June 4, 2013
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Transcript of June 4, 2013
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HELP! CICP, JIC?What the heck are these things and
what do I do with them?
An Introduction to Emergency Management at IU
June 4, 2013
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Incident Management and the Role of PIOs
Diane Mack
Case Study:
Henryville/Clark County, Indiana EF-4 Tornado
March 2, 2012
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Activities
IUEMC Activities
• Key members of IU Emergency Management and Continuity were activated as a part of the State’s response to Clark County, Indiana following the aftermath of the March 2nd EF-4 Tornado. Diane Mack – Served as Deputy Incident Commander /
Clark County EOC Manager Carlos Garcia – Served as the Planning Section Chief for
the State Incident Management Assistance Team Joe Romero – Served as Operations Section Chief for the
Clark County EOC Debbi Fletcher – Served as the Public Information Officer
for the State Incident Management Assistance Team
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Initial Actions
IUEMC Activities
• March 2nd – The Storm Prediction Center issued the following map noting a high risk for damaging storms. Weather advisories were issues to all IU campuses. The IU Central EOC was activated to a Level IV to monitor.
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IUEMC Activities
Satellite imagery of the massive storm that caused the tornado outbreak – NASA/GSFC
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IUEMC Activities
Activation of the State Incident Management Assistance Team (IMAT)
• At 3:04pm, all members of State IMAT were placed on Standby
• At 4:18pm, selected members of State IMAT were activated and instructed to go to the pre-designated rally point in Indianapolis.
• At 6:03pm, IMAT personnel assembled at Five Point Assembly Area to deploy to Henryville (Clark County)
• At 9:43, IMAT personnel begin work in Clark County
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IUEMC Activities
• A 50-mile path, missing IU Southeast by 11 miles• Wind speeds were in excess of 175 mph• The EF-4 tornado was approximately one-third to one-half mile wide,
encompassing approximately 71 square miles of damage path• Six counties impacted; Clark County most heavily impacted (Henryville)• Outbreak spawned nearly 50 other tornadoes across the Midwest, 19 of
which were in Indiana, including an EF-2
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IUEMC Activities
Significant Issues on the Ground• Water Service – Sewage and Potable Water didn’t last
through the first night• Phone Service – None - Both landline and cellular service• Electrical Service – None - Substation in town was
completely destroyed; telephone poles were missing• Gas Service – None – Service status (and therefore safety
status) unclear first few days• Massive amounts of woody and construction debris• Roadways blocked or impassable • Confused, stressed, and untrained on-scene responders
attempting to tackle the chaos• Healthcare in good shape – people took cover upon warning
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IUEMC Activities
• View from air – part of Henryville, IN – I-65 in the background• Red metal grid used to be the roof of a Marathon gas station
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IUEMC Activities
• Henryville High School Complex – Received brunt of EF-4 damage
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IUEMC Activities
• School bus pushed into a local diner in Henryville
• View from inside the diner
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IUEMC Activities
• Although much damage occurred in Henryville, other communities were also severely impacted:
New Pekin Daisy Hill Mt. Moriah Marysville Chelsea Borden Memphis
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Henryville
• Formerly Henryville Auto Body Shop
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Marysville
• Not much left of Marysville. Note that the workers are sitting on a house foundation.
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Marysville
• Reminders of the human toll were everywhere.
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Henryville and Marysville
• Recovery is moving quickly.
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IUEMC Activities
Impacts• Total Deaths: 13 (Indiana)• Total Injuries: 97** (Initial figure – not reflective of post incident injuries)
• Structural Damages: 115 Affected; 217 Minor; 60 Major; and 119 Destroyed (Clark County)
• Debris Management: USACE estimated 1.2 million cubic yards of woody debris in the impacted area (Clark County); As of 3/16/2012, a confirmed over 908K cubic yards of debris collected/processed.
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IUEMC Activities
Lessons Learned• IU’s involvement was critical to the success of the initial
response• NIMS and ICS absolutely WORK. Even in an impromptu setup
of a County EOC. • The Incident Management Team (IMT) concept WORKS.• Liaisons between organizations are essential, in both the
response and subsequent recovery.• Initial damage assessment, debris management, and
donations/volunteer management are critical to the response.• Public information must be immediate and constant, and relies
heavily on social media• 800 MHz radios, feet/sneakers and 4-wheelers were crucial to
communications in the initial days
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Complexity Analysis / ICS Overview
Joe RomeroHow do we manage all of this?
Welcome to the Incident Command System
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Complexity Analysis / ICS Overview
How bad is it? • Immediate threats to health and safety?• Physical damage to campus?• Campus operations disrupted?• Coordinated campus response required?• Large mutual aid response required?• Complex incident with unique resource needs?• Multiple operational periods?• High-profile incident with significant media attention?
Welcome to the Incident Command System
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Complexity Analysis / ICS Overview
How bad is it?
• Problems
• Needs
• Tasks
• Resources
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Complexity Analysis / ICS Overview
What Is ICS?
• The Incident Command System:
• Is a standardized, on-scene, all-hazards incident management concept.
• Allows its users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries.
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Complexity Analysis / ICS Overview
Purpose of ICS• Using management best practices, ICS helps to
ensure:
The safety of responders and the community.
The achievement of response objectives.
The efficient use of resources.
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Complexity Analysis / ICS Overview
ICS Benefits
• Meets the needs of incidents of any kind or size.
• Allows personnel from a variety of agencies to meld rapidly into a common management structure.
• Provides logistical and administrative support to operational staff.
• Is cost effective by avoiding duplication of efforts.
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Complexity Analysis / ICS Overview
Command Staff• The Incident Commander may designate a Command
Staff who:• Provide information, liaison, and safety services for
the entire organization.• Report directly to the Incident Commander.
IncidentCommander
IncidentCommander
SafetyOfficerSafetyOfficer
LiaisonOfficerLiaisonOfficer
Public InformationOfficer
Public InformationOfficer
Command Staff
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Complexity Analysis / ICS Overview
Who Does What?
IncidentCommander
IncidentCommander
OperationsSection
OperationsSection
PlanningSection
PlanningSection
LogisticsSection
LogisticsSection
Finance/AdminSection
Finance/AdminSection
Command: Overall responsibility for the incident. Sets objectives.
Operations: Develops the tactical organization and directs all resources to carry out the Incident Action Plan.
Planning: Develops the Incident Action Plan.
Finance/Admin: Monitors costs related to the incident. Provides overall fiscal guidance.
Logistics: Provides resources and all other services needed to support
the incident.
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Complexity Analysis / ICS Overview
Managing Public InformationThe Public Information Officer:
Represents and advises the Incident Command.
Manages on-scene media and public inquiries.
The Joint Information Center (JIC) is a physical or virtual location used to coordinate:
Critical emergency information.
Crisis communications.
Public affairs functions.
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Incident Management and the Role of PIOs
Debbi Fletcher
The Role of the Public Information Officer (PIO)
AND
How you fit into the BIG picture
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What the Public (and everyone else) Wants to know
Immediately following a crisis, the public will want to know three things:
•What happened?
•What does it mean to me?
•What are you doing about it?
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Emergency Operations Center/Incident Management Team
• During an incident lots of stuff is happening…• An Incident Commander will be in charge and may
activate an Incident Management Team (IMT)
• If a large number of resources are needed, then an Emergency Operations Center (EOC) may be activated
• No matter how large the incident, communication is key, public information is vital, and you as a part of the communications team, will be invaluable
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Emergency Operations Center/Incident Management Team
• Each campus has a Public Information Officer (PIO) who is a member of the IMT. The PIO is the person “In Charge” of public information• The PIO works for the Incident Commander (IC)• The IC approves the message before it is
disseminated
• If an EOC is activated, the PIO may act as the Emergency Support Function 15 (ESF 15) Public Information lead
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The BIG Picture
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Public Information
• Where do you fit in?• Accurate and timely information is critical,
ESPECIALLY during an emergency.• You are a part of the Joint Information System (JIS),
even if you are not on scene or in an EOC
• Make sure that the right people get the right information at the right time (in the right way) so they can make the right decisions.
• Joint Information System (JIS)• Information network working together to
provide timely, accurate, coordinated, and accessible information
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Public Information
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Public Information
• The role of the PIO is to manage information flow• Internally – IMT, EOC, IU Students, Staff & Faculty
• Gathering incident information for incident management• Disseminating information to campus
• Externally – media, external partners
• The PIO may be in any number of locations • At the scene (Field PIO)• In the EOC (ESF 15)• In the Joint Information Center (JIC)
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Public Information
• What is a JIC?
• A facility providing for co-location for members of the JIS and other stakeholders during response and recovery phases of a crisis
• Why have a JIC?• Speeds delivery of message (Timeliness)• Reduces misinformation & duplication of
efforts (Accuracy)• Enhances message coordination
(Coordination)• Leverages technology to deliver information
across multiple channels (Accessibility)
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Public Information
• A JIC is designed to support operation of the JIS• Follows the principles of the National Incident
Management System and Incident Command System (NIMS/ICS)
• Co-locates information professionals and other stakeholders so the message is comprehensive and inclusive• Information professionals may be internal
media relations and public affairs personnel or external partners
• A JIC provides a location to coordinate and develop the message
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Four stages of Information Flow
JIC may be actual, virtual, satellite, national, etc.
• Many times the size and scope of the incident will dictate what type of JIC will be activated
• This decision will be made by the PIO who is a part of the IMT
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Four stages of Information Flow
• Ensuring that all of the stages of information flow are addressed takes a significant effort and manpower, especially on a large scale incident
• THIS is where you fit in – YOU are a part of the JIS, no matter where you work, no matter what you do day to day
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University Policy Group
• The campus Executive Policy Group is responsible for providing leadership to the campus during emergencies and disasters in which the academic and research programs may be interrupted or normal, daily business operations cannot be conducted.• Duties include:
• Authorization of campus emergency declaration• Activation of EOC & supporting personnel• Issue orders of suspension, delay or rescheduling of
classes, campus function and general office hours• Issue other emergency orders necessary
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Complexity Analysis / ICS Overview
Carlos Garcia
Case Study:
IUPUI Long Gun Incident, March 19, 2013
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IUPUI Armed Person On Campus
The Call
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IUPUI Armed Person On Campus
Tuesday, March 19, 2013 – Armed Person on Campus• At 12:30pm – Female student reports a “man with a long gun”
in surface Lot #59 at Barnhill and Vermont Streets
• Within minutes – IUPUI Police secured the location and began to question the witness – determination that the suspect had left the area – decision to expand was made
• At 12:54pm – IU Notify message issued to the campus community, instructed personnel to “Seek Shelter”. Police begin a building-by-building search and sweep of the IUPUI campus that last 4 hours
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IUPUI Armed Person On Campus
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IUPUI Armed Person On Campus
Tuesday, March 19, 2013 – Lessons Learned
What Worked Well Challenges
Rapid response of law enforcement resources.
IU Notify messages.
Activation of the Campus Emergency Operations Center (EOC) for use as the Incident Command Post.
Effective IUPUI community outreach.
Strong linkage and communications between the campus EOC and the Executive Policy Group.
Social Media.
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IUPUI Armed Person On Campus
Tuesday, March 19, 2013 – Next Steps• Continue dialogue with campus
community and key stakeholders
• Finalize the After Action Report (AAR) for the incident and work on the Corrective Action/Improvement Plan
• Test and validate emergency plans, response capabilities, and emergency training
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Hazard Identification / Risk Assessment
Joe Romero
What are the hazards that threaten our campuses?
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Hazard Identification / Risk Assessment
All-Hazards Approach
•Natural Hazards•Technological Hazards•Human-Caused Hazards
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Hazard Identification / Risk Assessment
Natural Hazards• Tornado• Flood• Earthquake• Winter Storms• Ground Failure• Infectious Disease
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Hazard Identification / Risk Assessment
Technological Hazards• Hazardous Materials Incident• Public Utility Outage• Telecommunications System Outage• Levee / Dam Failure• Building Collapse• Structural Fire• Accidental Explosion
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Hazard Identification / Risk Assessment
Human-Caused Hazards• Active Shooter • Cyber Attack• Sabotage• Civil Disturbance• Arson• Bombing• Chemical / Biological / Radiological Attack
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Hazard Identification / Risk Assessment
Potential Impacts• Injuries (Physical, Emotional, Psychological)• Fatalities• Damage to Facilities and Infrastructure• Loss of Research and Intellectual Property• Financial Losses to the University• Economic and Social Impact to the Community• Institutional Reputation (Short and Long-Term)
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Hazard Identification / Risk Assessment
Operational Challenges• Lack of Incident Management Personnel• Immediate Need for Well Coordinated Response• Establishing and Maintaining Situational Awareness• High-Profile Nature of Campus Incidents• Social Media
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Hazard Identification / Risk Assessment
Where You Come In• Understanding Potential Threats • Working with Internal and External Partners• Serving as On-site Public Information Officer• Supporting Other PIOs • Gathering and Disseminating Information• Developing and Implementing Campus Plans
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Moving Forward
Diane Mack
So where do we go from here at IU?
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Work Together
• Public relations• Social media• Websites• Communications specialists• PIOs trained for/in disasters
Moving Forward
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New Teams/Organizations
• PIO• ESF 15• JIC• “Blog kill” teams
Moving Forward
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What’s Needed?
• Training• ICS 700, 100, 200 at a minimum• Position-specific PIO• All-Hazard Incident Management Team
(AHIMT)• JIC Operations?• Social media protocols?• More exposure to communications during
emergencies
Moving Forward
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The Path Forward
• Practice• Exercises• Common emergencies• Shadow during emergencies elsewhere
• Sharing/Best Practices• Conferences• PIO Summit
Moving Forward
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Thank You!
From the IUEMC team
YOU are a valuable part of the emergency response team at IU!