COORDINATED INCIDENT MANAGEMENT SYSTEM POSITIONS & RESPONSIBILITIES AT OTAGO UNIVERSITY
LAST UPDATED 1 OCTOBER 2010
Contents
1.
Coordinated Incident Management System (CIMS) .............. 2
2.
Strategic Emergency Management Group Structure (SEMG) 3
A. Chair – Strategic Emergency Management Group .......... 3
B. Recovery Manager .......................................................... 5
3.
Incident Management Team– 6 Positions .............................. 7
A. Incident Controller............................................................ 7
B. Operations Manager ........................................................ 9
C. Logistics Manager ......................................................... 11
D. Planning and Intelligence Manager ............................... 13
E. Health and Safety Manager ........................................... 14
F. Administration Assistant ................................................. 15
4.
Incident Action Plans ............................................................ 16
5.
External Support................................................................... 16
Related documents available via the Emergency Management Website
http://www.otago.ac.nz/proctor/Emergency_Management.html
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1.
Coordinated Incident Management System (CIMS)
The University of Otago uses the New Zealand Coordinated Incident Management System
(CIMS), with minor modifications to suit the University, as its incident management model.
CHAIR, Strategic Emergency
Management Group
(Vice-Chancellor or Designate)
ADVISORS
Web
ADMIN
RECOVERY
MANAGER
COMMS
(Strategic)
Incident Management Team (IMT) Structure
COMMS (Liaison)
INCIDENT CONTROLLER
(Proctor)
ADMIN ASSISTANT
Health and Safety
Planning and Intelligence
Logistics
Operations
Head, Health and Safety
Human Resources
Deputy Proctor
Operations and Facilities
Manager
Property Services
Campus Watch Operations
Coordinator
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2.
Strategic Emergency Management Group Structure
(SEMG)
Each role is provided with a role description detailing the functions of that position and the
relationships with other SEMG positions.
POSITION RESPONSIBILITIES
A.
Chair – Strategic Emergency Management Group
Vice Chancellor
Role
In the event of a major incident involving University of Otago, there are two key processes
which need to be managed.
•
•
The immediate operational response issues (the Incident Controller deals with these see 3.2.1)
The wider strategic issues of communications, business continuity and recovery and
the financial impacts of the event. These are the responsibility of the Strategic
Emergency Management Group
The Chair of the Strategic Emergency Management Group is responsible for:
• Making decisions which require the highest level authority in the University
• Providing strategic direction for the Incident Controller
• Ensuring that communications with the wider campus community and the public are
managed effectively
• Ensuring the financial short term and longer term implications are handled
• Overseeing the implementation of the University’s business continuity and recovery
plan
Key Objectives
• Make timely and considered decisions as required
• Ensure that the required information is effectively communicated to the wider campus
community (including families of staff and students) and to the general public
• Resolve the immediate financial issues created by the event and ensure that necessary
resources required by the Incident Management Team are made available
• Implement the business continuity and recovery plan as required
• Ensure that appropriate deputies or nominees have been identified in both the Incident
Management Team and Strategic Emergency Management Group to cover those who
are absent or not available at the time of the Emergency.
Strategic Emergency Management Group Makeup
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The Strategic Emergency Management Group is chaired by the Vice-Chancellor of the
University of Otago. In the event that the Vice Chancellor is not available, this is delegated
as an operational matter to one of the Deputy Vice-Chancellors or a delegated nominee to
assume the responsibility of Chair of the Strategic Emergency Management Group In the
unlikely event that none of the named executive staff are available, the Incident Controller
will locate another member of the Vice-Chancellors Executive Group who will assume the
role until such time as one of the three named staff are available.
Strategic Emergency Management Group.
The Vice-Chancellor’s Executive Group with additional support from the Service Divisions
and others as necessary. It is responsible for making and acting on decisions requiring the
highest authority within the University, managing the business continuity, and longer term
strategic implications of an Emergency.
The Strategic Emergency Management Group will consist of any senior staff or advisers who
the Chair deems are required, given the nature of the incident.
Vice-Chancellors Executive Group
Vice - Chancellor
Deputy Vice-Chancellor (Academic &
International)
Deputy Vice-Chancellor (Research & Enterprise
Chief Operating Officer
Secretary to the Council, and Registrar
Director of Human Resources
Pro-Vice-Chancellor (Commerce)
Pro-Vice-Chancellor (Health Sciences)
Pro-Vice-Chancellor (International)
Pro-Vice-Chancellor (Humanities)
Pro-Vice-Chancellor (Sciences)
Heads of Service Divisions, Directors and Risk Manager
Director – Academic Services
Director – Marketing and Communications
Director – Accommodation Services
Director – Property Services
Director – Financial Services
Director – Student Services
Risk Manager
Director Information Technology Services
Service Divisions, Directors and Risk Manager
Key Relationships
The first key relationship is between the Senior Emergency Management Group and the
Incident Management Team. In the event of a major incident on campus, it is critical that
both groups have close liaison and communications while operating independently of each
other according to their roles. The information and support offered by each to the other will
be integral in ensuring the success or failure of the Universities response.
The second key relationship is with the overall campus community. In the event of a major
incident affecting the University, information, direction and support will be required and
must be made available in a relatively short period.
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The third key relationship is with Dunedin City Officials, the Otago Polytechnic and the
wider University sector throughout the country. In the event of a major incident, support and
backup services may be available through these links.
B.
Recovery Manager
Chief Operating Officer
Role
In the event of a major incident involving University of Otago, there are two initial processes
which need to be managed.
•
•
The immediate operational response issues (the Incident Controller deals with these –
see 3.2.1).
The wider strategic issues of communications, business continuity and recovery and
the financial impacts of the event. These are the responsibility of the Senior
Emergency Management Group
o Once the incident moves from the response to the recovery phase, operational
responsibility transitions from the Incident Controller to the Recovery
Manager
The Recovery Manager is responsible for:
• Facilitating and coordinating the medium and long term recovery activities of the
University (not simply recreating the past but maximising a future that reduces
vulnerability to the potential impact of subsequent major incidents).
• Ensuring that the University is fully operational again as soon as practicable.
• Keeping key stakeholders advised of impact and progress.
Key Objectives
• Establish that all measures have been taken to ensure the immediate and ongoing
safety, health and welfare needs of those affected have been met (including the Senior
Emergency Management Group & Incident Management Team)
• Oversee the restoration of essential services with minimum interruption
• Facilitate and coordinate the University of Otago’s recovery activities, including the
assessment of tasks, setting of priorities, and allocation of resources
• Ensure that existing financial commitments are reviewed and allocations re-targeted
to recovery priorities
• Identify areas where existing policies are unlikely to be sufficient or are no longer
appropriate to achieve the required recovery level. Where appropriate, create new
policies for the recovery phase.
• Where possible, continue to meet external obligations (e.g. as set by Tertiary
Education Commission)
• Establish regular dialogue with key stakeholders to ensure their buy-in and awareness
of the intended recovery process
• Regularly report progress to the Vice Chancellor, Senior Management, and University
staff and students.
Key relationships
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•
•
•
•
•
•
•
•
Service Divisions and their Directors
Other University staff, students and parents.
The wider University community (local environs, Dunedin City, outreach facilities)
Tertiary Education Commission.
Other tertiary providers (particularly those with whom we have Memorandum of
Understanding).
Key stakeholders
Media
Alumni
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3.
Incident Management Team– 6 Positions
Each role is provided with a role description detailing the functions of that position and the
relationships with other Incident Management Team positions. The structure of the Proctors
Office has been established with Incident Management Team as an underpinning principle
but dependent upon appropriate secondments based on the needs of the incident
A.
Incident Controller
Proctor
In most Emergencies it is expected that the Proctor or the Deputy Proctor will be the Incident
Controller unless the situation warrants this position being delegated.
Role
To take responsibility during an incident and lead a coordinated response.
Key Objectives
• Protect life
• Protect University property
• Relieve distress
• Provide support for the most expedient return to normal operations
Responsibilities
• Assume control of the incident and of all University’s response capabilities under the
delegated authority of the Vice-Chancellor
• Assess the situation
• Decide on the scale of the response and activate either partial or full incident
management team involvement
• Establish CIMS management structure
• Appoint, brief and task Incident Management Team
• Activate the Emergency Operations Centre and other facilities as required
• Plan future staff requirements and changeovers
• Maintain safe practices
• Record decisions, actions, and other activities
• Regularly brief the Strategic Emergency Management Group
• Contribute to post incident debrief
The University of Otago generally has no statutory responsibility for emergency management
(except under the HSNO Act for chemical events), but obviously has a duty of care to its staff
and students.
The Incident Controller’s primary concerns are ensuring the response gets underway in a
timely fashion and continues without seriously faltering.
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Key Relationships
Strategic Emergency Management Group (SEMG).
• The incident Controller provides primary briefings to the SEMG.
• The Incident Controller identifies major resource requests (including human), policy
issues and matters arising from the incident that the SEMG must consider.
Operations
• The Operations Manager is the primary conduit between the University and all the
emergency services, including other Civil Defence Emergency Management
organisations.
• The Operations Manager is the on the spot representation of the University and the
Incident Controller to the Emergency Services.
• The Operations Manager directs the operational response to the Emergency, provides
regular situation reports, and updates to the Incident Controller.
• Deliver the goals of the Incident Action Plan.
Planning and Intelligence
• The Planning/Intelligence section provides predictions of incident development to
assist the Incident Controller in developing realistic goals and priorities for the
incident response.
• The Planning/Intelligence section highlights possible problems and opportunities to
the Incident Controller (e.g. impending bad weather).
• Planning and Intelligence provides regular (collated from all sources) situation reports
to the Incident Controller.
• The Planning and Intelligence Section administers the production of each successive
version of the Incident Action Plan and provides it to the Incident Controller for their
approval.
Health and Safety
• Health and Safety advises the Incident Controller on the safe implementation of the
Incident Action Plan.
• Health and Safety acts as the eyes and ears of the Incident Controller where safety is
concerned.
• Health and Safety advise on the external authority notification and investigation
processes.
Logistics
• The Logistics Section provides advice on resource availability, capability and
sustainability to assist the Incident Controller in formulating his/her strategy.
• Logistics facilitates requests for resources and attempts to fulfil those needs and to
allocate those resources in consultation with the Incident Controller.
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B.
Operations Manager
Campus Watch Operations Co-ordinator
Role
Directs response operations and is normally the first position appointed to the Incident
Management Team.
Key Objectives
• Protect life
• Protect University property
• Relieve distress
• Provide support for the most expedient return to normal operations as possible
Responsibilities
• Get to the Emergency Operations Centre as soon as possible
• Obtain briefing from the Incident Controller
• Record decisions, actions and other activities
• Determine the Operations management structure
• Appoint, brief and task staff
• Manage and supervise operations at the incident
• Establish Staging Areas*
• Deploy and manage resources in the field
• Develop and implement response tactics
• Provide regular Situation Reports to the Senior Emergency Management Group
• Review resource needs
• Resolve operational problems
• Ensure safety and welfare of personnel
• Participate in Incident Action Plan development meetings
• Report significant events
* (note that Logistics provides and Operations manages this function).
The Operations Manager may often need to leave the Emergency Operation Centre and
observe/direct response operations and resolve operational problems without dragging the
whole Incident Management Team into the detail of frontline activity.
Key Relationships
Incident Controller
• The Incident Controller provides overall direction, priorities and tactics
• The Operations Manager buffers the Incident Controller from minor operational
problems
• The Operations Manager is the ‘eyes and ears’ of the Incident Controller at the front
line.
• The Operations Manager develops response tactics and advises the Incident Controller
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Planning and Intelligence
• The Planning/Intelligence section provides predictions of incident development to
assist the Operations Manager develop sustainable tactics.
• The Planning/Intelligence section highlights possible problems and opportunities to
the Operations Section. The Operations Section provides regular situation reports to
the Planning and Intelligence Section to inform the Incident Action Plan.
Health and Safety
• Health and Safety works with the Operations Section to ensure that operations are as
safe as possible.
Logistics
• The Operations Section requests resources from the Logistics Section.
• The Logistics Section provides resources and tracks them until they are taken over
during response operations by the Operations Section.
• The Logistics Section assists the Operations Section to manage resources to sustain
operations functions.
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C.
Logistics Manager
Operation’s & Facilities’ Manager – Property Services
Role
Supports the response by obtaining, providing and maintaining facilities, services and
materials.
Key Outcomes
• Protect life
• Protect University property
• Relieve distress
• Provide support for the most expedient return to normal operations as possible
Responsibilities
• Get to the Emergency Operation Centre as soon as possible
• Obtain briefing from the Incident Controller
• Record decisions, actions and other activities
• Estimate future service and support requirements
• Provide (prepare to provide) supplies, facilities, communications, medical, catering,
refuelling and mechanical as required
• Plan the organisation of the Logistics Section
• Appoint, brief and task staff
• Support and supply incident facilities
• Process requests for additional resources
• Help prepare the Incident Action Plan
• Prepare the Communications Plan
• Identify possible resources including details such as transport, costs etc
• Advise Operations of resource availability
• Provide Management Support
‘Resources’ refers to people, machinery, consumables, food, water, fuel, equipment and
anything else the response requires.
The Logistics Section ensures that resources are available and tracks them as far as the
Operational Area (the Staging Area being a logical divide). When working for the
Operations Manager, any resource is tracked by the Operations Section.
Key Relationships
Incident Controller
• Makes requests of the Logistics Section
• Supports the Logistics Section by facilitating major requests for resources/release of
staff for operations
• Logistics attempts to anticipate resource needs based on Incident Controller’s stated
goals and priorities.
• Informs the Incident Controller of shortages
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Operations
• Requests resources from the Logistics Section
• Relies on the Logistics Section to track resources through non-operational phases
(rest, meals, fuelling, maintenance)
• Logistics attempts to anticipate Operational needs
• Logistics informs the Operations Manager of necessary stand-down, maintenance and
re-supply needs of resources.
Planning and Intelligence
• The Planning/Intelligence section provides predictions of incident development to
assist Logistics in anticipating resource needs
• Logistics supplies current resource availability and requirements to populate the
Incident Action Plan.
Health and Safety
• Health and Safety works with the Logistics Section to see that resources (especially
human) are not injured or damaged because of a lack of rest, food, fuel maintenance
and other essential supplies.
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D.
Planning and Intelligence Manager
Deputy Proctor
Role
Collects information, analyses it and makes plans based on it.
Key Outcomes
• Protect life
• Protect University property
• Relieve distress
• Provide support for the most expedient return to normal operations as possible
Responsibilities
• Get to the Emergency Operation Centre as soon as possible
• Obtain briefing from the Incident Controller
• Record decisions, actions and other activities
• Understand the strategic direction
• Prepare the Incident Action Plan
• Communicate with the Incident Management Team
• Communicate with the Senior Emergency Management Group at the direction of the
Incident Controller
• Determine information needs
• Gather, clarify, confirm and analyse information
• Observe deadlines and critical information needs
• Appoint, brief and task staff
• Manage the Planning and Intelligence Section
• Maintain maps and display boards for briefings and situation reporting. Liaise with
technical experts
• Conduct planning meetings
• Plan changeovers and demobilisation
• Provide management support
The Planning and Intelligence Manager and their Section must have dual focus on both the
current situation (to be able to provide regular status reports) and on the future development
of the incident to inform the decisions and planning of the rest of the Incident Management
Team.
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E.
Health and Safety Manager
Head Health Safety & Compliance – Human Resources
Role
To collect and provide information and specialist advice regarding the safety of the
Emergency situation as it evolves.
Key Outcomes
• Protect life
• Provide specific advice to prevent any further harm occurring
• Protect University property
• Provide for the welfare of those involved
• Relieve distress
Responsibilities
• Get to the Emergency Operations Centre as soon as possible
• Obtain briefing from the Incident Controller
• Understand the strategic direction
• Liaise with the operations manager to ensure safe point forward, specific controls, etc.
• Identify key hazards and risks relevant to the situation/event
• Provide detailed management plans for the identified risks/hazards for the Incident
Action plan
• Contact specialists to provide advice based on the situation
• Prepare and disseminate specific action plans relating to the safety of the incident
• Liaise with the emergency services on advice of the hazards
• Conduct planning meetings to manage hazardous situations
• Appoint, brief and task staff
• Plan change over’s and demobilisation
• Advise on the notification process to authorities as required
• Identify likely welfare requirements and initiate action plans accordingly
Key Relationships
• External emergency services
• Internal experts
• Incident Management Team members
• External compliance agencies.
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F.
Administration Assistant
Administrator Proctor’s Office
Key Outcomes
• Manage incoming and outgoing communication
• Manage reception at the Emergency Operation Centre
• Maintain a rolling 24 hour timeline
• Manage the Emergency Operation Centre stores and facility to meet the needs of the
Incident Management Team
General support to the Incident Management Team
Responsibilities
• Receive and issue all communications using the standard message pads. Pass all
incoming communication to Planning & Intelligence. Ensure quality of message
handling is high. Note that communication may be via landline phone, cell phone, fax,
satellite phone or radio. You may be asked to make calls on behalf of any member of
the Incident Management Team.
• Act as receptionist for the Emergency Operation Centre. Do not allow visitors into the
Operations Room unless invited by the Incident Controller. Visitors will be briefed in
the open briefing area.
• Maintain a rolling 24 hour timeline – use the timeline for your own purposes. Focus
on plotting the key deadlines; call scheduling, any bring-up functions, tea breaks or
meal breaks. Make sure others can read and understand it. Always consider that
someone else may be taking over from you in a couple of hours.
• Give timely reminders in advance of briefings or meetings. Other people become very
focused on the detail of their roles. Remind them of impending deadlines. Chase up
any info you need for report preparation.
• Outside of an incident (preferably), check stock levels and replenish. Each cabinet or
location will have a stock sheet to indicate the minimum that should be present.
Ensure it is maintained. Make a note of expiry dates and replace expired items such as
food and batteries.
• Ensure document templates and stationery stores are maintained.
• Type any reports or situation reports if requested.
• During quiet moments clear the Operations room of any plates, cups etc.
• This position provides all the administration support and is the position that the
Incident Management Team will look to you for all things administration related, as
well as the welfare of the team (e.g. paper, pens, food, drink, and sleep).
Key Relationships
• Senior Emergency Management Group
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4.
Incident Action Plans
Incident Action Plans are critical documents that are created and maintained during an
extended incident. Each shift of an Incident Management Team is required to prepare an
Incident Action Plan for the following reasons.
•
•
•
•
•
•
To record important administration details in a form that can be passed on to anyone
taking over
To provide a written record of instructions issued
To reduce confusion
To provide a quick reference for managing the incident
To prompt the incoming Incident Management Team
To promote smooth rotation from shift to shift.
The Incident Action Plan that is handed over to a shift from the previous shift is a starting
point. Workers in the field will be working under the instructions of that plan so activity can
continue regardless of the Incident Management Team shift change.
The Planning and Intelligence Manager is responsible for the production of the Incident
Action Plan. Each Incident Management Team position contributes to the Incident Action
Plan but the Planning and Intelligence Manager is responsible for scheduling and running
planning meetings and for physically collating and producing sufficient copies of the plan.
5.
External Support
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•
•
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Dunedin City Council
Otago Regional Council
Otago Polytechnic
The University of Canterbury, our closest large University uses the same system and
will fulfil a mutual aid role during a major event if support is required.
Police
Fire Service
Southern District Health Board Hospitals and Services
National Services in a Civil Defence Emergency.
Related documents available via the Emergency Management Website
http://www.otago.ac.nz/proctor/Emergency_Management.html