Welcome to the Standardized Emergency Management System (SEMS) Executive Course for Public Schools

Transcription

1 Welcome to the Standardized Emergency Management System (SEMS) Executive Course for Public Schools

2 OCEMO Orange County Emergency Management Organization Consists of the following Orange County jurisdictions: 34 Cities 32 School Districts 37 Special Districts 6 Approved Members

3 Standardized Emergency Management System Course Contents 1. Major Components of SEMS 2. Local Government Definition 3. Disaster Service Worker Status

4 Course Contents Executive s Responsibilities: 4. Policy Direction 5. Planning 6. Training 7. Exercises 8. Response

5 MAJOR COMPONENTS OF SEMS Incident Command System (ICS) Operational Area Concept (OA) Master Mutual Aid Agreement Multi-Agency Coordination System (MACS)

6 INCIDENT COMMAND SYSTEM (ICS) DEFINITION A nationally used standardized on-scene emergency management system specifically designed to allow its user(s) to adopt an integrated organizational structure.

7 OPERATIONAL AREA DEFINITION An intermediate level of the state emergency management organization consisting of the geographical county and all political subdivisions within the county area.

8 MUTUAL AID DEFINITION Voluntary and reciprocal agreements which provide services, resources and facilities when existing resources prove to be inadequate. California Mutual-Aid is based upon the State s Master Mutual Aid Agreement. There are several Mutual Aid systems included in the Mutual Aid Program.

9 MULTI / INTER AGENCY COORDINATION (MAC) DEFINITION Agencies working together at any SEMS level to facilitate decisions.

10 How Do Public Schools Fit into SEMS & The California Emergency Management Organization?

11 Legal Basis For SEMS Government Code 8607 INTENT: To Improve Coordination of State & Local Emergency Response in California.

12 Section 8550 of the Government Code defines the "California Emergency Services Act." Paragraph (e) states: all emergency services functions of this state shall be coordinated as far as possible with the comparable functions of its political subdivisions to the end that the most effective use may be made of all manpower, resources, and facilities for dealing with any emergency that may occur.

13 Government Code 8557(c) defines a political subdivision as:..any city, city and county, county, district, or other *local governmental agency or public agency authorized by law.

14 Local Governmental Agency Means:. any city, city and county, county, county office of education, community college district, school district, or special district. Government Code

15 LOCAL AGENCIES MUST use SEMS by December 1, 1996 or risk loss of State Disaster Assistance Funds for emergency response.

16 Disaster Service Worker Status

17 GOVERNMENT CODE 3101 states in part that:.."disaster service worker" includes all public employees and all volunteers.. The term "public employees" includes all persons employed by the state or any county, city, city and county, state agency or public district, excluding aliens legally employed (a) further states that: All disaster service workers shall, before they enter upon the duties of their employment, take and subscribe to the oath or affirmation required by this chapter.

18 PHASES OF EMERGENCY MANAGEMENT Mitigation Preparedness Response Recovery

19 EXECUTIVE RESPONSIBILITIES: POLICY DIRECTION PLANNING TRAINING EXERCISES RESPONSE

20 POLICY DIRECTION

21 POLICY DIRECTION: THE EXECUTIVE MUST ENSURE CLEAR POLICY FOR THEIR FIELD COMMANDERS AND EOC MANAGERS

22

23 ISSUES OF CONCERN TO THE EXECUTIVE: What are the implications of an incident to my organization and to myself? How do I maintain control? Where do I fit in the incident management process?

24 PLANNING: Provide support in the form of resources Ensure the development of plans Prioritize pre-emergency mitigation

25 TRAINING

26 SUPPORT TRAINING PLANNING 20% TRAINING 30%

27 EXERCISES

28 THE KEY TO SUCCESS EXERCISES - 50% PRACTICAL APPLICATION PLANNING - 20% TRAINING - 30%

29 EFFECTIVE EXERCISES Support & Participate in Exercises Ensure Organizational Readiness

30

31 INCIDENT COMMANDER LIAISON OFFICER SAFETY OFFICER Example of Field Response ICS LEGAL OFFICER PIO PLANNING & INTELLIGENCE SECTION OPERATIONS SECTION LOGISTICS SECTION FINANCE & ADMIN. SECTION

32 Incident Action Plan (IAP) MISSION

33 THE INCIDENT ACTION PLAN IS REQUIRED ON ALL INCIDENTS MAY BE ORAL OR WRITTEN WRITTEN PLANS SHOULD BE USED ON: LARGE OR COMPLEX INCIDENTS MULTI-AGENCY INCIDENTS LONG DURATION INCIDENTS

34 INTERACTIVE PLANNING STATUS RE-ASSESS AND & INTELLIGENCE SITUATION IAP & DEVELOPMENT UPDATE SECTION IAP OPERATIONS CARRY OUT OPERATIONS SECTION FINANCE TRACK & ADMIN COSTS SECTION LOGISTICS PROVIDE LOGISTICS SECTION

35 Example of an Emergency Operations Center Incident Command Structure In a Large Incident LAISON OFFICER LEGAL OFFICER EOC DIRECTOR SAFETY OFFICER PUBLIC INFO OFFICER PIO ASSISTANT PLANS & INTEL SECTION OPERATIONS SECTION LOGISTICS SECTION FINANCE SECTION SITUATION UNIT DOCUMENT- ATION UNIT DEMOBILIZ- ATION UNIT EVACUATION BRANCH RESCUE BRANCH DEPUTY LOGISTICS CHIEF

36 STEPS TO ACCOMPLISH INCIDENT OBJECTIVES ACTIVITY RESPONSIBILITY AGENCY POLICY, DIRECTION AND SUPPORT INCIDENT OBJECTIVES STRATEGY(IES) TO ACHIEVE OBJECTIVES TACTICAL DIRECTION EXECUTIVE INCIDENT COMMANDER/EOC DIRECTOR INCIDENT COMMANDER/EOC DIRECTOR INCIDENT COMMANDER OPERATIONS SECTION CHIEF

37 POLICY

38 THE EXECUTIVE PROVIDES THE FOLLOWING TO THE EOC DIRECTOR POLICY MISSION DIRECTION AUTHORITY

39 MAJOR RESPONSIBILITIES OF THE EXECUTIVE CLEARLY STATE AGENCY/ JURISDICTION POLICY EVALUATE EFFECTIVENESS - CORRECT DEFICIENCIES SUPPORT A MULTI-AGENCY APPROACH

40 EXECUTIVE BRIEFING EOC DIRECTOR SHOULD The General Situation COVER: Current Jurisdictional Authority over the Incident(s) Executives Goals, Priorities & Expectations Policies, Political Factors or other Considerations

41 EXECUTIVE BRIEFING EOC DIRECTOR SHOULD COVER: Status of Communications Confirm Policy on Media Procedures Schedules for Required Follow-up Briefings

42 EVALUATING THE EOC DIRECTORS EFFECTIVENESS THE EOC DIRECTOR SHOULD: Understand Agency Policy Direction Be Proactive Provide Clear Objectives Have a Good Match between Objectives and Strategies

43 THE EOC DIRECTOR SHOULD: Staff the organization to meet the workload Monitor span of control and adapt as necessary Utilize deputy positions when appropriate Integrate other agency personnel in appropriate ICS locations

44 THE EOC DIRECTOR SHOULD: Focus on organizational effectiveness Delegate authority to the Staff, when possible Identify problems areas & work to overcome them

45 THE INCIDENT COMMANDER OR EOC DIRECTOR SHOULD: Identify Policy Differences & Work Cooperatively to Resolve them Actively Participate in the Planning Process Working Toward a single Incident Action Plan

46 AUTHORITY

47 EXECUTIVE S DELEGATION OF AUTHORITY SHOULD COVER: Legal & Policy Restraints and/or Freedoms Limitations of Authority Political & Social Concerns Environmental Issues Cost Considerations

48 YOUR INVOLVEMENT Make Preparedness a Key Part of your Organizational Culture PREPARE NOW OR PAY LATER!!

49 THE FOUR PHASES OF AN EFFECTIVE EMERGENCY MANAGEMENT PROGRAM ARE: MITIGATION PREPAREDNESS RESPONSE RECOVERY

50 THE EXECUTIVE SHOULD ALWAYS ENSURE THAT INTER-AGENCY COORDINATION IS UTILIZED WHEN DEVELOPING OBJECTIVES AND POLICY DECISIONS

51 THE EXECUTIVE IS RESPONSIBLE FOR POLICY

52 Questions and Answers

53