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Selection , Staffing , and Organizational Structures for Managing Incidents. A Presentation to the Greater Tampa Bay Association of Contingency Planners 31 August 2011. Paul Latham, FPEM, CHS Emergency Manager.

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slide1

Selection, Staffing, and Organizational Structures for Managing Incidents

A Presentation to the

Greater Tampa Bay

Association of Contingency Planners

31 August 2011

Paul Latham, FPEM, CHS

Emergency Manager

slide2

Many colleges and universities across the areas hardest hit by Hurricane Katrina could no longer hold classes at their current facilities. The U.S. Department of Education came together with communities to welcome the displaced students and to get them enrolled in other schools as quickly as possible. In the wake of the tragedy, the main goal was to provide every student with a quality education.

At the end of January 2006, the administration reported an estimated $90 to $125 million shortfall for the 2005–06 year.

Tulane laid off about 2,000 part-time employees in September and October 2005, 243 non-teaching personnel in November 2005, 230 faculty members in December 2005, and another 200 employees in January 2006.

Tulane eliminated six undergraduate and graduate programs in the Engineering School: mechanical engineering, civil engineering, electrical engineering, computer engineering, environmental engineering, and computer science, and also a bachelor's degree in exercise science.

The university cut twenty-seven of its forty-five doctoral programs and suspended eight NCAA Division I intercollegiate athletic programs.

Tulane University

Hurricane Katrina

August 27, 2005

slide3

“Until 2001 September 24 we tended to look on tornado watch warnings as an exciting possibility to see something dramatic but harmless: after all, tornados never touch down in suburban Maryland. That all changed when an F3 tornado with winds close to 200 mph touched down on campus.”

University of Maryland

Tornado

September 24, 2001

slide4

"I'm focused on what we can save."

University of Iowa President Sally Mason

“A dozen buildings on the school’s Belknap Campus suffered flooding damage. One of the most dramatic scenes was at the Houchens Building off Floyd Street, where the school’s admissions office is located. About 30 employees in the office had to be evacuated by the Louisville Metro Swift Water Rescue Team.”

“A week's work of frantic sandbagging by students, professors and the National Guard couldn't spare this bucolic college town from the surging Iowa River, which has swamped more than a dozen campus buildings.

At least three deaths in Iowa have been attributed to the flooding and storms that caused it, and 12 others have died in two recent tornadoes. “

University of Iowa

Flooding

2008

University of Louisville

Flooding

August 4, 2009

slide5

“The university first informed students via e-mail at 9:26 a.m., more than two hours after the first shooting”

Virginia Tech

Shooting

April 16, 2007

University of Texas

Shooting

Sept. 28, 2010

  • 8:10 a.m. Shots fired
  • 8:25 a.m. Sirens and alerts begin to sound
  • 8:30 a.m. School on lockdown.

University of Alabama-Birmingham

Shooting

February 12, 2010

slide6

DR

DR

Resistant

Resilient

vs.

slide7

Disaster Resilience:

The ability of the business to reduce the magnitude and/or duration of disruptive events to its population, assets, infrastructure, and partners.

Achieving disaster resilience throughout the Greater Tampa Bay Area is dependent upon the effectiveness of business to anticipate, absorb, adapt to, and/or rapidly recover from known and unknown hazards.

organizational concepts
Organizational Concepts
  • National Incident Management System
    • Incident Command System
  • National Response Framework
      • Emergency Support Functions

Command Post vs. Multi-Agency Coordination Center

organizational concepts1
Organizational Concepts

Command Post vs. Multi-Agency Coordination Center

Type Event Complexity and Resource Demand

1

  • Major Hurricane
  • Terrorist Incident
  • Large Spectator Event

Catastrophic Incident/Complex Event requiring the application of USF, Local, State, and Federal resources

  • Moderate Hurricane
  • Large Spectator Event
  • Major Aircraft Incident
  • Acts of Terrorism

2

EOC

Fully Activated*

Major Incident/Event requiring the application of USF, Local,

State and/or Federal resources

Level 1

  • Large Fire, Structural Collapse
  • Tornado with Damage
  • Mass Casualty Incident
  • Active Bomb/Shooter Threat

3

Significant Incident/Event requiring the application of USF, Local and/or State

resources

Frequency of occurrences decrease as complexity increases

EOC

Partially Activated*

Level 2

Moderate Incident/Event requiring the application of USF resources and Local assistance

  • Large Motor Vehicle Accident
  • Small Fire
  • HAZMAT Incidents (EHS)
  • Major Power Failure

4

EM Engaged,

EOC

Not Activated*

Level 3

Small, USF resources only

5

  • Typical 911 Calls for Assistance
  • Small Motor Vehicle Accidents
  • Small Event Support Requirements

EM Monitoring

Level 4

*Not all Type 1, 2, 3 incidents/events dictate the activation of the EOC. Should a Type 5 or 4 incident expand in complexity, activation of some or all components of the EOC may be required. The activation of the EOC or portions thereof are at the discretion of the USF President or authorized designee.

organizational concepts2
Organizational Concepts

Command Post vs. Multi-Agency Coordination Center

Tactical

Strategic

organizational concepts3
Organizational Concepts

Command Post vs. Multi-Agency Coordination Center

Liaison

Executive Policy Group

VP Administrative Services

EOC Coordinating Officer

Public

Information

Safety

Finance &

Administration

Resource

Coordination (ESF-7)

Operations

Coordination

Planning &

Analysis (ESF-5)

Emergency Operations

Functions

Student Affairs

Functions

Academic Affairs Functions

Campus

Business Functions

Campus Recovery

Functions

Buildings (ESF-3)

Residential Life

(ESF-6)

Graduate

Public Safety & Security (ESF-13)

Health

Debris (ESF-3)

Under-Grad

Research

Health & Wellness (ESF-6)

HAZMAT (ESF-10, 11)

Infrastructure

(ESF-2, 3, 12)

Distance Learning

Technology

Search & Rescue (ESF-9)

Medical

Services (ESF-6)

Continuing Ed

Transportation

Environmental

(ESF-11)

Firefighting (ESF-4)

Faculty Needs

Staff Needs

slide12

ICS Organizational Structure for Significant-Catastrophic Incident

Executive Policy Group

EOC Coordinating Officer

Liaison

Emergency Operations Center

Safety

Group

Public

Information

Intelligence &

Investigations

Finance &

Administration

Resource

Coordination

Operations

Coordination

Planning &

Analysis

Technical

Specialists

Campus Recovery

Branch

Campus

Business Branch

Educational

Svcs Branch

Emergency Operations

Branch

Student Services

Branch

Logistical Support

Branch

Water

ST

Building

Group

Receiving

Group

Graduate

Group

Technology

Group

Housing

Group

Security

Group

Transportation

Group

Health

Group

Power

Group

Under-Grad

Group

Sewer

ST

HAZMAT

Strike Team

Personal

Needs

Group

Staging

TF

Continuing

Ed Group

Research

Group

Debris

Group

Enviro.

TF

Search &

Rescue ST

Medical

Services

Group

Distribution

TF

Field-based Operations

Faculty Needs

Group

Staff Needs

Group

Fire Strike Team