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 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
 ICS for community Based Organizations – Train the Trainer
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ICS for community Based Organizations – Train the Trainer

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Speaker:  JoAnn Jordan, Public Education Coordinator, Seattle Office of Emergency Management …

Speaker:  JoAnn Jordan, Public Education Coordinator, Seattle Office of Emergency Management
Have you ever attended an ICS class that was dry and boring? Did you leave the class wondering “ho
would that work for me and my organization?” Local, State and Federal government agencies often require schools and Community Based Organizations (CBO‟s) to use ICS in their plans. For many
organizations, the concepts are foreign and seem impractical to their operations. The goal of this
program is to introduce ways to tailor ICS training in a way that makes the concepts more practical,
applicable and memorable so that non-governmental organizations will consider using ICS for more
routine events such as fund raisers and other special events. In this class, participants will learn how to
adapt a program to fit the audience; techniques for incorporating kinesthetic learning through group
activities and tabletop exercises and using storytelling to make the information memorable. The
techniques used will work for teaching traditional governmental agencies, schools, Community Based
Organizations and businesses. This program is designed as a TTT, with the PowerPoint presentation
used as the template that participants can use to teach future classes.

Published in: Business, Health & Medicine
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  • 1. Incident Command for Community Based Organizations Making it practical, fun and useful! Managing U M i Unusual E l Events
  • 2. Class Objectives for TTT j Learn how to sell ICS to non-government agencies Learn how to adapt the program to the audience Learn how to hook the audience in the principals of ICS Learn how to incorporate fun into the p og a program Learn how to incorporate tabletop exercises throughout the class to reinforce g key concepts
  • 3. Class Objectives Class participants will be able to identify the components of the Incident Command System (ICS). Class participants will be able to apply the Incident Command System to a table top scenario. Class participants will understand how to use ICS to plan f non-emergency CS l for events.
  • 4. Paramilitary –vs- Non-Paramilitary vs Non Paramilitary ICS is paramilitary in natureMMost schools and CBO’s aren’t paramilitary t h l d CBO’ ’t ilit Make the case for ICS
  • 5. BBenefits – Wh should you use ICS? fit Why h ld Learning the best ea gt e In other words: You don’t have to make the practices for incident same mistakes that other management. have All Allows you to work k with responders who In other words: Communication & Respect do use the incident command system In other words: Increases efficiency – Allows you to focus on even under the most identifying problems, stressful conditions prioritizing and efficiently solving those problems
  • 6. B i B iBasic Business M Management P i i l t PrinciplesBasic ICS Principles Goal: Build Confidence Planning Organizing g g  Help the audience see Communicating they already do these Evaluating tasks every day. Di Directing ti  They already have the Coordinating skills, and use these Delegating skills daily.
  • 7. Developing a Response System for: p g p y Fire Bomb Threat or Explosion Hazardous Materials Release Hostile Intruder Severe Weather Earthquake ICS is “one size fits ll”! fit all”! Other events that may draw media attention?? What a great efficiency! ffi i !
  • 8. Let’s plan a High Risk, Semi-frequent Semi frequent Event!•Something that everyone can relate to•Starts the program off with a bit of humor!
  • 9. Typical Emergency ResponseSh t iShortcomings Breakdown in the decision-making process •Help them avoid the mistakes that Failure to delegate others have made Inadequate coordination-- internally and w/ other •Shows why ICS is agencies designed the way it is! Unanticipated media engagements Poor use of special resources
  • 10. Response to emergenciesrequires: Certain emergency g y Pre-assigned functions means better efficiency functions be carried out Avoid one of the typical yp One person is in charge O i i h shortcomings Personnel must: Multitasking in stressful  Handle one task at a time and unusual situations not effective – Shift into  Report to only one person response mode No one person should be Explain span of control Maximum =7 to 1 in h i charge of more than 7 f th Minimum = 3 to 1 others Best= 5 to 1
  • 11. Concepts of ICS Modular/expandable organization g Easy to use command structure Comprehensive resource management C h i t Strategic action plans Manageable span of control Common terminologyInterpret what this means to the audienceUse th iU their common language lGive examples when possible!
  • 12. Common Terminology for: gy Organizational Elements - response teams Position Titles - incident commander, general staff, team leaders , Facilities - incident command post, resting area, first aid treatment area, assembly area , , y Resources - communications gear, personnel, team equipment q p Communications - common language in radio transmissions
  • 13. Basic ICS Organization Chart Incident commander Planning/ Administration/ Operations Logistics Intelligence Finance
  • 14. Major Management Activities Incident Command (In Charge) 4 Overall responsibility 4 Set and adjust objectives and prioritiesOOperations (Doers) ti (D ) 4 Response Activities 4 Directs resources Logistics (Supports Operations) 4 Provide facilities, equipment and supplies for facilities response teams 4 Providessupport for incident--may manage food, shelter, sanitation, communications
  • 15. Major Management Activities (cont ) (cont.) Planning (tracks everything and looks ahead for future issues) 4 Collects posts and evaluates information Collects, 4 Develops and maintains the incident action plan Administration / Finance (Monitors financial transactions) 4 Documents purchasing of supplies supplies, equipment, etc. 4 Monitors and documents hours worked and related costs for employees and volunteers
  • 16. Five Primary Emergency Functions Operations Logistics “Do Stuff” “Get Stuff” Command Planning Finance/Admin. “Plan Stuff” “Buy Stuff”
  • 17. Scenario: Water Main Break You just received a message from SPU that a nearby water main is broken. You will be without water for the next 6 hours. You have a very important, catered fundraising luncheon scheduled for 150 people. The event starts at noon. Th t There is a senior community center 2 miles i i it t il away that is not impacted and has offered the use of their site, however they might not have enough tables a dc a s and chairs. The show must go on! You are moving the event to the Senior Center Brainstorm problems y p you may have to overcome. y Identify the which of the Incident command functions would you engage to solve the problems. SPU will be coming by to ask if you need anything specific to get through this problem. ifi t t th h thi bl
  • 18. Incident Commander’s Duties (before) ( ) Clarify Ca y relevant policy issues e e a t po cy ssues  Who has to come in during an off-hours emergency  Is overtime or comp time approved  Chain of command if IC isn’t available Approve and distribute emergency plans that support ICS Pre-assign key functional roles (w/ line of succession that is 3-4 people deep) Conduct training to familiarize staff with the plan Conduct exercises to test the plan
  • 19. Incident Commander Duties (during) Responsible p for ALL emergency g y functions until delegated!!!!! Set incident/event objectives / j Assigns human and other resources Monitor and respond to challenges of the event Support and supervise command staff and general staff Represent organization on policy decisions
  • 20. Positions that Support the IC There are three positions that support the Incident Commander  Public Information Officer  Safety Officer  Liaison Officer These positions are delegated as needed. If not delegated, the IC is responsible for the t k th tasks associated with th i t d ith these positions. iti
  • 21. Public Information Officer Role: Responsibilities:Release information • Maintains current knowledge of regarding the status the emergency plan and staff roles of the individual • Provides single point of organization or information for media and International parents. District Emergency Di t i t E • Clears all information through Coalition: Incident Commander • Clearly • Represents the organization or p g • Concisely coalition on matters of • In a timely manner preparedness to the community
  • 22. Incident Commander & Command Staff Incident Commander Information I f ti Officer “Command Staff”Operations Logistics Planning Finance/Admin General Staff
  • 23. Safety Officer Monitor and assess hazards and unsafe situations. Develop measures for ensuring personnel e e op easu es o e su g pe so e safety. Identify safety problems and implement y yp p solutions to minimize risks. Keep IC informed of present problems and potential hazards
  • 24. Incident Commander & Command Staff Incident Commander Information Officer “Command Staff” Command Staff Safety OfficerOperationsO ti Logistics L i ti Planning Finance/Admin Fi /Ad i General Staff
  • 25. Liaison Officer Serve as a point of contact for assisting or coordinating agencies. Work with p o t private contractors to make ate co t acto s a e sure they understand the mission, establish radio communications and supervise. Facilitate any requests that coordinating agencies may h have.Explain what that means: Fire event – liaison with fire pdepartment; School shooting – liaison with police department;etc.
  • 26. Incident Commander & Command Staff Incident C I id Commander d Liaison i i Information I f ti Officer “Command Staff” Safety OfficerOperations Logistics Planning Finance/Admin General Staff
  • 27. Bake SaleScenario: One week during the month of April has beendesignated as Ed i d Emergency P Preparedness Week i the Ci Several d W k in h City. S lorganizations are having a fundraising event. The Department ofNeighborhoods has agreed to match any funds raised during that g g y gweek, up to $10,000.00.Your organization has decided to have a 2-day bake sale onThursday and Friday of emergency preparedness week.Mission: Plan, organize and promote a fundraising bake sale forEmergency Preparedness W kE P d Week.Assignment: What responsibilities would the command functionsLiaison,Liaison Safety and PIO have in successfully completing yourmission.
  • 28. Site Organization Chart Incident Commander PIO Liaison Safety Operations Logistics Planning Finance/Admin First Aid Supplies Long Range Time Keeping p g shelter Staff/volunteers Current Situation Purchasing Utility Control Utilit C t l Facilities
  • 29. Activity Pattern of an IncidentA ti it P tt f I id t
  • 30. Command Post Activities Di Direction ti and control d t l Situation and priority assessment p y Resource management and coordination Planning Inter-agency communication
  • 31. Guidelines for the IncidentCommander. Establish a command post Develop the initial organization Delegate when necessary Monitor and maintain a good span of control Adapt to the situation Adjust to the priorities Plan for transfer of Incident Command Breathe often; Breathe deeply
  • 32. Transfer of Command Checklist When transferring command, th outgoing IC Wh t f i d the t i must brief the incoming IC to provide: The incident conditions (e.g., objectives, hazards, priorities, etc.) The incident action plan and current status. Safety considerations and concerns. Deployment and assignments of personnel.Be sure to advise other agencies, internal and external customers involved of the command change.
  • 33. Before the wedding Incident Bride B id CommanderMother of Wedding Finance Logistics Father ofthe Bride Groom Planning- Planner $$$$$$ the Bride consultant
  • 34. Day of the wedding –Transfer of command Mother of the Bride Wedding g Best Wedding Planner - Father of Planner Man consultant the Bride
  • 35. “See, I told you ICS would work for “And it was so planning our wedding” romantic!!”Back to theWedding!! g
  • 36. Earthquake!A major earthquake has shaken Seattle. The International Districthas had some building damage, utilities are interrupted untilfurther notice. There are injuries, mostly treatable with basic first j yaid. No one is trapped. It will be at least 3 days before outsidehelp can get set up and providing any services. The newerbuildings in the ID have come through the event with little damage g g gand are structurally sound. According to USGS, this type ofearthquake will have little or no aftershocks.Assignment:Determine the ICS structure to accomplish the evacuation.Identify 3 – 4 problems that you deem most important to solveUse ICS structure to break down the problem and steps to takeIdentify the roles that Incident Commander; Safety; Liaison;PIO; Operations; Logistics; Planning; Finance/Admin would havein solving the problems problems.Report out
  • 37. Why use Incident Command Systemin your emergency plan?F Function-based ti b d emergency plansl allow a diverse organization to instantly work as a cohesive team. The integration of all efforts under g one structure allows for coordinated and effective response operations.
  • 38. Extra Tabletop Exercises Food Lifeline Food banks
  • 39. Extra Tabletop Scenario – food bank a t qua eEarthquake!Scenario:A major earthquake has shaken Seattle. At numerousfood b k itf d bank sites, ththere has been some b ildi d h b building damage(nothing structural) and utilities are interrupted untilfurther notice. There are injuries mostly treatable with notice injuries,basic first aid. No one is trapped. It will be at least 3days before outside help can get set up and providingany services. Transportation is a mess with majorfreeways closed at this time and transportation beingrouted to surface streets Fremont Bridge and University streets.are the only bridges structurally evaluated and clearedfor normal traffic across the Ship Canal. According toUSGS, this type of earthquake will have little or noaftershocks.
  • 40. Extra Tabletop Scenario – food bank Earthquake! ContinuedAssignment:A i t This has happened at a time when your refrigerators are full and distribution centers have food to be delivered. S f d t b d li d Some trucks are already on t k l d the road. Using your individual site plans and Food Lifeline Response Plan, Identify 3 – 4 problems that you deem most important to solve (Objectives to accomplish) Identify the ICS structure (Incident Commander; Safety; Liaison; PIO; Operations; Logistics; Planning; Finance/Admin) In the next few days, you can anticipate that the City will call to ask for help in managing donated food goods that are being sent from around the country to help the victims of the disaster. How will your group transition into helping with this y g p p g mission? Report out
  • 41. Headlines: Cruise Ship CancellationCauses a Food Windfall for Food LifelineScenario: Three Holland America cruise ships came intoport last night. Passengers were off loaded and the shipswere reloaded and fully stocked for 10 day cruises thatbegins t db i today. During the night, a Security Alert was D i th i ht S it Al tgiven for all outgoing vessels, requiring all cruiseschedules to be cancelled for the next week. weekHolland America has decided to donate all the food on theships to Food Lifeline This is an enormous amount of Lifeline. enormo s amo ntmeat, dairy and produce that must be taken by truck fromthe Port and distributed Some of the products have a distributed.very short shelf life and most needs refrigeration.
  • 42. Cruise Line Scenario continued: Mission: Move the food from two sites – the Port in the Duwamish and down town Seattle through your distribution sites and out to the food banks. Assignment:  How could the positions of Liaison, Safety and PIO be used in successfully completing your mission. mission  List the responsibilities of the IC, Operations, Logistics and Finance for this mission?
  • 43. If you forget everything y g y gI’ve said and havequestions next ti tmonth….. o tJoAnn JordanEducation CoordinatorSeattle Office of Emergency ManagementJoann.jordan@seattle.gov

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