catastrophe management for executives: a primer
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Catastrophe Management for Executives: A Primer. “ Buffalo to Allison” Presented at: Houston Marine Insurance Seminar September 25, 2001 Steven P. Weiss, AMIM, NAMS-CMS RVW, Inc. Incident Command and Catastrophe Management History of Incident Command ICS Organization Executive Concerns - PowerPoint PPT PresentationTRANSCRIPT
Catastrophe Catastrophe Management for Management for
Executives: A Executives: A PrimerPrimer
“ “ Buffalo to Allison”Buffalo to Allison”Presented at:Presented at:
Houston Marine Insurance SeminarHouston Marine Insurance SeminarSeptember 25, 2001September 25, 2001
Steven P. Weiss, AMIM, NAMS-CMSSteven P. Weiss, AMIM, NAMS-CMSRVW, IncRVW, Inc
Incident Command and Catastrophe Incident Command and Catastrophe ManagementManagement
History of Incident CommandHistory of Incident Command ICS OrganizationICS Organization Executive ConcernsExecutive Concerns Basic TerminologyBasic Terminology Common ResponsibilitiesCommon Responsibilities
National Interagency Incident National Interagency Incident Management SystemManagement System
Incident Command Incident Command System OrganizationSystem Organization
INFORM ATION OFFICERSAFETY OFFICERLIAISON OFFICERLEGAL OFFICER
DIVIS IONS
STRIKE TEAM STASK FORCESSINGLE RESOURCES
GROUPS
BRANCHES
OPERATIONSSECTION
RESOURCE UNITSITUATION UNITDEM OBILIZAT ION
UNITDOCUM ENTATION
UNITTECHNICAL
SPECIALISTS
PLANNINGSECTION
SERVICEBRANCH
UNITS
SUPPORTBRANCH
LOGISTICSSECTION
T IM E UNITPROCUREM ENT
UNITCOM PENSATION/
CLAIM S UNITCOST UNIT
FINANCE &ADMIN.
SECTION
UNIFIED COMMANDF edera l S ta te L oca l
Respons ible Party
ICSICS Used to manage emergency and Used to manage emergency and
non-emergency eventsnon-emergency events
Works well for both large and small Works well for both large and small situationssituations
Very flexibleVery flexible
ICS ApplicationsICS Applications Fires, hazardous materials releases, oil Fires, hazardous materials releases, oil
spills, and multi-casualty incidentsspills, and multi-casualty incidents Multi-jurisdictional and multi-agency Multi-jurisdictional and multi-agency
disastersdisasters Search & rescue operations Search & rescue operations Pest eradication programsPest eradication programs Law enforcement incidentsLaw enforcement incidents Natural disastersNatural disasters Planned eventsPlanned events
Buffalo 292: March 18, 1996Buffalo 292: March 18, 1996
Wortham Center June 9, 2001Wortham Center June 9, 2001
ICS FeaturesICS Features
ICS OrganizationICS Organization
Incident FacilitiesIncident Facilities
Incident Action PlanIncident Action Plan
Span of ControlSpan of Control
Common ResponsibilitiesCommon Responsibilities
Executive Concern #1Executive Concern #1 What are the implications of an incident to my What are the implications of an incident to my
organization and to myself?organization and to myself?--Political implications--Political implications--Economic implications--Economic implications--Social implications--Social implications--Environmental Implications--Environmental Implications--Cost implications--Cost implications
--Legal Implications--Legal Implications All of these will affect the development of All of these will affect the development of
response objectives and strategies.response objectives and strategies.
Management SystemManagement System Helps mitigate risks by providing:Helps mitigate risks by providing:
--Accurate information--Accurate information--Strict accountability--Strict accountability--Planning--Planning--Cost-effective operations--Cost-effective operations--Logistical support--Logistical support
--Documentation--Documentation
Executive Concern #2Executive Concern #2 How do I maintain control when How do I maintain control when
incidents occur?incidents occur?--Contingency Planning--Contingency Planning--Establish policy for incident--Establish policy for incident
--Provide guidelines on priorities--Provide guidelines on priorities--Objectives for IC/UC--Objectives for IC/UC--Constraints on IC/UC--Constraints on IC/UC
Executive Concern #3Executive Concern #3 Where do I fit in the incident Where do I fit in the incident
management process?management process?--As Incident Commander--As Incident Commander--As a member of the Unified Command--As a member of the Unified Command--Providing support for IC/UC--Providing support for IC/UC
Unified CommandUnified Command Used in multi-agency or multi-jurisdictional Used in multi-agency or multi-jurisdictional
incidentsincidents
Establishes common response objectives Establishes common response objectives and strategies without compromising and strategies without compromising agency authority, responsibility, or agency authority, responsibility, or accountability.accountability.
Unified CommandersUnified Commanders
In charge at the incidentIn charge at the incident
Designated by responsible jurisdictions, Designated by responsible jurisdictions, agencies or the Responsible Partyagencies or the Responsible Party
Assigns personnel as necessaryAssigns personnel as necessary
May have one or more deputies from May have one or more deputies from same or different jurisdictionssame or different jurisdictions
Command StaffCommand Staff
Information OfficerInformation Officer prepares press releases and prepares press releases and serves as point of contact for the media.serves as point of contact for the media.
Safety OfficerSafety Officer prepares Site Safety Plan and prepares Site Safety Plan and monitors safety conditions.monitors safety conditions.
Liaison OfficerLiaison Officer serves as point of contact for serves as point of contact for Agency Representatives of assisting and Agency Representatives of assisting and supporting organizations.supporting organizations.
Legal OfficerLegal Officer provides legal advice to the Incident provides legal advice to the Incident Commander or Unified Command.Commander or Unified Command.
All may have assistants as required.All may have assistants as required.
General StaffGeneral Staff
Finance/Adm inSection Chief
LogisticsSection Chief
O perationsSection Chief
PlanningSection Chief
Unified CommandFO SC SO SC LO SC RP-O SC
Operations Section ChiefOperations Section Chief Establish and manage the Operations Establish and manage the Operations
SectionSection
Conduct tactical assignments to Conduct tactical assignments to accomplish incident objectivesaccomplish incident objectives
Only Only ONEONE person assigned person assigned as Operations Section as Operations Section Chief--deputies assigned Chief--deputies assigned as requiredas required
Planning Section ChiefPlanning Section Chief Establish and manage the Planning SectionEstablish and manage the Planning Section
Collect, analyze, and display informationCollect, analyze, and display information
Maintain situation information and status of resources Maintain situation information and status of resources
Prepare Incident Action Plan (IAP)Prepare Incident Action Plan (IAP)
Maintain incident documentationMaintain incident documentation
Prepare Demobilization PlanPrepare Demobilization Plan
Manage Technical SpecialistsManage Technical Specialists
Only Only ONEONE person assigned as person assigned as Planning Section Chief--Deputies Planning Section Chief--Deputies Assigned as required.Assigned as required.
Logistics Section ChiefLogistics Section Chief Establish and manage the Logistics Establish and manage the Logistics
SectionSection
Acquire personnel, equipment, Acquire personnel, equipment, materials, facilities, and servicesmaterials, facilities, and services
Only Only ONEONE person assigned person assigned as Logistics Section as Logistics Section Chief--deputies assigned Chief--deputies assigned as requiredas required
Finance/Administration Finance/Administration Section ChiefSection Chief
Establish and manage the Establish and manage the Finance/Administration SectionFinance/Administration Section
Conduct on-site financial and administrative Conduct on-site financial and administrative activitiesactivities
Only Only ONEONE person assigned person assigned as Finance/Administration as Finance/Administration Section Chief--deputies Section Chief--deputies assigned as requiredassigned as required
Cost ControlCost Control
““Manage the Manage the event--don’t be event--don’t be managed by it!”managed by it!”
Incident Action PlanIncident Action Plan Oral or written (determined by Unified Command)Oral or written (determined by Unified Command)
Includes measurable tactical assignments to Includes measurable tactical assignments to accomplish response objectivesaccomplish response objectives
Lists activated organizational elementsLists activated organizational elements
Includes supporting plans and materialsIncludes supporting plans and materials
Communicated to all supervisory personnelCommunicated to all supervisory personnel
Generally covers operational period of not over Generally covers operational period of not over twenty-four hourstwenty-four hours
Common ResponsibilitiesCommon Responsibilities Receive assignment from your agencyReceive assignment from your agency
Bring any specialized supplies or equipmentBring any specialized supplies or equipment
Follow check-in & demobilization proceduresFollow check-in & demobilization procedures
Obtain briefing from supervisor upon arrivalObtain briefing from supervisor upon arrival
Use clear text in radio communicationsUse clear text in radio communications
Acquire necessary work materialsAcquire necessary work materials
Brief subordinatesBrief subordinates
Complete required forms--document activitiesComplete required forms--document activities
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
I—Think BIG! Don’t underestimateI—Think BIG! Don’t underestimate the size or impact of the spill. the size or impact of the spill.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
II—Focus on the emergency first. II—Focus on the emergency first. Remember the priorities are Remember the priorities are people, property, the environment, people, property, the environment,
then product. then product.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
III—Get the big picture early—get siteIII—Get the big picture early—get site assessment ASAP. assessment ASAP.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
IV—Plan your work and IV—Plan your work and work your plan. work your plan.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
V—Put together the best team for V—Put together the best team for the job. the job.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
VI—Establish the required support VI—Establish the required support systems for a sustained response. systems for a sustained response.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
VII—Don’t loose track of yourVII—Don’t loose track of your resources. resources.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
VIII—Maintain proper documentation VIII—Maintain proper documentation of the response. of the response.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
IX—Understand and work IX—Understand and work with the agencies. with the agencies.
10 Commandments of 10 Commandments of Emergency ResponseEmergency Response
X—If it ain’t broke, don’t fix it!!!X—If it ain’t broke, don’t fix it!!!