-national continuity programs
-US Fire administration
2. man-made (fire, chemical, terrorism, hazard material, aircraft crash, cyber attack)
3. severe weather (snow storm, ice, tornado, hurricane, rain, drought, heat wave, lightning etc
-develop a plan
-analyze a plan
-implement a plan
-maintain the plan
-loss prevention (reducing frequency)
-loss reduction (reducing impact)
-segregation of exposures
-contractual transfer of risk
-reduce losses of supplies and facilities
-reduce negligence by staff
-minimize public risk
2. examine risk management techniques
3. select a technique
4. implement it
5. monitor it
2. reduce the risk (following standards for reducing the risk of aircraft crash)
3. reduce the consequences (mitigate the impact and prepare a response)
4. spread the risk-insurance industry, or play an active role in planning process
social (human life loss), environmental, political (reputation of officials) and economic (structural damages)
As a consequence of the 9/11 terrorist attacks, as Prevention has now joined the cycle.
1. The Kaiser-Permanente Hazard Vulnerability Assessment Tool.
2. Threat and Hazard Identification
and Risk Assessment Guide (THIRA)
2. assesses the vulnerability of the community to those hazards using varying time, season, location, and community factors.
3. & 4. estimate the consequences of those threats and hazards impacting the community and, through the lens of core capabilities, establish capability targets.
5. captures the results of the THIRA process to set an informed foundation for planning and preparedness activities across prevention, protection, mitigation, response, and recovery.
2. Give Threats and Hazards Context. Using the list of threats and hazards, develop context that shows how those threats and hazards may affect the community.
3. Examine the Core Capabilities Using the Threats and Hazards. Using the threat and hazard context, identify impacts to the community through the lens of the core capabilities described in the Goal.
4. Set Capability Targets. Looking across the estimated impacts to the community, in the context of each core capability- set capability targets.
5. Apply the Results. Plan for the ability to deliver the targeted level of capability with either community assets or through mutual aid, identify mitigation opportunities, and drive preparedness activities.
-Provide “onlocation”support and assistance to local first response agencies (Fire, EMS, Health
Department, and Law Enforcement)
-Develop local emergency response plans,
-Comply with state and federal emergency preparedness and response requirements
-Conduct Hazardous Materials Analysis
-Conduct and coordinate public outreach seminars and workshops as a public service to the
-Conduct emergency management briefings, workshops, meetings and training courses
-Coordinate regional/state/federal emergency related training courses
-Conduct and evaluate emergency exercise/ drills
They maintain and operate the state Emergency Operations Center (EOC) and continually monitor emergencies
NOTE: deployment of EOC does not mean state of emergency has been declared
-Emer. program coordinator
-fire and police cheifs
-public inform. officer
-runners, communicators, assistants
disaster/emergencies and/or for managing events. etc. It has recently been mandated for use by all federal agencies, and most states and many businesses and industries have begun using it. One of the key features of ICS (in addition to common terminology, resource typing, standardized forms and procedures) is its scalability.
-A modular organization (from top down leaders)
-Unity of command (each person within an organization reports to only one designated person)
-A unified command structure (all involved agencies contribute to the command process)
-A manageable span of control.
-Designated incident facilities.
-Comprehensive resource management.
for on-scene response activities, and the EOC is responsible for community-wide resource
1. public information officer
2. safety officer
3. liaison officer
4. medical officer(?)
to expand (or contract) the ICS organization on
three major incident priorities:
needed to accomplish the incident objectives. Implements IAP
shortages. They develop the IAP, which defines the response activities and resource utilization for a specified time period.
Evaluating the situation.
Developing incident objectives.
Selecting a strategy.
Deciding which resources should be used to achieve the objectives in the safest, most
efficient and cost effective manner.
facilities, services, and materials, including
personnel to operate the requested equipment for
the resources. Reports
-Outlines lines of authority and organizational relationships during emergency situations, and describes how actions will be coordinated.
-Includes a concept of operations for responding to and recovering from emergency situations.
-Assigns responsibility to organizations and individuals for carrying out specific emergency actions to protect lives and property.
-Identifies personnel, equipment, facilities, supplies, and other resources available within the jurisdiction or by agreement with other jurisdictions for use during response and recovery operations.
-Outlines procedures to request assistance from the state if local resources are insufficient to deal with an emergency situation.
-Identifies mitigation actions to reduce the threat posed by a known hazard.
vulnerabilities to hazards and coordinating mitigation and preparedness activities to address those vulnerabilities. This enhance the jurisdiction’s capability and capacity to conduct emergency response and recovery operations.
confront a jurisdiction.
-Incident Management System (IMS): Formalizes the management structure for emergency
operations within the jurisdiction.
-Emergency Operations Plan (EOP): Guides emergency response and recovery activities.
-Exercise Program: Creates a cycle of organizational learning and improvement for all elements of the EMP.
-Specify who is involved in response activities and what those people will do.
-Specify the legal basis for the response authority.
-Specify the process to request higher level assistance.
-Specify agreements for other agency assistance.
The plan does not (and therefore the program does):
-Coordinate routine training activities.
-Prioritize planning and mitigation actions before the emergency.
-Formalize the management structure for the command center.
2. provide info to the public
3. tend to the people affected by emergency (social services)
-first plan completed under preprdn. section, followed by the 4 priority plans
1. emergency social services
4. public information
-and adds hazard specific plans in the order of prior.
ALL of these plans are reff. in the main body but go into the appendix. emergency program planning committee develops all the plans
-provide realistic assessment of the threat, scale of impact, specific response steps, special duties of certain people, and list of resources
-all main plans
-responsibilities list (EOC members)
-telephone callout list
-declaration of state of local emergency (draft)
-evacuation order (draft)
-mutual aid agreements
-community resource inventory
-the care of displaced persons at reception centers
-registration and inquiry services for displaced
-providing food to onsite responders and EOC center and public information center staff during prolonged operations
-assisting in provisions of critical incident stress debriefings
-reliable and efficient communications
-adequate facilities in appropriate locations
-anticipatory-for slowly progressing emergencies
-preparedness and response.
In preparedness, responsible for:
– conducing inventory of systems
-planning updates and compatibility
In the response role, responsible for:
-communications in/out of EOC
-establishment of communications
-supply of trained communicator at locations selected under social services plan, ex. reception centers
-concept of operations-visualizes the response
estimated incident response need and the capability of levels of government and the private sector to address that need.
where are we and where do we need to be?
POETE program helps us measure this gap
Planning, Organization, Equipment, Training, and Exercise activities (POETE model) support this national preparedness priority.
exercise programs by providing tools and resources such as policy and guidance,
training, technology, and direct exercise support.
– Exercise Program Management provides guidance for conducting a Training and Exercise Planning Workshop (TEPW) and developing a Multi-year Training and Exercise Plan (TEP).
-Exercise Design and Development describes the methodology for developing exercise objectives, conducting planning meetings, developing exercise
documentation, and planning for exercise logistics, control, and evaluation.
– Exercise Conduct provides guidance on setup, exercise play, and wrap-up activities.
-Evaluation provides the approach to exercise evaluation planning and conduct through data collection, analysis, and development of an AAR.
– Improvement Planning addresses corrective actions identified in the exercise IP and the process of tracking corrective actions to resolution.
Capability-based, Objective Driven (Exercises focus on assessing performance against capability-based objectives.)
Progressive Planning Approach.
Whole Community Integration
Informed by Risk
-Engaging elected and appointed officials
– Establishing multi-year exercise program priorities
-Developing a multi-year TEP
-Maintaining a rolling summary of exercise outcomes
-Managing exercise program resources
emergency. TTXs can be used to enhance general awareness, validate plans and procedures,
rehearse concepts, and/or assess the types of systems needed to guide the prevention of,
protection from, mitigation of, response to, and recovery from a defined incident.
(FSEs). These exercises can be used to validate plans, policies, agreements, and procedures;
clarify roles and responsibilities; and identify resource gaps.
capability in a single agency or organization. Drills are commonly used to provide training on
new equipment, validate procedures, or practice and maintain current skills.
functions. In FEs, events are projected through an exercise scenario with event updates that
drive activity typically at the management level. An FE is conducted in a realistic, real-time
environment; however, movement of personnel and equipment is usually simulated
multiple agencies, organizations, and jurisdictions and validate many facets of preparedness.
FSEs often include many players operating under cooperative systems such as the Incident
Command System (ICS) or Unified Command.
exercise location, and exercise parameters.
planning. Effective exercise evaluation involves:
-Planning for exercise evaluation;
-Observing the exercise and collecting exercise data during exercise conduct;
-Analyzing collected data to identify strengths and areas for improvement; and
– Reporting exercise outcomes in a draft AAR.
HSPD5 requires “all Federal departments and agencies to adopt the NIMS.” It further requires
“Federal departments and agencies to make adoption of the NIMS by state, tribal and local organizations a condition for Federal preparedness assistance (grants, contracts and other activities) beginning in Financial Year 2005.”
the other elements around it, including training, exercises, courses, certification, resource typing and management, administration, standardization, technology, education and public awareness, protocols, and compliance.
Communication and Information Management
Ongoing Management and Maintenance
and nongovernmental partners work together to coordinate national response; describes specific authorities and best practices for managing incidents; and builds upon the National Incident Management System (NIMS) which provides a consistent template for managing incidents.
Emergency Assistance Act
Administrator, in coordination the National Advisory Council, the National Council on Disability, and other federal agencies, to develop, coordinate, and maintain a disaster recovery strategy.
Physical-(office damaged, files destroyed)
Human-managers or system operators incapacitated
Technology (water.sewer.PC.loss of data.phone.
Operations (funds withdrawal/transfer), payment of bills, revenues to accounts, client needs
2. Service Impact Analysis (identify critical service functions)
3. Critical Service Functions. priority setting (MTDT)
4. Compiling the plan (resource/support/procedure)
5. Emer. Program Planning Comittee and Sr. Mgmt endorsement
6. communicate the plan
7. realistic testing
8. maintain the plan
-geotechnical involve ground movements, during or after emergency
-non-structural elements-like falling debris, elevator, elevated fixtures etc
B. PREPAREDNESS PLAN
1. Emergency Management Plan
2. Priority Common Plans
a. Public Information Plan
b. Social Services Plan
c. Evacuation Plan
d. Telecommunications Plan
3. Hazard-Specific Preparedness Plans
1. Service Continuation Plan
2. Facilities Repair and Inspection Plan
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