Incident Command System (ICS)

1
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_relea
  se/press_release_0363.xml

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Reflect on those Concepts
Single Plan
All Hazards
Standardized
Consistent
Effective
Efficient
Integrated
Comprehensive
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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 - gt100M 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 gt10
  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
• The system must be organizationally flexible to
  meet the needs of incidents of any kind and size.
• Agencies must be able to use the system on a
  day-to-day basis as well as for major
  emergencies.
• 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.
• 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/2003/02/2
  0030228-9.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
• Manageable Span of Control
• Common Terminology
• Modular/Scalable Organization
• Integrated Communications
• Unified Command Structure
• Consolidated Action Plans
• Pre-designated Command Centers
• 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 APs 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 Terminology
3. Modular/Scalable Organization
4. Integrated Communications
5. Unified Command Structure
6. Consolidated Action Plans
7. Pre-designated Command Centers
8. 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
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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 workers 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
EHS
PublicSafety
Facilities
For Level 2 Emergencies
Communication Services
Incident Commander
Medical
CPM
News Service
Additional specialists/units as needed
Incident commander may be any one of the heads of
the STAT units based upon the nature of the
incident.
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Satellite Operations Centers

• 25 Satellite Operations Centers on campus

Operational Services SOCs 1. Public Safety 2.
Environmental Health Safety 3. Land
Buildings (Fac Ops) 4. ITSS 5. Residential
Dining Enterprises 6. Student Health Services 7.
Stanford Hospitals
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Satellite Operations Centers
Administrative Academic SOCs

• 1. Graduate School of Business
• 2. School of Earth Sciences
• 3. School of Education
• 4. School of Engineering
• 5. School of Humanities Sciences
• 6. School of Law
• 7. School of Medicine
• 8. President and Provosts Office
• 9. Vice Provost for Student Affairs
• 10. Dean of Research
• 11. Alumni Association/ Development Office

12. CFO Business Affairs 13. University
Libraries (SULAIR) 14. Athletics (DAPER) 15. SLAC
16. Hoover Institution 17. Stanford Management
Company 18. Stanford Campus Residential
Leaseholders
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Response Teams Activation Plans
DepartmentOperational Teams STAT SOC EOC
Level 1
Level 2
Level 3
?
Automatic activation
Activated 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 Universitys 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
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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 Stanfords 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

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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 dont have it with you, it cant 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
Out-of-Area Contact
X
X
Family Member 1
Family Member 2
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Keith Perry University, Emergency Manager (650)
725-1409 kperry_at_stanford.edu