4_04 disaster management.ppt

8/16/2019 4_04 Disaster Management.ppt

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The Basics of DisasterThe Basics of Disaster

ResponseResponse

Thomas D. Kirsch, MD, MPH, FACEP Thomas D. Kirsch, MD, MPH, FACEP Center for Refugee and Disaster ResponseCenter for Refugee and Disaster Response

Johns Hopins !"oom#erg $choo" of Pu#"ic Hea"th Johns Hopins !"oom#erg $choo" of Pu#"ic Hea"th

%ffice of Critica" E&ent Preparedness and Response%ffice of Critica" E&ent Preparedness and Response

Johns Hopins 'nstitutions Johns Hopins 'nstitutions

(ationa" Ph)sician Ad&isor (ationa" Ph)sician Ad&isor American Red Cross American Red Cross


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What We Will Discuss

1. Background on the Federal response

2. The basics of disaster management

3. The differences between local and external

response

. Details about the !ncident "ommand

#$stem %!"#&


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A Little Background:A Little Background:

United States DisasterUnited States DisasterPreparedness and ResponsePreparedness and Response


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Federal Disaster Response

• Congressional Act of 1803 (Portsmouth fire)

• Public Law 81-87! 1"0

• #$% Act! 1"7

• %taffor& Act! 1"7"

' #stablishe& fe&eral &isaster resonse

' e&eral *esonse Plan• #$A ele+ate& to cabinet le+el! 1"",


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Federal Disaster Response

• eartment of .omelan& %ecurit/ (.%)! 00

• ational *esonse Plan! 00

' $ulti-agenc/ cooeration ' Presi&ential &eclarations

' 1 #mergenc/ %uort unctions (#%)

• ational *esonse ramewor2! 008


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Disaster Response

$aor reorgani4ation after "5116

• he ational %trateg/ for .omelan& %ecurit/

• .omelan& %ecurit/ Act of 00

• .omelan& %ecurit/ Presi&ential irecti+e-

(.%P-)! $anagement of omestic

9nci&ents

• All these lea& to the creation of theeartment of .omelan& %ecurit/ an& the

new *P


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Disaster Response

National Response Plan (NRP

• A concerte& national effort to re+ent terrorist

attac2s within the :nite& %tates re&uce America;s +ulnerabilit/ to terrorism! maor

&isasters! an& other emergencies an&

minimi4e the &amage an& reco+er from

attac2s! maor &isasters! an& otheremergencies that occur<


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Disaster Response

National Response Framework (NRF)

• A concerte& national effort to re+ent terrorist

attac2s within the :nite& %tates re&uce America;s +ulnerabilit/ to terrorism! maor

&isasters! an& other emergencies an&

minimi4e the &amage an& reco+er from

attac2s! maor &isasters! an& otheremergencies that occur<


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NRP


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Disaster Response! "SF

• 1. Transportation

• 2. Communications• 3. Public Works andEngineering

• 4. Firefighting • . Emergenc!

"anagement • #. "ass care$ %ousing and

%uman &er'ices• (. )esource &upport • *. Public %ealth and

"edical &er'ices

• +. ,rban &earch and )escue

•1-. %aardous "aterials

• 11. /griculture and 0atural

)esources

• 12. Energ!

• 13. Public &afet! and &ecurit!

• 14. ongTerm )eco'er!

• 1. Public /ffairs

#mergenc/ %uort unctions(#%)


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Roles of

federal

agencies


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Disaster Response

#$A- e&eral #mergenc/ $anagement

Agenc/

• Assistance ' in&i+i&ual

' business

' ublic• Local caacit/ buil&ing

• :rban %A*


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Disaster Response! N#$S

ational 9nci&ent $anagement %/stem

(9$%)

• Pro+i&es a nationwi&e temlate enablinge&eral! %tate! local! an& tribal go+ernments an&

ri+ate sector an& nongo+ernmental

organi4ations to wor2 together effecti+el/ an&

efficientl/ to re+ent! reare for! reson& to!

an& reco+er from &omestic inci&ents regar&less

of cause! si4e! or comle=it/<


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The Basics of The Basics of

Disaster ResponseDisaster Response


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Disaster $anage%ent


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Disaster $anage%ent

''The range of acti(ities designed toThe range of acti(ities designed to

%aintain control%aintain control o(er disaster ando(er disaster and

emergenc$ situations and to pro(ide aemergenc$ situations and to pro(ide a

framework for helping at risk personsframework for helping at risk persons a&oida&oidor reco&eror reco&er from the impact of a disaster)from the impact of a disaster) %"un$&%"un$&


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The Disaster 'cle


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Phases of a Disaster

*reparation

Warning *hase

!mpact

+mergenc$ ,esponse

,eco(er$

,ehabilitation


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'o%ponents of

Disaster $anage%ent- a/ard 0nal$sis

- ulnerabilit$ 0nal$sis

- *re(ention and mitigation

- *reparedness

- *rediction and warning- ,esponse

- ,eco(er$


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'o%ponents of




- *reparedness


- ,eco(er$


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'oncepts in "&aluating Disasters

- Pheno%enon: Disaster tpe andintensit

- )ulnera*ilit: Predisposition andcapacit of local response

- #%pact: "ffect on population


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Pheno%enon

+

)ulnera*ilit,

#%pact


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-a.ard Analsis

- Disaster histor$

- Disaster anal$sis en(ironmental

epidemiological

meteorologic agricultural

political


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-a.ard Analsis


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)ulnera*ilit Analsis

- istorical experience

- "ommunit$ experience- Technical e(aluation

- and use

- Building standards

- Disaster specific (ulnerabilities


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)ulnera*ilit &s/ $anagea*ilit- )ulnera*ilit: Factors that increase risk

4umber of people exposed b$ the ha/ard

0rea co(ered b$ the ha/ard

Dose or intensit$ of power of the ha/ard

Time duration

Fre5uenc$- $anagea*ilit: Factors that reduce risk

0ffluence of population6 coping mechanisms

7nowledge and practices of population

Technolog$ a(ailable to the population


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Factors 'ontri*uting to

Disaster #%pact and Se&erit

- -u%an &ulnera*ilit

- Pheno%enon (ha.ard characteristics

- #%pact (sudden &s gradual

- $anagea*ilit

- Risk


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'o%ponents of




- *reparedness


- ,eco(er$


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Pre&ention and Preparedness

- 8rgani/ational response planning

- 9o(ernment structure and disaster legislation

- *lanning mechanisms stockpiling

awareness

resources communications

education


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Pre&ention and preparedness

- *re(ention:elimination of ha/ards %ie; flood control&

-


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*reparation

Warning *hase

!mpact

+mergenc$ ,esponse

,eco(er$

,ehabilitation


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'o%ponents of




- *reparedness


- ,eco(er$


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Prediction and 0arning

- Tracking

- Warning mechanisms

- 8rgani/ational response

- *ublic education

- "ommunication

- +(acuation planning


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*reparation

Warning *hase

!mpact

+mergenc$ ,esponse

,eco(er$

,ehabilitation


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Disaster Response Phases

Four or *hases %man$ sub:categories&

- 0cti(ation

- !mplementation

-


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Response

- 4otification

- +(acuation=extrication

- #earch and rescue

- "oordination

- !mmediate needs assessment- #helter=protection

- !mplementing existing disaster plans


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"%ergenc Response

Phase- #earch and rescue

- +mergenc$ medical ser(ices- !mmediate health ser(ice mobili/ation

- *reliminar$ needs assessment

- 8FD0 categor$; *hase !


*reparation

Warning *hase

!mpact

+mergenc$ ,esponse

,eco(er$

,ehabilitation

Disaster $edical Response


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Disaster $edical Response

Phases- 4otification %recognition& 4otification %recognition&- #earch and rescue#earch and rescue

- TriageTriage

-


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*reparation

Warning *hase

!mpact

+mergenc$ ,esponse

,eco(er$

,ehabilitation


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'o%ponents of




- *reparedness


- ,eco(er$


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Reco&er

- ogistics

Distribution of resources

Warehousing

Tracking

- ,ehabilitation and ,econstruction

ousing

Water=sanitation

!nfrastructure


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Reco&er

-


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*reparation

Warning *hase

!mpact

+mergenc$ ,esponse

,eco(er$

,ehabilitation



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Reha*ilitation and

Reconstruction- ealth ser(ice assessment

and reconstruction

- #tructural reconstruction

- ,esume de(elopment efforts

- Transition from relief to de(elopment- 8FD0 categor$; *hase !!!


*reparation

Warning *hase

!mpact

+mergenc$ ,esponse

,eco(er$

,ehabilitation


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So%e Details a*outSo%e Details a*out

Disaster ResponseDisaster Response$anage%ent$anage%ent


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Disaster Response

The *enefits and dra0*acks of:

- !nternal %ocal& ,esponse- +xternal %4ational or !nternational&

,esponse


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Disaster Response

- ocal response

most effecti(e first 2 hour

+


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#nternal Response $anage%ent

Strengths

- ,apid response- #ociall$ and culturall$ appropriate- Famil$ and communit$ support- 0ssists in immediate reco(er$- ,educes dependenc$

- Builds upon local response mechanisms- De(elops internal capacit$


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#nternal Response $anage%ent

Li%itations

- Li%ited capacit

- imited experience and planning- ack of large scale sectoral abilit$- ack of coordination on large scale- ack of large scale funding- ack of monitoring- imited abilit$ to address pre(ention and

preparedness


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"1ternal Response $anage%ent

Strengths

- arge scale assistance

- +xpertise in disaster response- Dedicated disaster funding- #ector specific support

- 8n site organi/ation and coordination


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"1ternal Response $anage%ent

Li%itations

- Duplication of ser(ices- Draws from local capacit$ building- 4on:sustained funding and dependenc$- "ulturall$ and sociall$ problematic- ack of standardi/ation of 498 response

- Difficult to coordinate and monitor- ?nrealistic expectations of donor assistance- ocal partners o(erloaded

- *rogram is poorl$ conceptuali/ed


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Priorit Pu*lic -ealth

#nter&entions

• Water and sanitation

- #ur(eillance and ealth !nformation #$stems- 4utrition

- "ommunicable disease control

- !mmuni/ation


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$anaging the Response:$anaging the Response:

The #ncident 'o%%andThe #ncident 'o%%andSste%Sste%


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2hat is the #'S3


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#ncident 'o%%and Sste%#ncident 'o%%and Sste%

• 0 management structure for command60 management structure for command6

control and coordination in chaotic e(entscontrol and coordination in chaotic e(ents

- 4eeded when incidents re5uire a 4eeded when incidents re5uire acoordinated effort to ensure an effecti(ecoordinated effort to ensure an effecti(e

response and for the efficient6 safe use ofresponse and for the efficient6 safe use of

resourcesresources


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#ntroduction

- !"# uses principles that ha(e pro(en

efficienc$ and effecti(eness in a business

setting and applies principles to emergenc$and disaster response

- !"# structure is the standard for emergenc$

and disaster response


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"ffecti&e #ncident $anage%ent

- Forms organi/ational core of a crisis

management s$stem

- 7e$ management principles are applied in astandardi/ed wa$


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- +stablishingcommand

- +nsuring respondersafet$

- 0ssessing incident priorities

- Determiningoperationalob>ecti(es

- De(eloping anorgani/ational

structure-


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- "oordinating o(erall

emergenc$ acti(ities

- "oordinating theacti(ities of outside

agencies

- !mplementing the!ncident 0ction *lan

- 0uthori/ing release

of information to

the media- 7eeping track of

costs

-


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Federal 4o&ern%ent #'S


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#'S 5rgani.ation

- "apabilit$ to expand or contract to meet theneeds of the incident

- 0ll incidents regardless of the si/e or

complexit$ will ha(e an !ncident"ommander

- !nitiall$6 !ncident "ommander will be the

senior first:responder to arri(e at the scene


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#'S 5rgani.ation

The ma>or management roles are alwa$sfilled6 no matter how small the incident.The$ are;

- "ommand

- 8perations

- *lanning- ogistics

- Finance=0dministration


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#'S 5rgani.ation

P l a n n i n g

S e c t i o n

O p e r a t i o n s

S e c t i o n

L o g i s t i c s

S e c t i o n

F i n a n c e / A d m i n i s t r a t i o n

S e c t i o n

I n c i d e n t

C o m m a n d


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5rgani.ational 'hart

- *ositions found on the organi/ational chart

- +ach has a prioriti/ed @ob 0ction #heet

written to describe the important duties ofeach particular role


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6o* Action Sheet

- 8ne @0# for each position

- Focused ob>ecti(e

- "oncise mission statement

- *rioriti/ed acti(ities

- !ntended to be customi/ed %except for title

and mission&


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'o%%and

P l a n n i n g

S e c t i o n

O p e r a t i o n s

S e c t i o n

L o g i s t i c s

S e c t i o n


S e c t i o n

I n c i d e n t

C o m m a n d


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The 'o%%and Function

- *erform command acti(ities- *rotecting life and propert$

- "ontrolling personnel and e5uipment

resources

-


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'o%%and

- The !ncident "ommander %!"& is the single

person in charge.

- urisdictional disasters a

?nified "ommandC structure is used wheremultiple agencies share command.


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The 5perations Section

- Direct and coordinate all operations

- 0ssist the !" in de(eloping response goals

and ob>ecti(es for the incident

- !mplement the !0*

- ,e5uest resources through the !"

- 7eep the !" informed of the situation andresource status within operations


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Planning

P l a n n i n g

S e c t i o n

O p e r a t i o n s

S e c t i o n

L o g i s t i c s

S e c t i o n


S e c t i o n

I n c i d e n t

C o m m a n d


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The Planning Section

- "ollection6 e(aluation6 dissemination and

use of information about the de(elopment

of the incident and status of resources- !ncident 0ction *lan: defines response

acti(ities and resource utili/ation for a

specified time period


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The Planning Section

#ub:?nits

- ,esources unit

- #ituation unit

- Document unit

- Demobili/ation unit


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Logistics

P l a n n i n g

S e c t i o n

O p e r a t i o n s

S e c t i o n

L o g i s t i c s

S e c t i o n


S e c t i o n

I n c i d e n t

C o m m a n d


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The Logistics Section

- ,esponsible for pro(iding facilities6

ser(ices6 and materials6 including personnel

to operate the re5uested e5uipment for theincident

- 9reat significance in long:term or extended

operations


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The Logistics Section

#ub:?nits

- "ommunications unit

- Food=water unit

- #uppl$ unit

- Facilities unit

- #ecurit$ unit


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Finance7Ad%inistration

P l a n n i n g

S e c t i o n

O p e r a t i o n s

S e c t i o n

L o g i s t i c s

S e c t i o n


S e c t i o n

I n c i d e n t

C o m m a n d


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Finance7Ad%inistration

- The Finance #ection "hief tracks costs6

personnel records6 re5uisitions6 and

administrates procurement contractsre5uired b$ ogistics.

- "ritical for tracking incident costs and

reimbursement accounting- er$ important in large magnitude incidents


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Finance7 Ad%inistration

#ub:?nits

- Time unit

- "ompensations "laims unit

- "ost unit

- *rocurement unit


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'o%%and Staff Positions

- There are three positions that report directl$

to the !ncident "ommander;

!nformation 8fficer #afet$ 8fficer

iaison 8fficer.


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#nfor%ation 5fficer

- Pu*lic #nfor%ation 5fficer6 is the conduit

for information to internal and external

stakeholders6 including the media or otherorgani/ations seeking information.


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Safet 5fficer

- Safet 5fficer monitors safet$ conditions

and de(elops measures for assuring the

safet$ of all assigned personnel.


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#'S 'oncepts


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#'S 'oncepts

'o%%on ter%inolog

especiall$ important when di(erse agencies are

in(ol(ed applies to all organi/ational elements6 position

titles and resources


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#'S 'oncepts

$odular organi.ation

De(elops from the top:down organi/ational

structure "ommand function established b$ !"

!" acti(ates other functional areas as needed


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#'S 'oncepts

#ntegrated co%%unications

s$stem uses a common communications plan6

standard operating procedures6 clear text6common fre5uencies and terminolog$


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#'S 'oncepts

Unified co%%and

!ncident functions under a single6 coordinated

!0* 8ne 8perations #ection "hief has

responsibilit$ for implementing the !0*

8ne !"* is established

#'S ' t


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#'S 'oncepts

Unit of 'o%%and +ach person within an

organi/ation reports to

onl$ one designated

person


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#'S 'oncepts

Designated incident facilities

- +8"=!"* where the !"6 "ommand #taff and

9eneral #taff o(ersee incident operations

- Where department heads6 go(ernment

officials6 and (olunteer agencies gather to

coordinate their response- #taging areas at which resources are kept

while waiting for assignment


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#'S 'oncepts

#ncident Action Plans- !0*s describe response goals6 operational

ob>ecti(es6 and support acti(ities

- ?suall$6 a written !0* is re5uired whenresources from multiple agencies are used6

se(eral >urisdictions are in(ol(ed or the

incident is complex- 8perational period defined


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#'S 'oncepts

$anagea*le span of control

- !n !"#6 the span of control is optimal at A

- !f the number falls below 3 or exceeds 6

the organi/ational structure should be

reexamined


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#'S 'oncepts

'o%prehensi&e resource %anage%ent

-


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#'S 'oncepts

Personnel Accounta*ilit- 0ll personnel must check:in as

soon as the$ arri(e

- ,esource units6 assignment listsand unit logs


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#'S 'oncepts

Standardi.ed For%s

- Forms dri(e documentation

- !mpro(ed documentation reduces liabilit$and increases probabilit$ of financial

reco(er$

-!mpro(es communication

- +xamples; action plan6 acti(it$ logs6 etc.


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