incident management for healthcare based upon emergency management institute ics- hc 100-200

Incident Management for Healthcare

Based upon Emergency Management Institute

ICS- HC 100-200

Minnesota Emergency Readiness Education and Training Program

(MERET)

MERET worked with partners in Minnesota to adapt curriculum to support the Hospital Incident Command System (HICS) training

MERET is a program designed to educate and train Minnesota’s health care workers in emergency preparedness, tailoring efforts to the unique needs of specific communities as they prepare for a health emergency or bioterrorism event. MERET is funded by the Office of the Assistant Secretary for Preparedness and Response (ASPR) of the U.S. Department of Health and Human Services, and is administered by the University of Minnesota Schools of Nursing and Public Health. Carol O’Boyle, PhD, RN, at the School of Nursing, is the Principal Investigator.

Minnesota Emergency Readiness Education and Training (MERET) is funded under grant #TO1HP06412 from the Office of the Assistant Secretary for Preparedness and Response (ASPR),DHHS, Bioterrorism Training and Curriculum Development Program.

Objectives

Name the four (4) phases of comprehensive incident management.

Recognize how objectives shift from the initial response phase to the extended response phase.

Name the order in which the Hospital Incident Command System (HICS) is usually activated.

Select the forms used by the Command and General Section Chief staff.

Identify the role of the Incident Commander. Select the appropriate span of control for any

leadership position in the HICS. Identify the purpose of the Incident Briefing.

What is the Hospital Incident Command System (HICS)? Created in the 1980’s as Hospital Emergency

Incident Command System (HEICS) and Evolved to HICS as a comprehensive incident management system for both emergent and non-emergent situations .

Foundation for more than 6,000 hospitals in the United States to prepare and respond to disasters

Hospital are seen as essential members of community preparedness and are recognized as “first responders” in emergency response.

The HICS provides a common structure and language for promoting interagency communication based on functions

Evolved from an Incident Command System (ICS) used by multiple agencies to manage events

Incident Command System (ICS) History

FIRESCOPE – 1970s NIIMS (National Interagency Incident

Management System) NIMS (National Incident Management System)

MnIMS (MN Incident Management System) OSHA (Occupational Safety and Health

Administration NFPA 1600 (National Fire Protection Association) The Joint Commission (formerly JCAHO)

Requires healthcare facilities to use community-congruent IMS

What is the Hospital Incident Command System (HICS)? Created in the 1980’s as Hospital Emergency

Incident Command System (HEICS) and Evolved to HICS as a comprehensive incident management system for both emergent and non-emergent situations .

Foundation for more than 6,000 hospitals in the United States to prepare and respond to disasters

Hospital are seen as essential members of community preparedness and are recognized as “first responders” in emergency response.

The HICS provides a common structure and language for promoting interagency communication based on functions

Evolved from an Incident Command System (ICS) used by multiple agencies to manage events

Homeland Security Presidential Directives (HSPDs)

Management of Domestic Incidents http://www.whitehouse.gov/news/releases/2003/02/20030228-9.html

HSPD-5HSPD-5

HSPD-8HSPD-8

National Incident Management System (NIMS)

National Response Plan (NRP)

National Preparedness Goal

National Preparedness http://www.ojp.usdoj.gov/odp/assessments/hspd8.htm

Mandates

Slide courtesy of FEMA

National Incident Management System/Components (NIMS)

NIMS: Standardizes incident management processes, protocols, and procedures for all responders. Mandates ICS

Command and Management ICS Multi-Agency Coordination Public Information Systems

Preparedness Resource Management Communications and Information Mgt. Supporting Technologies Ongoing management and Maintenance


National Response PlanNational Response Plan

Establishes . .

• Incidents occur and are managed at the lowest level

• Provision of federal aid to support state and local efforts as requested.

• Unified, all-discipline, all-hazard, management approach

http://www.dhs.gov/xprepresp/committees/editorial_0566.shtm

NIMS & NRP Relationship

LocalSupport or Response

National Incident Management System (NIMS) Standardized process and procedures for

incident management

StateSupport or Response

FederalSupport or Response

NIMS aligns command & control, organization structure, terminology, communication protocols,

resources and resource typing

National Response Plan (NRP)Activation and proactive application of

integrated Federal resources

Incident

NRP is activated forIncidents of National

Significance

Resources, knowledge,

and abilities from all Federal agencies

DHS integratesand applies Federal

resources

http://www.nrt.org/production/NRT/NRTWeb.nsf/AllAttachmentsByTitle/A-319CharlieHessNIMS-NRPBrief/$File/Charlie_Hess_NIMS-NRP_Brief.ppt?OpenElement#324,6,NIMS & NRP Relationship

Weaknesses prior to ICS

Lack of accountability Poor communication Lack of planning process Overloaded commanders Interagency integration – ICS

purposely does not reflect agency-specific titles, etc. to avoid confusion

Cap

abili

ties

an

d R

eso

urc

es

Federal Response

Regional / Mutual Response SystemsState Response

Increasing magnitude and severity

Local Response, Municipal and County

Tiered Response Strategy

Minimal Low Medium High Catastrophic

'Medical Surge Capacity and Capability Handbook' by J. Barbera and A. Macintyre published by CNA Corporation.

Hospital Incident Management

What is meant by an “incident” in the Incident Command System?. . . an occurrence, either caused by human or natural phenomena, that requires response actions to prevent or minimize loss of life, or damage to property and/or the environment.

Photos courtesy of FEMA


What is a ‘disaster’?

A disaster is when the demands of an ‘incident’ outstrip available resources

Goal: Get the…Right stuff / staff to theRight place at the Right time to prevent an incident from

becoming a…DISASTER

Incident management is the key!

Le Sueur Tornado

Photographer: D. Burgess. Photo courtesy of NOAA Photo Library

Red River Flood

Photographer: David Saville, Photos courtesy of FEMA

Photographer: Mark Wolfe, Photo courtesy of FEMA

Emergencies Present In 2 Ways…

Oklahoma City Bombing

Tornado

Hurricane Katrina

Midwest Floods

Pandemic FluNorthridge Earthquake

The Amount of Time We’re GivenTo Pre-Organize People and Pre-Stage Equipment

Can Drastically Change Our Response Effectiveness

Anticipatedand/or

With Warning

Anticipatedand/or

With Warning

Unanticipatedand/or

Without Warning

Unanticipatedand/or

Without Warning

Illustration courtesy of Pete Brewster – VA Medical System

Incident progression

BOOM!

Reactive PhaseRecognitionNotificationsInitial control and safety actionsEstablish ICP

Primary ToolsSOPsJob Action Sheets

Primary GoalPrevent incident expansionPrevent responder injury

Proactive PhaseSituation assessedObjectives establishedStrategies / tacticsResources requested

Primary ToolsICSIncident Action Planning

Primary GoalManage incident

Slide courtesy of John Hick Hennepin County Medical Center

Incidents Require you to …..

School Shooting

Image courtesy of FEMA, Photographed by Jocelyn Augustino

What is an Incident Command System (ICS)? Provides framework to:

Identify and assess the problem Develop plan to deal with the problem Implement the plan Procure and pay for necessary resources

A structured system for controlling: Personnel Facilities Equipment Communications

Photographer: Jocelyn Augustino, Photo courtesy of FEMA

Why use ICS? Greater efficiency in managing internal or external

crisis incidents of any kind or size Better coordination and communication within and

external to facility Standardization and flexibility which allows personnel

from different organizations to use a common management structure

To provide logistical & administrative support to ensure that operational staff can meet tactical objectives

To be effective in reducing costs by avoiding duplication of efforts

Photographer: Marvin Nauman, Photo courtesy of FEMA

When should ICS be used? ANY incident that requires

something OTHER than day-to-day organizational structure and function (e.g.: special event planning)

Utility of ICS depends on frequent use in order to maintain familiarity with structures/function

No correlation between the ICS organization & administrative agency structure; every incident requires different management functions

Incident Command System (ICS) Features… Common Terminology Modular Organization Management by

Objectives Reliance on an Incident

Action Plan (IAP) Chain of command &

unity of command Unified Command Manageable span of

control

Pre-designated incident locations & facilities

Resource Management Information & Intelligence

Management Integrated

Communications Transfer of Command Accountability Mobilization


IMS Feature: Common Terminology Common terminology must be used! Plain English (not codes) Ensures efficient, clear communication Position titles, not person (e.g.: operations

chief, not ‘nursing supervisor’) – titles are a common standard for all users

Resource typing – ‘tanker’ Facility terminology – ex. ‘command post’

‘command center’ LIMIT what you say to essential info


Basic ICS Structure –Modular Organization

INCIDENT COMMANDER

LIAISONOFFICER

SAFETYOFFICER

INFORMATIONOFFICER

LOGISTICSSECTION

PLANNINGSECTION

FINANCESECTION

OPERATIONSSECTION


Incident Commander

The Incident Commander performs all major ICS command and staff responsibilities unless delegated and assigned.

SafetyOfficerSafetyOfficer

LiaisonOfficerLiaisonOfficer

Public InformationOfficer


Command Staff

IncidentCommander

IncidentCommander

OperationsSection ChiefOperations

Section ChiefPlanning


Section ChiefLogistics


Section ChiefFinance/AdminSection Chief

Finance/AdminSection Chief

General Staff

IncidentCommander

IncidentCommander


Incident Commander Only position always staffed Ensures safe work practices Provides overall leadership for incident response Initial IC holds post until they delegate the post to

another qualified/more qualified person Demonstrates initiative by taking action

Motivates responders Communicates by providing specific instructions

and asking for feedback Supervises the scene of the action Delegates authority to others

Understands and accepts the need to be flexible, modify plans

Approves Incident Action Plan and evaluates its effectiveness


Delegation of Authority

An Incident Commander's scope of authority is derived:

From existing responsibilities or agreements Through a delegation of authority from the

agency administrator or elected official in writing or verbally

Grants authority to carry out specific functions and provides overall objectives / guidance

Allows the Incident Commander to assume command.

Does NOT relieve the granting authority of the ultimate responsibility for the incident.

Delegation of authority comes from the governing board of your agency

Incident Commander

Hospital CEO


Transfer of Command-Review The process of moving the responsibility

for incident command from one Incident Commander to another

Occurs when More qualified person / team arrives End of operational period / extended incident handoff Always includes transfer of command briefing

• Current situation• Response needs• Available resources

All personnel will be informed of the effective time and date of the transfer of command

Public Information Officer (PIO)

Advises Incident Commander on information dissemination and media relations. IC approves information releases by the PIO toexternal stakeholders

Incident Commander

Obtains information from and provides information to Planning Section for internal stakeholders.

Planning Section Chief

Public Information

Officer

Obtains information from and provides information to community and media.

Community and Media


Safety Officer

Advises Incident Commander on issues regarding incident safety.

Incident Commander

Works with Operations to ensure safety of field personnel. Operations Section

Chief

Ensures safety of all incident personnel.Incident Personnel

Safety Officer


Liaison Officer

Assists Incident Commander by serving as point of contact for agency representatives who are helping to support the operation (but are not directly under the ICS).

Incident Commander

Liaison Officer

Provides briefings to and answers questions from supporting agencies.

Agency Representative


Expanding Incidents

Add to the supervisory layers as the incident expands

Divisions Groups

UnitsBranches

Single Resources

Sections

Incident Commander

Operations Section Chief

Command

AA BBAA BB


General Staff General Staff in the ICS organizational

structure are appointed as the incident complexity expands





Command Staff

IncidentCommander

IncidentCommander

OperationsSection

OperationsSection

PlanningSection

PlanningSection

LogisticsSection

LogisticsSection

Finance/AdminSection


General Staff


Incident Command System Span of Control

Relates to the supervisory structure of the organization and pertains to the number of individuals or resources one incident supervisor can effectively manage

1-5 is the recommended ratio Organizing resources into Sections, Branches, Groups,

Divisions, Units or Teams when the supervisory ratio will exceed 7 or demobilizing when the supervisory ratio falls below 3.


Maintaining Span of Control

Divide an incident geographically.Example east and west wing of hospital

Describe functional areas of operation.Example, decontamination team

Used when the number of Divisions or Groups exceeds the span of control. Can be either geographical or functional.

DivisionsDivisions

GroupsGroups

BranchesBranches

The following supervisory levels can be added to help manage span of control: by organizing resources into Divisions, Groups, Branches or Sections


Basic ICS Structure Organization

INCIDENT COMMANDER

LIAISON OFFICER SAFETY OFFICER

INFORMATION OFFICER

OPERATIONS SECTION

PLANNING SECTION

LOGISTICS SECTION

FINANCE SECTION

Responsible for determining the appropriate tactics for an incident, conduct of tactical operations, formulation of tactical objectives & organization, & direction of tactical resources Slide courtesy of FEMA

Operations Section: Divisions

Divided geographically Labeled using alphabet characters

(A, B, C, etc.). Managed by a Supervisor

Division A

Division B

https://intranet.ahc.umn.edu/ahcimages/Buildings/FrameSet.htm

Operations Section: GroupsEstablished based on the needs of an incident. Labeled according to the job that they are

assigned.Work wherever their assigned task is needed

and are not limited geographically.

DecontaminationGroup

DecontaminationGroup Patient Care GroupPatient Care Group

Operations SectionOperations Section


Operations Section: Branches

Established if the number of Divisions or Groups exceeds the span of control.

Have functional or geographical responsibility for major parts of incident operations.

Branch Director

Medical CareBranch

Medical CareBranch

SecurityBranch

SecurityBranch

Business ContinuityBranch

Business ContinuityBranch

OperationsSection

OperationsSection

InfrastructureBranch

InfrastructureBranch


Staging Manager is a new area for Hospital Incident Command

Operations Function Responsible for deploying resources May have several staging areas

Medications Staff (Labor pool) Transportation

Resources within the Staging Areas are available and ready for assignment (rest and repair areas are NOT located at staging)

Branches that are essential for maintaining hospital operations

Medical Care Branch Responsible for the provision of medical care of the

incident victims and patients already in the hospital Infrastructure Branch

Facilitates the acquisition and access to essential recovery resources

Security Branch Responsible for security for facility and staff,

liaison with local agencies Business Continuity Branch

Facilitates the acquisition and access to essential recovery resources

Operations Section:Specialized individual or team of individuals needed for the incident

Task forces – mixed resources, common mission ( task force, search and rescue task force)

Strike Teams – same resource (Code Blue,IV Team, water-mopping and mass immunization strike team)

Single Resources – individuals or team of individuals

Basic ICS Structure – Modular Organization

INCIDENT COMMANDER


INFORMATION OFFICER

OPERATIONS SECTION

PLANNING SECTION

LOGISTICS SECTION

FINANCE SECTION


Planning SectionChief

Situation UnitLeader

DocumentationUnit Leader

Resources UnitLeader

DemobilizationUnit Leader

PersonnelTrackingManager

Materiel TrackingManager

Patient TrackingManager

Bed TrackingManager

Planning Section

Prepares & documents the Incident Action Plan, collects & evaluates information, maintains resource status, & maintains documentation for incident record


Planning Section: Resources Unit

Planning SectionPlanning Section

ResourcesUnit

ResourcesUnit

DemobilizationUnit

DemobilizationUnit

SituationUnit

SituationUnit

DocumentationUnit

DocumentationUnit

Conducts all check-in activities and maintains the status of all incident resources.

Plays major role in preparing the written Incident Action Plan and maintaining planning cycle.


Planning Section: Situation Unit


ResourcesUnit

ResourcesUnit

DemobilizationUnit

DemobilizationUnit

SituationUnit

SituationUnit

DocumentationUnit

DocumentationUnit


Collects and analyzes information on the current situation.

Prepares situation displays and situation summaries.

Develops maps and projections. Patient and bed tracking functions


Planning Section: Documentation Unit


ResourcesUnit

ResourcesUnit

DemobilizationUnit

DemobilizationUnit

SituationUnit

SituationUnit

DocumentationUnit

DocumentationUnit


Provides duplication services, including the written Incident Action Plan.

Maintains and archives all incident-related documentation.


Planning Section: Demobilization Unit


ResourcesUnit

ResourcesUnit

DemobilizationUnit

DemobilizationUnit

SituationUnit

SituationUnit

DocumentationUnit

DocumentationUnit

Assists in ensuring that resources are released from the incident in an orderly, safe, and cost-effective manner.



Planning Section: Technical Specialists

Provide special expertise useful in incident management and response.

May be assigned to work in the Planning Section or in other Sections.

Advise the Incident Commander and/or assigned Section on issues related to emergency response in their area of expertise

May be assigned as technical advisor in the HCC

May be assigned to advise and oversee specific hospital operations


INCIDENT COMMANDER


INFORMATION OFFICER

OPERATIONS SECTION

PLANNING SECTION

LOGISTICS SECTION

FINANCE SECTION


Logistics Section - NIMS

Responsible for: Meeting the operational

objectives Communications Medical support to incident

personnel Food for incident personnel Supplies Facilities Ground support, Transportation

GroundUnit

GroundUnit

FoodUnit

FoodUnit

FacilitiesUnit

FacilitiesUnit

MedicalUnit

MedicalUnit

SupplyUnit

SupplyUnit

Commun.Unit

Commun.Unit

SupportBranchSupportBranch

ServiceBranchServiceBranch

Logistics SectionLogistics Section


Logistics SectionChief

Support BranchDirector

IT/IS Unit Leader

Staff Food &Water Unit

Leader

CommunicationsUnit Leader

Family Care UnitLeader

Supply UnitLeader

Employee Health& Well-Being Unit

Leader

Facilities UnitLeader

TransportationUnit Leader

Labor Pool &Credentialing Unit

Leader

LogisticsLogisticsSectionSection

HICSHICS

Service BranchDirector


IMS Feature: Resource Management Categories

Tactical Resources

Personnel and major equipment used in the operation

Support

All other resources required to support the incident e.g., communications, food, other equipment, or supplies

Photographer: Ed Edahl Photo courtesy of FEMA

Tactical Resources Classifications

Assigned: Currently working on an assignment under the direction of a supervisor

Available: Ready for immediate assignment and has been issued all required equipment

Out of Service: Not available or ready to be assigned



INCIDENT COMMANDER


INFORMATION OFFICER

OPERATIONS SECTION

PLANNING SECTION

LOGISTICS SECTION

FINANCE SECTION


Finance/Administration Section

Responsibilities includeTimekeeping Cost analysis / cost

dataHandling claims

related to property damage or fatalities



TimeUnitTimeUnit

Compensation/Claims Unit

Compensation/Claims Unit

ProcurementUnit

ProcurementUnit

Cost UnitCost Unit


Incident Complexity Analysis

Safety issues Impacts to critical operating systems Potential need to evacuate Potential need to relocate services Impact on essential resources and

suppliers (e.g.: water supply) Impact on organization’s reputation Determine the objectives necessary

to manage an incident (Incident Action Planning)


IMS Feature:Incident Action Planning (IAP)

Reflects the overall strategy for managing an incident within a prescribed timeframe – the operational period (e.g.: 7am-7pm)

IAP is primary source of objectives for action IAP often includes list of resources and

assignments IAP may initially be verbal, but should become

written soon in the process Monitors response to adjust for next period Documents results

Managing by Objectives Incident Action Plan (IAP)

There is only one Incident Action Plan at an incident which identifies WHAT must be done? WHO is responsible? How information will be COMMUNICATED? What if a responder is INJURED?

Overall Priorities • Life Saving• Incident stabilization• Property Preservation

Establish Incident Action Plan objectives, strategies, tactics

IAP Establishes Objectives, Strategies, and Tactics

State what will be accomplished (agency exec and IC)

Establish the general plan or direction for accomplishing the incident objectives (IC)

Tactics Specify how the strategies will

be executed. (Operations)

Incident Objectives

Strategies


Operational TimesInitial response phase

Extended response phase

Initial Response Phase

Operational periods set by IC usual breakdown

Immediate 0-2 hours Intermediate 2-12 Extended over 12

hours Initiate planning cycle

Extended Response Phase

Incident requires additional operational period (incident duration>8-12 hour)

Determined by Situation

assessment Incident action

planning Resource

management

Incident Action Planning

Forms to include in the IAPHICS 201: Incident Briefing (may serve

as initial IAP)HICS 202: Incident ObjectivesHICS 203: Organization Assignment ListHICS 204: Branch Assignment ListHICS 205: Incident Communications LogHICS 206: Staff Medical PlanHICS 261: Incident Safety Analysis

HICS 201 Form (Incident Briefing)

1. Incident Name,2. Date of Briefing3. Time of Briefing4. Event History 5. Current Actions 6. Summary7. Current Organization8. Notes (Accomplishments, Issues, Directives)9. Name of the individual who prepared the document10. Facility Name

HICS 202 Form (Incident Objectives)1. Incident name

2. Date prepared

3. Time prepared

4. Operational period ( date & time)

5. General command & control objectives for the incident (including alternatives)

6. Weather/environmental implications during the period (forecast, wind speed/direction, daylight)

7. General safety/staff messages to be given

8. Attachments (ex. medical plan, facility system status)

9. Name of the individual who prepared the document

10. Approval of the Incident Commander

11. Facility name

Mobilization: Checking In/ Incident Briefing

Check In Officially logs you in at the incident

• To ensure personal accountability• Track resources• Receive assignment

• Know your responsibilities, (Job Action Sheets)

• Identify location for work, rest, staging areas

• Shift duration

• Procedure for getting staff/stuff

• Safety procedures and Personal Protective Equipment (if relevant)

• Receive an incident briefing from your supervisor

Job Action Sheets (JAS)1. Title2. Purpose3. To whom they report4. Critical action considerations5. Forms required by the job6. Broken into operational periods

Immediate 0-2 hoursIntermediate, 2-12 hoursExtended, >12h

JAS “prompts” the team member to take needed actions related to their roles and responsibilities

Activation of Organizational Elements

ICS organizational structure should include only the functions and positions needed to achieve the incident objectives

Organizational elements may be activated without activating the Section Chief.

In this case, the unit reports to the IC directly

Deputy positions can be found for the Incident Commander, Branch and Section Chiefs

SituationUnit

SituationUnit

Incident CommanderIncident Commander

Safety OfficerSafety Officer

Operations Section Operations Section

RescueGroup

RescueGroup

Medical Group Medical Group


Supply and Facilities

Unit Leader

Supply and Facilities

Unit Leader

Things To AvoidDo not combine ICS positions to save on staffing.

Individuals may supervise multiple units, but the positions should remain distinct.

Do not use nonstandard titles or hybrid positions. These titles may be unrecognizable to assisting or cooperating personnel.

SupplyUnit Leader

SupplyUnit Leader



Bob Bob


PlanningMeetingDevelop

strategies &tactics to

Accomplishobjectives

ImplementAction Plan

Assess progressusing measuresof effectiveness

ManagementMeeting

Evaluates& revisesincident

objectives

OperationsBriefingBriefs the

operationalleaders on the

Action Plan

Action Planpreparation& approval

Incident ManagerSets overall

incident objectives& priorities

On-goingsituation

assessment& information

processing

Incident isrecognized

Notifications,assessment,Immediate

needsare

addressed

United States Coast Guard

ICS Communication System

Improves communication – internally and externally Standardizes terminology Allows accountability Two Types of communication

Formal follow lines of authority when• Receiving and giving work assignments• Requesting support or additional resources• Reporting progress on assigned tasks

Informal communication does not follow lines of authority

• Is used to exchange incident or event information only

Allows for documentation on HICS Forms

Chain of Command (Single, Unity)

IncidentCommander

IncidentCommander

Command Staff

General Staff

OperationsSection ChiefOperations





Section ChiefFinance/AdminSection Chief

Finance/AdminSection Chief

HAZMAT BranchDirector

HAZMAT BranchDirector

Medical CareBranch Director

Medical CareBranch Director





Service Branch Director

Service Branch Director

SupportBranch Director

SupportBranch Director

Orderly Line of

Authority Single

Command

Unity of command

Means that each employee answers to ONE supervisorPhotos courtesy of FEMA

Single versusUnified Command

Single command

One organization and single IC has complete responsibility for incident (hospital receives victims from train crash)

Unified command

Multiple agencies / organizations share responsibility

Collective / collaborative approach

Single set of objectives for multiple agencies

Improved information flow and coordination

Agencies understand joint priorities and restrictions

Single IAP

Agency 1 Agency 2 Agency 3


Information and Intelligence Within ICS

Establishes a process for gathering, sharing, and managing incident related information and intelligence

Assures that internal information is safeguarded but also ensures availability to those who need it to perform their jobs effectively and safely.

Often handled within Planning, Situation Unit However, in some situations may require:

As a branch within Operations Within the Command Staff As a separate General Staff Section

Types of Briefings/Meetings Staff-Level Briefings: Delivered to

resources assigned to non-operational and support tasks at the Incident Command Post or Base.

Section-Level Briefings: Delivered to an entire Section (e.g., the operational period briefing).

Field-Level Briefings: Delivered to individual resources or crews assigned to operational tasks and/or work at or near the incident site.


ICS: Briefings/Meetings Essential to effective supervision and incident management Clearly stated objectives Short concise meetings, no long discussions or complex decision

making Allow manager or supervisor to pass along specific information

and expectations for the upcoming work period and to field questions related to that information

Task

What is to be done?

Purpose

Why it is to be done?

End State

How it should look when

done?


Operational Period Briefing(Shift briefing) Conducted at the beginning of each

operational period Facilitated by the Planning Section Chief Operations Briefing is held to introduce

IAP to Branch Directors and Division/Group Supervisors

After the Operational Briefing, the Incident Action Plan is implemented

Schedule for Operations Briefing

Planning section chief reviews agenda and facilitates

▼

IC presents objectives (sometimes defers to Planning Chief to present)

▼

Off-going Operations Section Chief – provides current assessment and accomplishments during last ops period

▼

Oncoming Operations Section Chief – covers work assignments and staffing

▼

Technical Specialist -Safety Officer – Special Operations –present updates

▼

May have specific Unit Leaders present information

▼

Final IC comments

▼

Planning Section Chief announces next briefing time/location, adjourn

IMS Feature: Pre-designated Key Facilities and Locations

Incident Command Post – where the Incident Commander oversees the incident

Emergency Operations Center – multi-agency center supporting operations

Staging area / Labor pool – where available stuff or staff await assignmentSS


IMS Feature: Pre-designated Key Facilities and Locations

Helibase Location from which helicopter-centered air

operations are conducted Helibases are generally used on a more long-term

basis and include such services as fueling and maintenance

Helispot Are more temporary locations at the incident, where

helicopters can safely land and take off. Multiple Helispots may be used

HH

H-3H-3


IMS Features Summary

Common Terminology Modular Organization Management by

Objectives Reliance on an Incident

Action Plan (IAP) Chain of command &

unity of command Unified Command Manageable span of

control

◦ Pre-designated incident locations & facilities

◦ Resource Management◦ Information &

Intelligence Management

◦ Integrated Communications

◦ Transfer of Command◦ Accountability◦ Mobilization

4 Phases of Comprehensive Incident Management (CEM) Activities for “all hazard” planning

Preparedness

Build response capacity/capability

Example: buy dike plugs

Preparedness RecoveryResponseMitigation (Prevention)

Notification

Mitigation

(including prevention) Prevention

activities that reduce impact of hazard

Example: build dikes to prevent flood

Conduct public health surveillance, testing immunizations and quarantine for biological threats

Response

Gain control of an event

Examples: plug dike when a hole appears,

Emergency shelter, housing, food & water

Search and rescue Evacuation Emergency medical

services

Recovery

Return to pre-disaster state

Examples: Repair/replacement of dike, damaged public facilities (bridges, schools, hospitals)

Debris cleanup & removal

Temporary housing

Examples

NIMS slide adaptation

ICS Tools

Emergency Operations PlanHospital Policies and Procedures ManualICS FormsPosition Description and Job Action

SheetsOther resource materials

Are you Ready?

Are you now able to:Explain how the modular organization

expands and contracts?Given a scenario, recognize complicating

factors?Use a planning cycle?Create an incident action plan?

MERET Acknowledges its Partners:

1. Healthcare System Preparedness Program Partnersa. Minnesota Department of Health–Office of Emergency

Preparednessb. MDH Metropolitan Hospital Compactc. Regional Hospital Resource Center Focus Group:

• Michelle Allen, Northwest• Clyde Annala, Northeast• Jill Burmeister, South Central• Chuck Hartsfield, Central• Marla Kendig, Southeast• Emily Parsons, MDH-OEP• Justin Taves, West Central• Eric Weller, South Central

2. FEMA Independent Study Program

Elective Slides

Volunteer groups that may be deployment during an incident

Categories of MN Emergency Readiness Volunteers…

MN Disaster Medical Assistance Team (FEMA) http://www.mndmat.com/

Minnesota Responds/Medical Reserve Corp.

Community Emergency Response Teams (CERT)

Minnesota Responds

Pre-registers, manages and mobilizes volunteers to help communities respond to all types of disasters

Help communities cope up with medical and public health needs

Register through www.mnresponds.org Volunteers attend a program orientation or training Volunteers assigned according to training needs,

profession, or skills Anyone who has interest in volunteering during a

health emergency is encouraged to register*

Medical Reserve Corps (MRC) There are 13 MRC Units throughout Minnesota Apply through the

Minnesota Responds website Or your local public health agency. Your name will be stored in both the MN Responds

and MRC databases Many positions in Medical Reserve Corps do not

require a license, training and experience more valuable

If licensed, Medical Reserve Corps staff will verify status of license with appropriate licensing board

Volunteers assist with public health initiatives community activities if there is no emergency

Volunteers work in mass dispensing or vaccination clinics, serve as staff at local hospital or off-site care facility; and provide expert info. to local residents

Community Emergency Response Team (CERT) Trained civilians to assist with emergency

needs following a disaster Training programs are offered within

communities by first responders Concepts covered are

Immediate needs following a disaster Mitigation/preparedness activities Life saving, decision-making skills,and

rescuer safety Offer immediate services until professional

resources arrive

If you are assigned outside your facility

Assure that you have a sponsoring organization, travel, and housing

Authorization to leave, payroll, worker’s compensation issues

Personal and technical items packed (copies of licenses, etc)

Ensure that family knows where you will be and how you can be contacted

incident management for healthcare based upon emergency management institute ics- hc 100-200

Documents

incident commander

incident briefing

emergency response

health emergency

emergency preparedness

disasters hospital

training program meret

response aspr