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Emergency Management Green River Educational Cooperative

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  • JIM SLIDE 12 th Largest School District in the United States Juxtaposition to smaller school districts NYC has 1600 schools and 1.2 million students
  • 700 students relocated to 2 vacant schools Transportation issues for 700 students As a result all schools were mitigated with duct smoke detectors Complete rebuild in 14 months Site security during construction
  • Pentagon Attack Enormous impact upon school district Parents/students/staff losses Grievance counseling Only Metropolitan Washington school district to stay open Traffic issues made it difficult for parent pickup of students not bused/walking Future Contingency plans for major incidents in Washington and Traffic Concerns/Issues Anthrax Episode Responded to numerous hoaxes and threats Mail opening procedures/training Coordination with HAZMAT team for response issues Coordination with Health Department for Mass Prophylaxis (Ciproflaxin) Centers Start of preparation for Bio-terrorism plans
  • Greater Impact than 9/11 3 WEEK DURATION IMPACTED LARGE GEOGRAPHICAL AREA FROM BALTIMORE TO RICHMOND FROM URBAN TO SUBURBAN TO RURAL COMMUNITIES AFFECTED IMPACTED APPROXIMATELY 4-5 MILLION PEOPLE Regional Taskforce Multi-jurisdictional cooperation (police, schools, government) Daily Briefings with Leadership Team Contingency planning for possible school shooting (PGCO) Mass offsite evacuation and parent/student reunification Crisis Intervention/Counseling Teams Police Department cooperation Fire drill/evacuation contingency plans Cancellation of sporting events after school programs Daily searches of grounds of possible school sites likely targets
  • Provided central communication (24 hour) with County EOC Power outages to 180+ facilities Provided opportunity to gain a relationship with electric utilities Emergency generator issues Emergency generator issues at shelters Bus Evacuation of flood victims Mass sheltering of flood victims at 4 high/middle schools Pets at two schools Assisted with mass feeding Food spoilage losses Loss of potable water to 2/3 of the county Water distribution center for FEMA water to shelters and first responders Water distribution of bottled water to schools for opening Provided opportunity to gain a relationship with water utilities
  • One person cannot handle multiple complex tasks If needed, called upon. Or to address span of control or specific duty Maximum flexibility to meet unique operational needs
  • Control, coordination and direct resources through unified command structure—lead agency. Responsible for students/staff
  • Use of a Crisis Management Team One person can fulfill more than one role Scaleable
  • Exterior lockdown—neighborhood event—How do you implement and communicate? Interior lockdown—violent intruder—How do you implement and communicate? Codes vs plain language SIP—temporary outside atmospheric condition—close doors/windows, shutdown HVAC systems—utility cutoffs. Can you do, who does it? Remain in place—transportation infrastructure effected—Who orders? Onsite evac—staging areas, ingress/egress for public safety; be prepared to move off-site—think ahead! Off site—have at least one pre-determined site—contact info, capacities, MOU’s. We don’t publicize where it is until we know we’re going. Closure—who has authority to enact? Clarify authorities to enact each response prior to emergency! Bomb threat response as example
  • Its all about relationships in a crisis! Will assist when using a unified command structure!
  • INTER/INTRA-NET Information provided to staff and community Fact sheets Presentations Manuals Outside Links Can’t learn to dance the night of the ball!
  • Transcript

    • 1. Emergency Management Green River Educational Cooperative May 2, 2006
    • 2. What are we going to do?
      • Talk about school emergency management issues
      • Four Phases of Emergency Management
      • National Incident Management System (NIMS)
      • Incident Command System (ICS)
      • How these effect you
      • Scenarios
    • 3. Fairfax County Public Schools
      • 165,000 Students
      • 82,000 Adult Night Students
      • 22,000 Full Time Employees
      • $2.1 Billion Operating Budget
      • 1600 School Buses
      • 1100 “Learning Cottages”
      • 247 Facilities
        • 3 Secondary Schools
        • 22 High Schools
        • 22 Middle Schools
        • 136 Elementary Schools
        • 35 Alternative Learning Centers
        • 26 Administrative/Support Centers
    • 4. Recent Crisis/Emergency Events Total Loss of Dogwood ES to Fire, Fall 2000
    • 5. Recent Crisis/Emergency Events Pentagon Attack and Anthrax Episode, Fall 2001
    • 6. Recent Crisis/Emergency Events Greater Washington, DC area sniper incident, Fall 2002
    • 7. Recent Crisis/Emergency Events Hurricane Isabel, Fall 2003
    • 8. Why is this Important?
      • Safe management of students & staff
      • Community expectations
      • Public Safety/Emergency Responder expectations
      • Liability
        • Duty owed—foresee-ability of incident
        • Breach of duty
        • Proximate cause of injury/loss
    • 9. Crisis/Emergency Management
      • Mitigation/Prevention
      • Preparedness
      • Response
      • Recovery
    • 10. National Incident Management System (NIMS)
      • HSPD-5 on February 28, 2003
      • Comprehensive, national approach
      • Apply to all jurisdictional levels
      • Improve coordination and cooperation
      • Core set of principles, concepts, procedures, terminologies and standards
    • 11. Why do I Need to Know NIMS/ICS?
      • Awareness of public safety response procedures and their expectations
      • Understanding the language
      • Communication and coordination
      • Importance of ICS and Unified Command
      • Need for practice
    • 12. Incident Command System
      • Assignments used to divide the incident into more manageable sized tasks
      • Task assignments only established when needed.
      • Expand or contract
      • Five Basic Categories: Command, Operations, Logistics, Finance and Planning
    • 13. Multi-Agency Structure
      • Lead Agency—Who’s in charge and of what?
      • Uses principles of ICS in Unified Command
      • Each department/agency in control of their organization
    • 14. ICS Applied to a School: Crisis Management Team
      • Incident commander—principal or designee, in their absence
      • Student Accountability—Go Kits
      • Staging Areas
      • Off-Site Evacuation
      • Parent/Student Reunification
      • Media
      • Communications/Recording
      • Staff Assignments
      • Site Security
      • Counseling
    • 15. Potential Responses to Emergencies
      • Stay inside
        • Normal
        • Exterior lockdown
        • Interior lockdown
        • Shelter In Place (SIP)
        • Remain In Place
      • Evacuate
        • onsite
        • offsite
      • Close
      Is there a safer place to be and can we get there?
    • 16. Establish Relationships Prior to Crisis
      • Employees—all
      • Parents
      • Neighbors
      • Business partners
      • Media
      • Public Safety
    • 17. What to Expect
      • ½ the plan
      • Misinformation
      • Communication problems
      • Other people’s decisions impacting you
      • Murphy will show up!
      • Multiple events
      • Second guessing
    • 18. Symptoms of System Failure
      • Slow/no response to questions
      • Inability to think ahead
      • Considerable lag time to commit resources
    • 19. Critical Aspects
      • Communications—Internal and External
      • Intelligence/Research
      • Training
    • 20. Scenarios
      • Opportunity to think about possibilities
      • Identify areas for improvement
      • Communication and callback procedures
      • Depth—Lines of succession
      • Lessons learned
    • 21. Questions? Fred Ellis Director, Safety and Security Fairfax County Public Schools 703-658-3763 [email_address]

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