links when local resources are inadequate

Mutual aid agreements help to facilitate the timely delivery of assistance during incidents.

Voluntary & Reciprocal

Aid verses Assistance

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American Red Cross & Salvation Army

Water Agency Response Network (WARN)

Orange County Emergency Management Organization (OCEMO)

California Master Mutual Aid Agreement

Law Enforcement

Fire Department

WEROC

Public Works

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Interstate Civil Defense Compact

Emergency Management Assistance Compact (EMAC)

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Temporary by nature

Not all costs are covered

Documentation will save you

Does not provide for previously unmet needs

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Open Purchase Orders/Payment Options

Contractors are impacted too! Business Continuity Plans

Contract emergency event clauses What number are you on their list?

After hours contact information

Know what resources exist!

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Your Agency

Neighboring Agencies

State OES - Resources from 58 counties

Op Area - County Resources & 144 entities

Region - Resources from 12 counties

Federal (Depts., Military, States)

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How can you organize for incidents that cross jurisdictional boundaries or exceed individual

agency responsibility?

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Multiagency Coordination (MAC) System

On-Scene Command

Dispatch State/National Resource

CoordinationCenters

Emergency Ops Centers (Coordination Entities/ Groups)

Multiagency Coordination

Provide support to Incident Command Resources, alerts, communications, transportation

Coordinate different levels of responders Local, State, and Federal

Identify and resolve resource shortages and issues

Gather and coordinate information

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Enables responding agencies to manage an incident together

Establishes common incident objectives and strategies

Joint decisions within a single command structure

Maintains unity of command

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Agency 1 Incident

Commander

Agency 2 Incident

Commander

Agency 3 Incident

Commander

Multiple incidents that are each being handled by an Incident Command System organization; or

A very large incident that has multiple incident management teams assigned to it. Coordination Efficiency Area Expertise Prioritization of Resources

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Determining Factors Type of Incident Jurisdiction Legal Mandates Degree of Resource Commitment

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In Charge of the Incident

Part of a Unified Command

Part of Operations

Part of Logistics

Other duties / responsibilities

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O p e r a t i o n s P l a n n i n g - I n t e l L o g i s t i c s F i n a n c e - A d m i n

I n c i d e n tC o m m a n d

The Public Information Officer (PIO): Represents and advises the

Agency Manages media and public

inquiries. Elected Officials MUST

coordinate messages with the PIO

The Joint Information Center (JIC): Critical emergency

information. Crisis communications. Public affairs functions.

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What did we set out to do?

What actually happened?

Why did it happen?

What are we going to do better next time?

Are there lessons learned that should be shared?

What followup is needed?

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Provide support in the form of RESOURCES !

Ensure the development of PLANS !

Prioritize Pre-Emergency MITIGATION !

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Budgetary Support for Training

Support / Participate in Exercises

Ensure Organizational Readiness

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Ensure clear policy direction for EOC Managers

Delegation of Authority

Policy Limitations

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Preparedness Actions

Designation of Director of Emergency Services

Emergency Proclamation, Declaration, and Ratification

Finance and Purchasing Powers

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Provide Policy Direction

Delegate Authority Empower your staff to implement your policies Ensure adequate staffing and resources

Be a Community Leader Political Liaison Keep the public informed Representative to your constituents Media Spokesperson

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Elected Official’s Role Policy Mission Direction Authority

Incident Commander’s Role Manages the incident at the

scene. Keeps you informed on all

important matters pertaining to the incident.

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Chain of Command MUST be followed to maintain the unity of command and safety of responders.

Where: Emergency Operations Center Policy Room Incident Command Post (ICP)OR Stay Home

What do you do? Check-in Receive a Briefing Review Policy

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7 Reasons as presented by EG&G

Reason #1:

Not Understanding the Scope of Emergency Management

Reason #2:

Lack of Management Participation and Support of Planning and Training Efforts

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Reason #4:

Complexity of Emergency Plans and Response Procedures

Reason #5:

Lacking Maintenance of Emergency Programs

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“Don’t confuse a plan with execution. A plan is good intentions. You don’t win with good intentions.” – Lt General Russel Honore – Commander, Joint Task Force Katrina

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Personal Preparedness

California Disaster Service Worker

Train, Plan, then Train again

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Field Operations

Emergency Operations Center

Chain of Command

Management by Objectives

Multi-Agency Coordination

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Mostly at the local level

Mutual Aid Agreements

Private Sector Coordination

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Pre-Disaster Support

Clear Policy Direction

Trust Your Staff

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Houghton Mifflin

Disaster An occurrence causing widespread destruction and distress; A grave misfortune.

Catastrophe A great, often sudden calamity. A complete failure; A sudden violent change in the earth's surface;

OC has NOT been tested

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Kelly Hubbard

(714) 593-5010 Office

Khubbard@mwdoc.com