1. Tim Bonno Read my blog at: www.timbonno.wordpress.com NIMS? ICS? BCP? OMG!Disaster Recovery JournalFall World 2011 Conference Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 1
2. Who's Attending This Workshop? Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 2 Sample: 80 companies registered as of September 2, 2011
3. What We’ll Discuss Introduction to NIMS Introduction to ICS Relevance with Business Continuity Benefits Next Steps (hint: Implementation) So … let’s get started, shall we? Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 3
4. Two Immediate Business Needs Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno In disaster response, businesses have two critical needs from public safety: Information Relative to the incident – current and future Critical to decision making and planning Access To our facilities Decision makers Do you have the keys to access your “gatekeepers”? 4
5. Homeland Security Presidential Directives (HSPDs) Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno HSPD-5 Management of Domestic Incidents Critical Infrastructure Identification, Prioritization, and Protection HSPD-7 HSPD-8 National Preparedness Mandates National Incident Management System (NIMS) 5
6. NIMS Overview What ? . . . NIMS provides a consistent nationwide template . . . Who? . . . to enable Federal, State, tribal, and local governments, the private sector, and nongovernmental organizations to work together . . . How? . . . to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents regardless of cause, size, location, or complexity . . . Why? . . . in order to reduce the loss of life and property, and harm to the environment. Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 6
7. NIMS: What It Is & What It’s Not NIMS is . . . A flexible framework of: Doctrine Concepts Principles Terminology Organizational processes Applicable to all hazards and jurisdictions NIMS is not . . . An operational incident management plan A resource allocation plan A terrorism/WMD-specific plan Designed to address international events Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 7
8. NIMS Components Preparedness Communications and Information Management Resource Management Command and Management Ongoing Management and Maintenance Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 8
10. Coordination of Preparedness Activities Effective preparedness activities involve coordination among: Individuals Preparedness organizations Nongovernmental organizations (NGOs) The private sector Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 10 The private sector owns and protects 85 percent of the nation’s infrastructure
11. NIMS Preparedness Efforts Preparedness efforts include: Planning Essential functions. Orders of succession. Delegations of authority. Continuity facilities. Continuity communications. Vital records management. Human capital. Procedures and protocols Training and exercises Personnel qualifications and certification Equipment certification Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 11
12. Training Training should allow practitioners to: Use the concepts and principles of NIMS in exercises, planned events, and actual incidents. Become more comfortable using NIMS, including the Incident Command System. Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 12
13. Exercises Exercises should: Include multidisciplinary, multijurisdictional incidents. Include participation of private-sector and nongovernmental organizations. Cover aspects of preparedness plans, particularly the processes and procedures for activating local, intrastate, or interstate mutual aid and assistance agreements. Contain a mechanism for incorporating corrective actions. Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 13
14. NIMS Components Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno IncidentCommandSystem Multiagency Coordination Systems Public Information 14
15. What Is ICS? ICS: Is a standardized, on-scene, all-hazard incident management concept. Allows its users to adopt an integrated organizational structure that matches the complexities and demands of incidents. Permits seamless integration of responders from all jurisdictions. Can be used for incidents of any type, scope, and complexity. Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 15
16. Why ICS? Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 16 Without ICS With ICS
17. ICS Organizational Components Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Incident Commander Public Information Officer Liaison Officer Safety Officer Operations Section Planning Section Logistics Section Finance/Admin.Section Staging Area Resources Unit Demob. Unit Compensation Claims Unit Service Branch Support Branch Time Unit Situation Unit Doc.Unit Procurement Unit Cost Unit Branches Air Ops Branch Commun. Unit Supply Unit Divisions Groups Medical Unit Facilities Unit Strike Team Food Unit Ground Support Unit Task Force Single Resource 17
18. ICS Features Standardization Common terminology Command Establishment and transfer of command Chain of command and unity of command Unified command Planning/Organizational Structure Management by objectives Incident Action Plan (IAP) Modular organization Manageable span of control Facilities and Resources Comprehensive resource management Incident locations and facilities Communications/Information Management Integrated communications Information and intelligence management Professionalism Accountability Dispatch/Deployment Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 18
19. Common Terminology Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Using common terminology helps to define: Organizational functions. Incident facilities. Resource descriptions. Position titles. 19
20. Modular Organization Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Incident command organizational structure is based on: Size, type, and complexity of the incident. Specifics of the hazard environment created by the incident. Incident planning process and incident objectives. 20 A key principle of ICS is its flexibility.
21. ICS Expansion and Contraction Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Although there are no hard-and-fast rules, remember that: Only functions/positions that are necessary are filled. Each activated element must have a person in charge. An effective span of control must be maintained. 21
22. ICS Management Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno ICS span of control for any supervisor: Is between 3 and 7 subordinates. Optimally does not exceed 5 subordinates. Delegating to the lowest level possible allows ICS supervisors to: Assign responsibilities to subordinates. Until a task is delegated, the supervisor must assume responsibility for completing it. Maintain a manageable span of control for the supervisor. 22
23. Unity of Command Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Under unity of command, personnel: Report to only one supervisor. Receive work assignments only from their supervisors. Don’t confuse unity of command with Unified Command! 23
24. Unified Command As a team effort, Unified Command allows all agencies with jurisdictional authority or functional responsibility for an incident to jointly provide management direction to the incident. In Unified Command, no agency’s legal authorities will be compromised or neglected. Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 24
25. Incident Command Post (ICP) Emergency Operations Center (EOC) Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The location from which the Incident Command directs operations. Generally located at or in the immediate vicinity of the incident site. A central location that supports Incident Command by: Making executive/policy decisions. Coordinating interagency relations. Dispatching and tracking requested resources. Collecting, analyzing, and disseminating information. 25 Sites
26. Incident Command Functions Note: Intelligence may be added as a function, if required, to meet incident management needs. Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 26
27. Incident Commander Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Upon arriving at an incident, the higher ranking person will either assume command, maintain command as is, or transfer command to a third party. In some situations or agencies, a lower ranking but more qualified person may be designated as the Incident Commander. The Incident Commander performs all major ICS command and staff responsibilities unless the ICS functions are delegated and assigned. 27
28. Incident Commander Role Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The Incident Commander: Provides overall leadership for incident response. Delegates authority to others. Takes general direction from agency administrator/official. Incident Commander 28
29. Incident Commander Responsibilities Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The Incident Commander is specifically responsible for: Ensuring incident safety. Providing information services to internal and external stakeholders. Establishing and maintaining liaison with other agencies participating in the incident. All activities and functions until delegated and assigned to staff. Assessing need for staff. Establishing incident objectives. Directing staff to develop the Incident Action Plan. 29
30. Incident Commander’s Role Executive’s/Senior Manager’s Role Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The Incident Commander: Manages the incident at the scene. Keeps the EOC informed on all important matters pertaining to the incident. These managers provide the following to the Incident Commander: Policy Mission Strategic direction Authority Incident Management Roles 30
31. Command Staff Incident Commander Public Information Officer Liaison Officer Safety Officer It may be necessary for the Incident Commander to designate a Command Staff that: Provides information, liaison, and safety services for the entire organization. Reports directly to the Incident Commander. Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 31
32. Public Information Officer (PIO) Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Advises Incident Commander on information dissemination and media relations. Incident Commander approves information that the PIO releases. Incident Commander Obtains information from and provides information to Planning Section. Public Information Officer Planning Section Chief Obtains information from and provides information to community and media. Community and Media 32
33. Safety Officer Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Advises Incident Commander on issues regarding incident safety. Incident Commander Works with Operations to ensure safety of field personnel. Safety Officer Operations Section Chief Ensures safety of all incident personnel. Incident Resources 33
34. Liaison Officer Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Assists Incident Commander by serving as point of contact for agency representatives who are helping to support the operation. Incident Commander Liaison Officer Provides briefings to and answers questions from supporting agencies. Agency Representative 34
35. General Staff (Section Chiefs) Incident management personnel organized according to function and reporting to the Incident Commander. Incident Commander Public Information Officer Command Staff Liaison Officer Safety Officer General Staff Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Admin Section Chief Note: An Intelligence/Investigations Chief may be established, if required, to meet incident management needs. Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 35
36. Operations Section Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The Operations Section: Directs and coordinates all incident tactical operations. Is typically one of the first organizations to be assigned to the incident. Expands from the bottom up. Has the most incident resources. May have Staging Areas and special organizations. 36
37. Operations Section Chief Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The Operations Section Chief: Develops and implements strategy and tactics to carry out the incident objectives. Organizes, assigns, and supervises the tactical field resources. Supervises air operations and those resources in a Staging Area. 37
38. Planning Section Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Maintains resource status. Maintains and displays situation status. Prepares the Incident Action Plan. Develops alternative strategies. Provides documentationservices. Prepares the Demobilization Plan. Provides a primary location for Technical Specialists assigned to an incident. 38
39. The Planning “P” Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Preparing for the Planning Meeting Tactics Meeting Planning Meeting Preparing for the Tactics Meeting IAP Prep & Approval Command & General Staff Meeting Operations Briefing IC/UC Develop/Update Objectives Meeting Execute Plan & Assess Progress New Ops Period Begins Initial IC/UC Meeting Incident Brief Using ICS-201 Initial Response & Assessment Initial Response Notifications Incident/Event 39
40. I’ll Take Documentation For $500 Alex Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 40 What process do you have in place to document your company’s response & recovery actions? How effective are you in documenting your actions?
41. Planning Section: Documentation Unit Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Provides documentation services, including the written Incident Action Plan. Maintains and archives all incident-related documentation 41
42. Forms and Supporting Documents Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 42
43. Planning Section Chief Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The Planning Section Chief: Gathers, analyzes, and disseminates information and intelligence. Manages the planning process. Compiles the Incident Action Plan. Manages Technical Specialists. Planning Section Chief 43
44. Logistics Section Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Responsible for: Communications. Medical support to incident personnel. Food for incident personnel. Supplies. Facilities. Ground support 44
45. Logistics Section Chief Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The Logistics Section Chief: Provides resources and services required to support incident activities. Develops portions of Incident Action Plan and forwards them to Planning Section. Contracts for and purchases goods and services needed at the incident. 45
46. Finance/Administration Section Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Contract negotiation and monitoring Timekeeping Cost analysis Compensation for injury or damage to property 46
47. Finance/Administration Section Chief Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno The Finance/Admin Section Chief: Is responsible for financial and cost analysis. Oversees contract negotiations. Tracks personnel and equipment time. Processes claims for accidents and injuries. Works with Logistics to ensure resources are procured. 47
48. Relevance to BCP Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno OSHA Hazardous Waste Operations and Emergency Response [29 CFR 1910.120] PS-Prep DRII Professional Practices #5 - Emergency Response and Operations #10 - Coordination with External Agencies BCI Good Practice Guidelines “Developing and Implementing a BCM Response” Business Emergency Operations Centers (BEOC) 48
49. PS-PREP Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno ASIS International SPC.1-2009 Organizational Resilience: Security Preparedness, and Continuity Management System – Requirements with Guidance for use (2009 Edition). British Standards Institution 25999 (2007 Edition) - Business Continuity Management.(BS 25999:2006-1 Code of practice for business continuity management and BS 25999: 2007-2 Specification for business continuity management) National Fire Protection Association 1600-Standard on Disaster / Emergency Management and Business Continuity Programs 49
50. Benefits Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 50
51. Next Steps Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno Learn more about ICS Determine how best to incorporate NIMS & ICS into your BCP Network with your Public Sector counterparts Train and Exercise Use your adoption of NIMS & ICS to differentiate your company from your competitors 51
52. How To Contact Me Tim Bonno email: tjb0000@swbell.net - LinkedIn: www.linkedin.com/in/timbonno 52 Tim Bonno e-mail: tjb0000@swbell.net LinkedIn: www.linkedin.com/in/timbonno My blog: www.timbonno.wordpress.com Follow me on Twitter
Hinweis der Redaktion
ACES Power Marketing Affinity Federal C.U.AHMSIAirTran AirwaysAmerican Family Mutual Ins.Ameritas Life Ins. CorpAon CorporationAtos InternationalAtos InternationalBank of CanadaBank of CanadaBarry Cardoza, LLCBorder States Electric SupplyBrethren Mutual InsuranceBureau of ReclamationBusiness Contingency GroupCA Utilities Emergency Assoc.CA Utilities Emergency Assoc.CareOregon, IncCBCCEMP, LLCCerner CorporationCerner CorporationCFMSA aka Maryknoll Frs. and Brs.Children's National Med. Ctr.CoBankColorado Springs UtilitiesCommonwealth Financial NetworkComputer Services, Inc.Continuity LogicCounty of SonomaCrowe Horwath LLPDelta Dental of CaliforniaDepartment of National DefenceDisaster Recovery JournalDMS, InceBay Inc.EMS Solutions Inc.Fannie MaeFarmers Insurance GroupFed. Reserve Bank of San FranciscoFederal Reserve Bank of ChicagoFifth Third BankFrost BankGarland Power & LightGreat Plains CommunicationsGT Conveyor Company, IncIMS HealthJPM ChaseKitsap County, WashingtonLighthouse Readiness GroupLouisiana Small Business DevelopmentManagement Science AssocMcKessonMcKesson AlanMcLauchlan Disaster Recovery PlanningMetropolitan Water District So. CAMidwest ISOMinistry of EducationMutual of OmahaNational Finance CenterNat'l Archives & Records Admin.Naylor, EvelynN'compassNike IncOpen System SciencesPULSERedstone Fed. C.U.Risk MexicoSan Diego County HHSASECU Credit UnionSibley Memorial HospitalSilicon Valley BankSocial Security AdministrationState Board of EqualizationSunTrust BankThe Kroger CompanyTiVoUCLAUmpqua BankUnited GuarantyUniversity of RedlandsUniversity of Southern CaliforniaZiff Brothers Investments
NIMS is the “framework” or umbrellaICS is a “tool”
Homeland Security Presidential Directive 5 (HSPD-5) Management of Domestic Incidents directed the Secretary of Homeland Security to:Develop and administer a National Incident Management System (NIMS).Develop the National Response Framework (NRF).HSPD-5 requires all Federal departments and agencies to:Adopt and use NIMS in incident management programs and activities.Make adoption of NIMS a condition for Federal preparedness assistance (through grants, contracts, and other activities).Remind the participants that Homeland Security Presidential Directive 5 (HSPD-5) established a single, comprehensive approach to incident management. Present the following key points about additional Homeland Security Presidential Directives linked to national preparedness:HSPD-7: Critical Infrastructure Identification, Prioritization, and Protection established the U.S. policy for “enhancing protection of the Nation’s critical infrastructure and key resources” and mandates a national plan to implement that policy in partnership with Federal departments and agencies; State, tribal, and local governments; nongovernmental organizations; and the private sector. HSPD-8: National Preparedness directed DHS to lead a national initiative to develop a National Preparedness System—a common, unified approach to “strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, and other emergencies.”
Explain to the participants that the National Incident Management System (NIMS) provides a consistent framework for incident management at all jurisdictional levels regardless of the cause, size, or complexity of the incident. NIMS is not an operational incident management or resource allocation plan.Tell the participants that the NIMS document was developed through a collaborative intergovernmental partnership with significant input from the incident management functional disciplines, nongovernmental organizations (NGOs), and the private sector.Describe how NIMS provides a set of standardized organizational structures that improve integration and connectivity among jurisdictions and disciplines, starting with a common foundation of preparedness and planning. Personnel and organizations that have adopted the common NIMS framework are able to work together, thereby fostering cohesion among the various organizations involved in all aspects of an incident.Explain to the participants that the components of NIMS are adaptable and scalable to any situation, from routine, local incidents, to incidents requiring the activation of interstate mutual aid, to those requiring a coordinated Federal response. NIMS applies to all types of incidents. Originally published on March 1, 2004, the NIMS document was revised in 2008 to reflect contributions from stakeholders and lessons learned during recent incidents.
Tell the participants that NIMS is not an operational incident management or resource allocation plan. Explain that NIMS represents a core set of doctrines, concepts, principles, terminology, and organizational processes that enables effective, efficient, and collaborative incident management.Explain how, by building on the foundation provided by existing emergency management and incident response systems used by jurisdictions, organizations, and functional disciplines at all levels, NIMS integrates best practices into a comprehensive framework. Tell the participants that these best practices lay the groundwork for the components of NIMS and provide the mechanisms for the further development and refinement of supporting national standards, guidelines, protocols, systems, and technologies.
Tell the participants that this unit presents information on command and coordination. Both elements are essential to ensuring a successful response. Remind the participants that:Command is the act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority at the field level. Coordination is the process of providing support to the command structure and may include incident prioritization, critical resource allocation, communications systems integration, and information exchange.
Explain to the participants that the Incident Command and Management organization is located at the Incident Command Post (ICP). Incident Command directs operations from the ICP, which is generally located at or in the immediate vicinity of the incident site. Typically, one ICP is established for each incident. Note that, as emergency management/response personnel deploy, they must, regardless of agency affiliation, report to and check in at the designated location and receive an assignment in accordance with the established procedures.Explain to the participants that an Emergency Operations Center (EOC) is a central location that supports Incident Command by:Making executive/policy decisions.Coordinating interagency relations.Dispatching and tracking requested resources.Collecting, analyzing, and disseminating information.
Ops Section Challenges:It is critical to organize field resources and maintain span of control by using Branches and Groups.In complex incidents, there may be a Deputy Operations Section Chief.The Operations Section Chief depends on the rest of the General Staff for support.
The Incident Action Plan (IAP)Vital to effective incident response Outlines objectives, obstacles and needsCompleted by Planning Section Done initially and before shift change “Passed on” to on-coming shift
Are all forms used? No.The Incident Commander determines which ICS forms and attachments are included in the IAP.For less complex incidents, the Incident Commander may only require the Incident Objectives (ICS 202), Organization Assignment List (ICS 203), Assignment List (ICS 204), a Safety Message, and a map of the incident area.
Service & Support BranchesService – Comms UnitPrepares and supports the Incident Communication Plan (ICS Form 205).Distributes and maintains communications equipment.Supervises the Incident Communications Center.Ensures adequate communications over the incident.Support – Supply UnitAssists in determining the type and amount of supplies needed to support the incident. Orders, receives, stores, and distributes supplies.Services nonexpendable equipment. Places all resource orders.Maintains inventory of supplies and equipmentSupport – Facilities BranchSets up and maintains facilities. Provides managers for Base and Camps.Provides facility security and maintenance services (sanitation, lighting, cleanup).Support – Ground SupportPrepares the Transportation Plan. Arranges for, activates, and documents the fueling and maintenance of ground resources.Arranges for transportation of personnel, supplies, food, and equipment.
Time Unit - Responsible for incident personnel time recordingProcurement Unit - Responsible for administering all financial matters pertaining to:Vendor contracts. Leases.Fiscal agreements.Comp/Claims Unit- Responsible for management and direction of administrative matters pertaining to:Compensation for injury. Claims-related activities kept for the incident.Cost Unit – Collects all cost data.Performs cost effectiveness analyses.Provides cost estimates.Makes cost savings recommendations.
A single set of objectives is developed for the entire incident. A collective “team” approach is used to develop strategies to achieve incident objectives. Information flow and coordination are improved between all jurisdictions and agencies involved in the incident. All agencies with responsibility for the incident have an understanding of joint priorities and restrictions. No agency’s legal authorities are compromised or neglected. The combined efforts of all agencies are optimized as they perform their respective assignments under a single Incident Action Plan.
