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Florida Association of Community Colleges, Council of Student Affairs Presentation, Margolis Healy & Associates, LLC

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Florida Association of Community Colleges, Council of Student Affairs Presentation, Margolis Healy & Associates, LLC

  1. 1. Initial Response to Emergency Operations Center on Campus“A Concept of Operations”The Florida Association of Community CollegesCouncil of Student AffairsCritical Incident Management
  2. 2. AGENDA• NIMS and HSPD-5• Critical Incident Stages• Concept of Operations• Critical Incident Management System• Exercise• Roles Defined www.Margolis-Healy.com 2
  3. 3. Int’l Assn of Campus Law Enforcement AdministratorsIncident Command System Video www.Margolis-Healy.com
  4. 4. Case Study: Cal State Northridge• Executive Challenges• Policy• Liability www.Margolis-Healy.com 4
  5. 5. HS Presidential Directive 5• Calls for the creation of a National Response Plan (NRP)• Under the NRP, a National Incident Management System (NIMS) will be developed• The system will ensure a consistent nationwide framework for local, state, and federal agencies to work effectively together• An integral part of the framework will be the use of the Incident Command System (ICS) www.Margolis-Healy.com
  6. 6. Critical Incident Stages• Prevention & Preparedness• Response Framework • Crisis Phase • Scene Management Phase • Executive Management Phase ▪ Size ▪ Scope ▪ Seriousness• Recovery & Mitigation www.Margolis-Healy.com
  7. 7. Concept of Operations Defined• Provides an “All Hazards” Campus Wide Operational Plan• Provides Effective and Efficient Incident Management, From Pre-Planning & Initial Response Through Recovery• Provides Effective Communications Internal & External• System for Incident Management while Providing Critical Campus Operations www.Margolis-Healy.com
  8. 8. Campus Concept of Operations• Initial Response • Scene Isolation & Stabilization• Command Post Operations • Scene Management & Resolution www.Margolis-Healy.com
  9. 9. Campus Concept of Operations• Emergency Operations Center (EOC) • Focus on Impact of the Incident on the Operation of the Institution • Provide Coordination and Networking with Scene(s) • Major Logistics, Maintenance of Routine Operations• Executive Policy Group - Provides Overall Guidance • Focus on Impact to the Institution • Policy Direction • Politics • Message to the Public www.Margolis-Healy.com
  10. 10. The Challenge• Confusion and/or delays in response can cause further exposure to danger and increased property damage• You don’t need to be an expert in chemical, biological, health or emergency management! (information will come from the experts)• You do need a system that will allow you to put expert advice to work rapidly• Can you organize quickly enough to carry out requests from Public Safety/Health Department/ Haz Mat? www.Margolis-Healy.com
  11. 11. EMERGENCY
 EXECUTIVE
POLICY OPERATIONS GROUP 
CENTER CEOs Emergency
Manager Scribe Public
Info Safety Liaison Resource
 Operations
 Community
 Info
&
Intel Finance
& Coordination Coordination Planning Coordination Administration
 &
Analysis Multi
Agency
Coordination COMMAND
POST-B COMMAND
POST-A COMMAND
POST-C (Unified) (Unified) (Unified) Area
Command Staff Logistics
 Operations Planning Information
& 
Finance
& Section Section Section Intelligence Administration Section
(optional)Initial
Response Police IT Fire Facilities EMS© BowMac www.Margolis-Healy.com
  12. 12. CIMS CHART
  13. 13. PREVENTION PREPAREDNESSTYPICAL DURATION Pre-Planning ActivitiesCHARACTERISTICS Preplanning can be Stressful if Event is Imminent Usually a Long Term Process Ongoing, Continuous Improvement Process Meet NIMS Requirements Involve all Levels of the Campus/Community PartnersGOAL Reduce Potential for Casualties/Damage Intelligence Sharing Tactical Operations to Disrupt a ThreatRESPONSE STRATEGY Includes Monitoring, Testing, Isolation & Immunization Activities Plume Modeling and Air Monitoring Activities Sandbagging and Diking Activities Multi-Disciplinary Training Joint ExercisingOUTCOMES Deter Threat Agencies Prepared for any Eventuality Compliance with NIMS Standards www.Margolis-Healy.com
  14. 14. CRISIS PHASETYPICAL DURATION 0 to 60 minutes ConfusionCHARACTERISTICS Panic Rush to the Scene Gridlock Stabilize the scene Limit Acceleration & Growth of IncidentGOAL Ensure Citizen /Responding Personnel Safety Initiate “Tactical Management Style”RESPONSE STRATEGY First Responding Supervisor Initiates “7 Critical Tasks” Identify initial ICS Functions Needed Evaluate Resource Requirements Evaluate Evacuation and/or Sheltering in Place Requirements Safety of Citizens & Responding Personnel ProvidedOUTCOMES Scene Stabilized Proactive Management of Scene to Move Ahead of IF NOT RESOLVED: Move to next phase Incident Acceleration IF RESOLVED: Move to TERMINATION PHASE www.Margolis-Healy.com
  15. 15. SCENE MANAGEMENT PHASETYPICAL DURATION Hours to Several Days Potential for Danger ContinuesCHARACTERISTICS Continuation of Incident for Longer Duration Arrival of Crowds, Resources, and Media Requires Increased Management Establish Organized “Decision Making Team” with ICS toGOAL Bring About the Safe and Successful Resolution of the Event Select Site for Scene/Field Command PostRESPONSE STRATEGY Transition leadership style Staff required ICS Functions Develop & Implement Incident Action Plan Evaluate Resource Requirements Assess Communications Requirements Initiate Evacuation Plan (If Required) Deploy “Specialists” to Bring About Resolution A Unified Command Structure is Established if more thanOUTCOMES one discipline/jurisdiction has jurisdictional responsibility IF NOT RESOLVED: Move to next phase for the incident An Organized “Decision Making Team” with ICS is IF RESOLVED: Move to TERMINATION Established PHASE www.Margolis-Healy.com
  16. 16. Incident Commander Deputy (Unified Command) Incident Commander Liaison Officer Safety Officer Agency Reps Public Information OfficerLogistics Operations Planning Information & Finance &Section Section Section Intelligence Admin Section Section (optional) Facilities, Police Fire EMS Information Technology, Health & Safety www.Margolis-Healy.com
  17. 17. Command Post Design Map Section Finance & Ops Chief Admin.Dispatcher SectionOperations Section Chief Logistics Section Chief Section Safety Information/ Section Intelligence Liaison Chief Section (optional) Agency Reps DIC Section Planning PIO Chief Section IC / UC www.Margolis-Healy.com
  18. 18. Pre‐Planning Exercise• Objectives• Set up and Directions www.Margolis-Healy.com
  19. 19. EXECUTIVE MANAGEMENT PHASETYPICAL DURATION Several Hours to a Week or More SizeCHARACTERISTICS Scope Seriousness Of The Event is beyond the Ability of the Scene/ Field Command Post to ManageGOAL To Establish a Fully Expanded Incident Command System to Bring About the Safe and Successful Resolution of the Event Establish EOC and/or Pre-designated Command PostRESPONSE STRATEGY Unified Command Structure Established (if required) In the EOC the Appointment of the Operations Coordinator is Determined by the Nature of Incident, Type of Resources Required, and through Policy and/or Legal Authority Evaluate Current Incident Action Plan and Update as Appropriate Support Field Operations Executive Policy Group may Formally Convene A Fully Expanded Incident Command System Brings About anOUTCOMES Organized Team Approach for the Safe and Successful ResolutionWHEN RESOLVED: Move to TERMINATION of the Event PHASE www.Margolis-Healy.com
  20. 20. RECOVERY & MITIGATION STAGESTYPICAL DURATION Accomplished Over Several Days or Weeks Incident ResolvedCHARACTERISTICS Order Restored Ensure scene integrityGOAL To Bring About a Smooth Transition to Normal Operations To Improve Oranizational Response to the Next Critical Incident To Maintain Emotional and Physical Well-Being of the Responders and Others Involved in the IncidentRESPONSE STRATEGY Implement Plan for Returning to Normal Operations •Account for Personnel •Assess Damage and /or Injuries •Reassign Personnel •Re-establish Evacuated Areas (If Required) •Conduct Tactical Review, Stress Debrief-Provide Counseling •Prepare After-Action Reports •Policy & Training Assessment -What happened? -What was the response? -What would we do differently “The Next Time” Event Activity and Agency Response-Properly DocumentedOUTCOMES Provide Information that Will Benefit the Profession Provide Opportunities for All Personnel to Receive Assistance with any Emotional and/or Physical Needs Target Hardened Community www.Margolis-Healy.com
  21. 21. EMERGENCY
 EXECUTIVE
POLICY OPERATIONS GROUP 
CENTER CEOs Emergency
Manager Scribe Public
Info Safety Liaison Resource
 Operations
 Community
 Info
&
Intel Finance
& Coordination Coordination Planning Coordination Administration
 &
Analysis Multi
Agency
Coordination COMMAND
POST-B COMMAND
POST-A COMMAND
POST-C (Unified) (Unified) (Unified) Area
Command Staff Logistics
 Operations Planning Information
& 
Finance
& Section Section Section Intelligence Administration Section
(optional)Initial
Response Police IT Fire Facilities EMS© BowMac www.Margolis-Healy.com
  22. 22. Executive Policy Group ‐ Mission• Organize and direct the Executive Policy Group (EPG)• Insulate EOC from distractions caused by political inquiries• Keep “need-to-know” VIP’s informed and up-to-date regarding the impact of the incident on the community• In collaboration with legal advisors and jurisdictional leaders, make policy decisions related to business continuity www.Margolis-Healy.com
  23. 23. Executive Policy Group ‐ Mission• Collaborate with the Emergency Manager on the current status of the event, declaring an incident level, and declaring a “state of emergency” if applicable• Request periodic updates from the EOC Public Information Officer• Field inquiries from politicians and VIP’s to protect against direct inquiries and distractions for the EOC• At the incident termination point, address the community through the media www.Margolis-Healy.com
  24. 24. EOC Emergency Manager ‐ Mission• To organize, direct and coordinate an EOC• Offer support to scene command• Provide/seek policy advice from EPG and ensure PIO provides periodic updates to EPG• Manage consequences caused by the incident• Oversee continuity of operations and recovery• Maintains the focus of the EOC away from “Scene Resolution” www.Margolis-Healy.com
  25. 25. EOC Emergency Manager ‐ Mission• Announce the Activation of the EOC; indicate location• Determine initial EOC positions and assign appropriate staff• Obtain update from scene command; establish communications link with Incident Commander• Present policy options and recommended actions to EPG• Provide overall direction for scene support, incident consequence management, continuity of operations, and recovery• Final authority on EOC action plans and media releases www.Margolis-Healy.com
  26. 26. EOC Deputy Emergency Manager ‐ Mission• Assist Emergency Manager by monitoring and mentoring EOC staff and Section Chief positions• Ensure EOC staff and Section Chiefs stay on task and don’t freelance• Assume Emergency Manager position when he/she is temporarily unavailable• Comply with directives of the Emergency Manager• Help maintain EOC focus on issues outside the Inner Perimeter www.Margolis-Healy.com
  27. 27. EOC Deputy Emergency Manager ‐ Mission• Collaborate with Emergency Manager and EOC Section Chiefs on execution of Action Plans and Section responsibilities• Fill in for Emergency Manager during absences• Provide direction to EOC staff and Section Chiefs when need is evident• Stay in tune with Section Chiefs, re-assign personnel within the EOC or request additional personnel for Sections when they become overwhelmed• Participate in the incident after-action meeting to offer comments and to gather “lessons learned” www.Margolis-Healy.com
  28. 28. EOC Operations Coordination• Responsible for direct management of all consequence- related operational activities, such as scene support, consequence management, continuity of operations, and restoration of normal operations• Obtain resources through the Resource Coordination Section• Obtain information, intelligence, and action plans from the Planning Coordination & Intelligence Sections www.Margolis-Healy.com
  29. 29. EOC Operations Coordination• Establish contact with Operations Section at scene and offer support• Establish/expand a subordinate operational structure based on functional considerations (scene support, consequence management, continuity of operations, etc.)• Maintain a focus on Operations outside the Inner Perimeter www.Margolis-Healy.com
  30. 30. EOC Planning & Analysis Coordination• Oversee the development of continuity of operations and recovery plans• Create action plans as directed, predict long-term needs, and monitor on-going conditions• Anticipate contingencies asking, “What If?” and plan for them• Maintain safety awareness for Non Responders www.Margolis-Healy.com
  31. 31. EOC Planning & Analysis Coordination• Contact scene Planning and Analysis Section and offer assistance on planning issues beyond scene resolution• Maintain focus on needs outside of the Inner Perimeter• Assess safety issues that could impact the community (non responder safety) share with Emergency Mgr. and PIO for possible public notification• Execute change of command process when your operational period is complete www.Margolis-Healy.com
  32. 32. EOC Intelligence Coordination• Perform an ongoing assessment of information and intelligence critical to the incident• Collect, coordinate, and disseminate relevant national and local information to the scene Intelligence Section and EOC staff as appropriate• Provide operational and strategic information to the Emergency Manager and the scene Planning Coordination Section to guide the development of action plans www.Margolis-Healy.com
  33. 33. EOC Intelligence Coordination• Gather operational information such as risk assessments, medical intelligence, weather information, geospatial data, structural designs, toxic contaminant levels, and utilities and public works data• Utilize technical tools such as satellite imagery and plume modeling to assist with task• Establish a communication link with the scene Intelligence Section and offer support at a high level• Safeguard sensitive information of all types www.Margolis-Healy.com
  34. 34. EOC Finance & Administration Coordination• During major incidents requiring consequence management and/or continuity of operations, record incident costs for reimbursement• Record personnel time records• Record incident related compensation claim requests• Approve and process emergency purchase orders www.Margolis-Healy.com
  35. 35. EOC Finance & Administration Coordination• Coordinate with the Resource Coordination and Operations Sections to obtain information on personnel involved in consequence management of the incident, and in continuity of operations activities• Authorize emergency purchases and direct procurement operations• Coordinate with (or assign someone to) the scene Command Post to track costs• Establish contact with insurance representatives, risk management personnel, and on-site reimbursement personnel www.Margolis-Healy.com
  36. 36. EOC Resource Coordination ‐ Mission• Order, document, and stage all resources needed to facilitate incident consequence management, continuity of operations, and scene support. Provide alternate facilities, supplies, communications, food services, and information technology support• Obtain incident updates from the Emergency Manager• Distribute resource request forms to Section Chiefs• Obtain copies of all Action Plans• Contact scene Logistics Officers to offer support www.Margolis-Healy.com
  37. 37. EOC Resource Coordination• Maintain focus on needs outside of the Inner Perimeter• Identify, post and maintain wall charts showing resource suppliers, staging areas, assets, and personnel status information• Provide periodic resource status situation updates to the Emergency Manager and other Section Chiefs• Execute change of command process when operational period is complete www.Margolis-Healy.com
  38. 38. Contact Information Dr. Gary J. Margolis Margolis, Healy & Associates, LLC 1-866-817-5817 1-802-373-1977 (cell) Gary@Margolis-Healy.com www.Margolis-Healy.com www.Margolis-Healy.com
  39. 39. THE ENDNOTE: Concept of Operations and CIMS information re-printed with permission from our educational partner,BowMac Educational Services (www.BowMac.com) www.Margolis-Healy.com 39

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