NIMS? ICS? BCP? OMG! Disaster Recovery Journal Fall World 2011 Conference

Transcription

1 NIMS? ICS? BCP? OMG! Disaster Recovery Journal Fall World 2011 Conference 1 TIM BONNO READ MY BLOG AT: What We ll Discuss 2 Introduction to NIMS Introduction to ICS Relevance with Business Continuity Benefits Next Steps (hint: Implementation) So let s get started, shall we?

2 Two Immediate Business Needs In disaster response, businesses have two critical needs from public safety: 1. Information Relative to the incident current and future Critical to decision making and planning 2. Access To our facilities Decision makers Do you have the keys to access your gatekeepers? 3 Homeland Security Presidential Directives (HSPDs) 4 HSPD-5 HSPD-7 HSPD-8 Management of Domestic Incidents Critical Infrastructure Identification, Prioritization, and Protection National Preparedness Mandates National Incident Management System (NIMS)

3 NIMS Overview 5 What?... NIMS provides a consistent nationwide template... Who?... to enable Federal, State, tribal, and local governments, the private sector, and nongovernmental organizations to work together... How?... to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents id regardless of cause, size, location, or complexity... Why?... in order to reduce the loss of life and property, and harm to the environment. NIMS: What It Is & What It s Not 6 NIMS is... NIMS is not... A flexible framework of: Doctrine Concepts Principles Terminology Organizational processes Applicable to all hazards and jurisdictions An operational incident management plan A resource allocation plan A terrorism/wmdspecific plan Designed to address international ti events

4 NIMS Components 7 1. Preparedness 2. Communications and Information Management 3. Resource Management 4. Command and Management 5. Ongoing Management and Maintenance Preparedness: Continuous Cycle 8 Planning Taking Corrective Action Organizing Evaluating Preparedness Cycle Training Exercising Equipping

5 Coordination of Preparedness Activities 9 Effective preparedness activities iti involve coordination among: Individuals Preparedness organizations Nongovernmental organizations (NGOs) The private sector The private sector owns and protects 85 percent of the nation s infrastructure NIMS Preparedness Efforts 10 Preparedness efforts include: Planning Essential functions. Orders of succession. Delegations of authority. Continuity facilities. Continuity communications. Vital records management. Human capital. Procedures and protocols Training and exercises Personnel qualifications and certification Equipment certification

6 Training should allow practitioners to: Training Use the concepts and principles of NIMS in exercises, planned events, and actual incidents. Become more comfortable using NIMS, including the Incident Command System. 11 Exercises Exercises should: Include multidisciplinary, multijurisdictional incidents. Include participation of private-sector and nongovernmental organizations. Cover aspects of preparedness plans, particularly the processes and procedures for activating local, intrastate, or interstate mutual aid and assistance agreements. Contain a mechanism for incorporating corrective actions. 12

7 NIMS Components 13 Incident Command System Multiagency Coordination Systems Public Information ICS: What Is ICS? Is a standardized, on-scene, all-hazard incident management concept. Allows its users to adopt an integrated organizational structure that matches the complexities and demands of incidents. Permits seamless integration of responders from all jurisdictions. Can be used for incidents of any type, scope, and complexity. 14

8 Why ICS? Without ICS 15 With ICS ICS Organizational Components 16 Incident Commander Public Information Officer Safety Officer Liaison Officer Operations Section Planning Section Logistics Section Finance/Admin. Section Staging Area Resources Demob. Service Branch Support Branch Time Compensation Claims Branches Air Ops Branch Situation Doc. Commun. Supply Procurement Cost Divisions Strike Team Task Force Groups Single Resource Medical Food Facilities Ground Support

9 ICS Features 17 Standardization Common terminology Command Establishment and transfer of command Chain of command and unity of command Unified command Planning/Organizational Structure Management by objectives Incident Action Plan (IAP) Modular organization Manageable span of control Facilities and Resources Comprehensive resource management Incident locations and facilities Communications/Information Management Integrated communications Information and intelligence management Professionalism Accountability Dispatch/Deployment Using common terminology helps to define: Organizational functions. Incident facilities. Resource descriptions. Position titles. Common Terminology 18

10 Incident command organizational structure is based on: Modular Organization Size, type, and complexity of the incident. Specifics of the hazard environment created by the incident. Incident planning process and incident objectives. 19 A key principle of ICS is its flexibility. ICS Expansion and Contraction Although there are no hard-and-fast and rules, remember that: Only functions/positions that are necessary are filled. Each activated element must have a person in charge. An effective span of control must be maintained. 20

11 ICS span of control for any supervisor: Is between 3 and 7 subordinates. Optimally does not exceed 5 subordinates. Delegating to the lowest level possible allows ICS supervisors to: Assign responsibilities to subordinates. Until a task is delegated, the supervisor must assume responsibility for completing it. Maintain a manageable span of control for the supervisor. ICS Management 21 Under unity of command, personnel: Report to only one supervisor. Receive work assignments only from their supervisors. y of Command 22 Don t confuse unity of command with Unified Command!

12 Unified Command 23 As a team effort, Unified Command allows all agencies with jurisdictional authority or functional responsibility for an incident to jointly provide management direction to the incident. In Unified Command, no agency s legal authorities will be compromised or neglected. Sites 24 Incident Command Post (ICP) The location from which the Incident Command directs operations. Generally located at or in the immediate vicinity of the incident site. Emergency Operations Center (EOC) A central location that supports Incident Command by: Making executive/policy decisions. Coordinating interagency relations. Dispatching and tracking requested resources. Collecting, analyzing, and disseminating information.

13 Incident Command Functions 25 Note: Intelligence may be added as a function, if required, to meet incident management needs. Incident Commander Upon arriving at an incident, the higher ranking person will either assume command, maintain command as is, or transfer command to a third party. In some situations or agencies, a lower ranking but more qualified person may be designated as the Incident Commander. The Incident Commander performs all major ICS command and staff responsibilities unless the ICS functions are delegated and assigned. 26

14 Incident Commander Role 27 The Incident Commander: Provides overall leadership for incident response. Delegates authority to others. Takes general direction from agency administrator/official. Incident Commander Incident Commander Responsibilities The Incident Commander is specifically responsible for: Ensuring incident safety. Providing information services to internal and external stakeholders. Establishing and maintaining liaison with other agencies participating in the incident. All activities and functions until delegated and assigned to staff. Assessing need for staff. Establishing incident objectives. Directing staff to develop the Incident Action Plan. 28

15 Incident Management Roles Incident Commander s Role 29 Executive s/senior Manager s Role The Incident Commander: Manages the incident at the scene. Keeps the EOC informed on all important matters pertaining to the incident. These managers provide the following to the Incident Commander: Policy Mission Strategic direction Authority Command Staff 30 Incident Commander Public Information Officer Liaison Officer Safety Officer It may be necessary for the Incident Commander to designate a Command Staff that: Provides information, liaison, and safety services for the entire organization. Reports directly to the Incident Commander.

16 Public Information Officer (PIO) 31 Advises Incident Commander on information dissemination and media relations. Incident Commander approves information that the PIO releases. Incident Commander Public Information Officer Obtains information from and provides information to Planning Section. Planning Section Chief Obtains information from and provides information to community and media. Community and Media Safety Officer 32 Advises Incident Commander on issues regarding incident safety. Incident Commander Safety Officer Works with Operations to ensure safety of field personnel. Operations Section Chief Ensures safety of all incident personnel. Incident Resources

17 Liaison Officer 33 Assists Incident Commander by serving as point of contact for agency representatives who are helping to support the operation. Incident Commander Liaison Officer Provides briefings to and answers questions from supporting agencies. Agency Representative General Staff (Section Chiefs) Incident management personnel organized according to function and reporting to the Incident Commander. 34 Incident Commander Public Information Officer Liaison Officer Safety Officer Command Staff Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Admin Section Chief General Staff Note: An Intelligence/Investigations Chief may be established, if required, to meet incident management needs.

18 The Operations Section: Directs and coordinates all incident tactical operations. Is typically one of the first organizations to be assigned to the incident. Expands from the bottom up. Has the most incident resources. May have Staging Areas and special organizations. Operations Section 35 Operations Section Chief 36 The Operations Section Chief: Develops and implements strategy and tactics to carry out the incident objectives. Organizes, assigns, and supervises the tactical field resources. Supervises air operations and those resources in a Staging Area.

19 Planning Section Maintains resource status. Maintains and displays situation status. Prepares the Incident Action Plan. Develops alternative strategies. Provides documentation services. Prepares the Demobilization Plan. Provides a primary location for Technical Specialists assigned to an incident. 37 The Planning P 38 Tactics Meeting Preparing for the Planning Meeting Planning Meeting Preparing for the Tactics Meeting IAP Prep & Approval Command & General Staff Meeting Operations Briefing IC/UC Develop/Update Objectives Meeting Execute Plan & Assess Progress New Ops Period Begins Initial IC/UC Meeting Incident Brief Using ICS-201 Initial Response & Assessment Notifications Incident/Event Initial Response

20 I ll Take Documentation For $500 Alex 39 What process do you have in place to document your company s response & recovery actions? How effective are you in documenting your actions? Planning Section: Documentation 40 Provides documentation services, including the written Incident Action Plan. Maintains and archives all incident-related documentation

21 Forms and Supporting Documents 41 Planning Section Chief 42 Planning Section Chief The Planning Section Chief: Gathers, analyzes, and disseminates information and intelligence. Manages the planning process. Compiles the Incident Action Plan. Manages Technical Specialists.

22 Responsible for: Logistics Section Communications. Medical support to incident personnel. Food for incident personnel. Supplies. Facilities. Ground support 43 The Logistics Section Chief: Logistics Section Chief Provides resources and services required to support incident activities. Develops portions of Incident Action Plan and forwards them to Planning Section. Contracts for and purchases goods and services needed at the incident. 44

23 Finance/Administration Section 45 Contract negotiation and monitoring Timekeeping Cost analysis Compensation for injury or damage to property Finance/Administration Section Chief The Finance/Admin Section Chief: Is responsible for financial and cost analysis. Oversees contract negotiations. Tracks personnel and equipment time. Processes claims for accidents and injuries. Works with Logistics to ensure resources are procured. 46

24 OSHA Relevance to BCP Hazardous Waste Operations and Emergency Response [29 CFR ] PS-Prep DRII Professional Practices #5 - Emergency Response and Operations #10 - Coordination with External Agencies BCI Good Practice Guidelines Developing and Implementing a BCM Response Business Emergency Operations Centers (BEOC) 47 PS-PREP 48 ASIS International SPC Organizational Resilience: Security Preparedness, and Continuity Management System Requirements with Guidance for use (2009 Edition). British Standards Institution (2007 Edition) - Business Continuity Management.(BS 25999: Code of practice for business continuity management and BS 25999: Specification for business continuity management) National Fire Protection Association Standard on Disaster / Emergency Management and Business Continuity Programs

25 Benefits 49 Greater Efficiency Since ICS is designed for use by trained personnel to direct and coordinate efforts in a crisis situation, managers will be able to more efficiently handle both internal and external crises. Better Coordination More Effective Communication Those tasked with Response and Recovery responsibilities will be able to better coordinate with outside agencies and organizations during a crisis if ICS is implemented. Organizations will be able to more effectively communicate with other stakeholders (i.e. outside agencies and organizations) when they use common terminology. Next Steps 1. Learn more about ICS 2. Determine how best to incorporate NIMS & ICS into your BCP 3. Network with your Public Sector counterparts 4. Train and Exercise 5. Use your adoption of NIMS & ICS to differentiate your company from your competitors 50