Incident Command System (ICS)
The Incident Command System for
Satellite Operations Centers
Agenda
• National Response Plan (NRP) &
National Incident Management System
(NIMS)
• History of Incident Command System
(ICS)
• Stanford University meets ICS
• Your SOC
• Personal Preparedness
Goal
• To demonstrate that the Incident
Command System (ICS) provides an
ideal structure in a university setting for:
– Command
– Control
– Coordination/Collaboration
– Communication
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
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_release/press_rel
ease_0363.xml
Reflect on those Concepts…
Single Plan
“All Hazards”
Standardized
Consistent
Effective
Efficient
Integrated
Comprehensive
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
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)
Stanford University Main Entrance - April 19,
17, 1906
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 - >$100M damages
•
Labor Day 1998 - Severe windstorm
Syracuse University - $4M
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 >10
years of research data
• 2005 - Gulf Coast Hurricanes (Katrina & Rita)
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.
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
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.
Sound familiar?
ICS Essential Requirements
The designers had four essential requirements:
1. The system must be organizationally flexible to
meet the needs of incidents of any kind and
size.
2. Agencies must be able to use the system on a
day-to-day basis as well as for major
emergencies.
3. 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.
4. The system must be cost effective.
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
(DHS) Presidential Directive #5.
Security
http://www.whitehouse.gov/news/releases/2003/02/20030
228-9.html
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.
What is ICS?
•
ICS is a well organized, team approach
for managing critical incidents. It has
the following hallmarks:
1.
2.
3.
4.
5.
6.
7.
8.
Manageable Span of Control
Common Terminology
Modular/Scalable Organization
Integrated Communications
Unified Command Structure
Consolidated Action Plans
Pre-designated Command Centers
Comprehensive Resource Management
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.
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.
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.
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.
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.
Consolidated Action Plans (AP)
• Consolidated AP’s 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. Twelvehour operational periods are common for largescale 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.
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.
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.
ICS allows for…
1.
2.
3.
4.
5.
6.
7.
8.
Manageable Span of Control
Common Terminology
Modular/Scalable Organization
Integrated Communications
Unified Command Structure
Consolidated Action Plans
Pre-designated Command Centers
Comprehensive Resource Management
Incident Command
System
Five Functions of ICS
•
•
•
•
•
Command
Operations
Planning & Intelligence
Logistics
Finance
The One Word Definition
• Command = Manages
• Operations = Does
• Logistics = Gets
• Planning &
Intelligence = Plans
• Finance = Pays
ICS Organizational Chart
Command
Operations
Logistics
Planning &
Intelligence
Executive
Management
Finance
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.
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”
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.
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.
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 & worker’s compensation
insurance.
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.
Stanford meets ICS
Guiding Principles
• Protect life safety
• Secure critical infrastructure and
facilities
• Resume teaching and research
program
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
Situation Triage and Assessment TeamSTAT
For Level 2
Emergencies
Public
Safety
Communication
Services
News
Service
EH&S
Facilities
Incident
Commander
Medical
CP&M
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.
Satellite Operations Centers
25 Satellite Operations Centers on
campus
Operational Services SOC’s
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
Satellite Operations Centers
Administrative & Academic SOC’s
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 Provost’s 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
Response Teams & Activation Plans
Department
Operational
Teams
STAT
SOC
EOC
Level 1
Level 2
Level 3
?
Automatic activation
? Activated if needed
Activated only under extenuating circumstances
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 University’s 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
Stanford University
Command
Operations
& Planning
Intelligence
& Data
Management
Logistics &
Finance
Policy
Group
Public
Information
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
Testing Stanford’s Emergency Program
University-wide emergency exercise history
–
–
–
–
–
–
April 1998
October 1999
October 2000
October 2001
November 2002
November 2003
– November 2004
– September 2005
– November 2005
– April 6, 2006
Earthquake response
Y2K power outage scenario
Earthquake response
Earthquake disaster recovery
Earthquake response
Infectious disease outbreak
response (yersenia pestis)
Infectious disease outbreak
response (norovirus)
EOC Workshop
EOC Workshop
Earthquake recovery
Exercise ‘06
• Earthquake Recovery Exercise
– 7.0 earthquake
– Peninsula section of the San Andreas fault
– Strikes on Monday morning
– Exercise on Thursday morning
Your SOC
• Considerations
– Staffing
– Location
– Infrastructure
– Supplies
– Operation
Staffing
• Who should be in your SOC?
• Consider prolonged events
• Job assignments
• Job action sheets
• This is NOT your every day job!
Location
• Pre-designated
• Accessible
• Reliable
Primary EOC
Backup EOC
Infrastructure
• Is it big enough
• Phone/Fax lines
– SOC phone line discount ($9.95/mo)
• Networking
• Power
– Emergency
generators
Supplies
• Documentation
• Computers/laptops/phones/fax machines
• Office supplies
– Forms, paper, pens
• Support equipment
– BAT supplies, food
• Water
Operation
•
•
•
•
•
•
Activation procedures
Role Assignment
Situation Assessment
Define Operational Period
Create Action Plans
Execute and Repeat
Personal Preparedness
One Step at a Time
•
•
•
•
•
Get Informed
Make a Plan
Purchase Supplies
Perform Work
Relax
Make A Plan
• Collect resource information
• Identify basic procedures
– What would you do if…
• Identify and obtain emergency supplies
• Decide on training
• Make changes
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
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
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
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!
Planning for Earthquakes
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
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
• 1989 Loma Prieta
7.9 on the Richter scale
6.9 on the Richter scale
• Modified Mercalli Scale
– Measure of ground shaking intensity at a specific
location
Reality Check
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
Emergency Kits
• Number 1 Rule
– If you don’t have it with you, it can’t help
you!
• Kit suggestions
– Lighting - purchase LED lights
– Batteries - buy lithium batteries
(good for 10 yrs)
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
Help is Available
Do it Right!
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."
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
After the Earthquake
• Communications Plan
– How will you share information with others
after an earthquake?
Communications Plan
You
X X
Family Member 1
Family Member 2
Out-of-Area
Contact
Keith Perry
University, Emergency Manager
(650) 725-1409
kperry@stanford.edu