Download - handout Dave Clements 6pp.pdf
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8/20/2019 handout Dave Clements 6pp.pdf
1/11
1/16/20
Operations
Dave Clements, P.E.NYS Department of Homeland Security & Emergency Services
Formerly with NYS Department of Transportation
“Catastrophes take place when
severe events
interact
with
human
vulnerability…..”
What will be discussed ??
Engineering roles and responsibilities
Incident Command System (ICS)
National Incident Management System (NIMS)
Three Case Studies
What is Emergency
Management and how
does it relate to you as an
Engineer ??
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8/20/2019 handout Dave Clements 6pp.pdf
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8/20/2019 handout Dave Clements 6pp.pdf
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Impacts of Severe Events
Medical care & Sheltering difficult
Public information nearly impossible
Debris removal insurmountable
Rebuilding lengthy process; Outside involvement
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8/20/2019 handout Dave Clements 6pp.pdf
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Rethinking Hazards……
Little control
over
severe
events
Consider “naturalness” of disasters
Concentrate on human activities; “Regional” ICS
For example: Twin Towers had problems in command and control, radio communications and evacuation procedures.
What is the ICS?
ys ema c oo or command, control and coordination
ICS ComponentsCommon terminology
Modular organization
Unified command structure
Consolidated action plan
Manageable span‐of ‐control
Pre‐designated incident facilities
Comprehensive resource management
History of the ICS Developed as a result of wild fires in Southern
California in 1970
ICS created to address*:
Nonstandard terminology among responding agencies
Lack of capability to expand and contract
Communications
Action plans
Designated facilities
* “What is the Incident Command System” http://www.911dispatch.com/ics/ics_describe.html#concepts
When is the ICS Used?
Not just for fire related emergencies
It can also be used for*:
HAZMAT incidents; incidents with multiple casualties; planned events; single and multi‐agency law enforcement incidents; response to natural hazards; air, rail, water or ground transportation incidents; wide‐area search and rescue missions; private sector emergency management program; multi‐ jurisdictional or multi‐agency incidents, etc.
* “What is the Incident Command System” http://www.911dispatch.com/ics/ics_describe.html#concepts
5 Functions of the ICS
Command
Operations
Logistics
Finance/Administration
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8/20/2019 handout Dave Clements 6pp.pdf
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Incident Command System Organizational Chart
Resources Unit
SituationUn it
Documentation Unit
Planning Section
Division orGroups
Branch DirectorGround Operations
Operations Section
Communications Unit
MedicalUnit
Branch DirectorService
Logistics Section
Time Unit
Procurement Unit
Compensation/Claims Unit
FinanceSecton
Incident Commander
Demobilization Unit
Technical Specialists
Strike Teams
Task Forces
SingleResources
Helibase Manager
Helispot Manager
AirSupport Group
HelicopterCoordinator
AirTan kerCoordinator
AirAttack Group
BranchDirectorAirOperations
FoodUnit
SupplyUnit
Facilities Unit
Ground SupportUnit
Branch Director Support
Cost Unit
“ …a consistent nationwide approach for federal, state,
tribal, and local governments to work effectively andefficiently together to prepare for, prevent, respond t o,
and recover fr om domestic inc idents, regardless of
”, , .
-Sec Tom Ridge (3/1/04)
National Incident Management
S stem
NIMS is a comprehensive, national approach to incident management that is applicable to all jurisdictional levels and across functional disciplines.
NIMS represents a core set of doctrine, principles, terminology and organizational processes to enable effective, efficient and collaborative incident management at all levels.
NIMS provides the framework for interoperability and
compatibility.
NIMS is based on a balance between flexibility and standardization.
NIMS: What It Is / What It’s
Not
NIMS is… Core set of:
NIMS is not … An oper atio nal
Doctrine
Concepts
Principles
Terminology
Organizational processes
Applicable to all
hazards
plan
A reso urc e allocati on
plan
A ter ror ism / WMD-
specific plan
Designed to address
international events
i e s
a n d R e s o u r c e s
Federal Response
Layered Response Strategy
C a p a b i l i t
Regional / Mutual Response Systems
State Response
Increasing magnitude and severity
Local Response, Municipal and County
Minimal Low Medium High Catastrophic
Intervention Points
Mitigation
Preparedness
Response
Recovery
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Mitigation
Risk
assessments
Environment protection
Design/Construction Standards
Medical capacity
Terrorism prevention
Preparedness
All pre‐disaster functions (community education,
training, grant
management,
exercises)
‐‐ , sheltering, communications and resource management)
“Prioritized” Response
Vulnerable populations
Damage and impact assessments
Inter‐state and international mutual‐aid compacts
Coordination
Recovery
Well crafted plans
Disaster assistance programs
Rebuilding
Role of the Civil/
Transportation Engineer
Assessments
Design/Build
Inspect/Test
Maintain and Operate
THREE CASE STUDIES
Buffalo Ice Storm -10/06
Hurricane Katrina
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Buffalo Ice Storm
10/06 Buffalo Ice Storm Oct. ‘06 Highly
localized
(0
‐24”
of
snow)
Erie, Niagara, Genesee, and Orleans Cos. declared “major disaster” areas
400,000 w/o power for over a week
13 fatalities from heart attacks, chain saw accidents, falling trees and carbon monoxide
8.8M C.Y. of debris – $130M
Buffalo Ice Storm Oct. ‘06
90% of trees damaged
Clean‐up efforts impeded by down power lines and inability of utility crews to access local roads and streets
.
Buffalo Ice Storm Oct. ‘06
ICS Command Post established by NYSDOT in Erie County
Staging Area established in State Park near Rochester
ATIG established by City OEM
Special tree crews, damage assessment teams and equipment sent by NYSDOT as far away as Long Island and from nearby states by utility companies
Buffalo Ice Storm Oct. ‘06
Despite the conditions, a Buffalo Sabres hockey game against the NY Rangers was played at the HSBC Arena w/o power – full attendance of 18,690
Role of the Civil/Transportation
Engineer
Assessments
Design/Build
Inspect/Test
Maintain and Operate
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Hurricane Katrina Strikes
New Orleans
Hurricane Katrina Strikes
New Orleans Flooded 160,000 homes
Flooded 50% of local businesses with 2 ft. or more of water
Deposited over 40M cubic yards of surge‐borne debris
95% of City buildings affected totaling over $400M in damages
700+ City vehicles lost amounting to $128M
Hurricane Katrina Strikes New Orleans Roads, drainage systems and bridges severely
impacted
35,000 local and Federal‐ Aid street segments damaged
10,000 street g ts amage
458 traffic signals and 20,000 street signs destroyed
70,000 catch basins/26,000 manholes clogged with debris
25,000 cars abandoned/flooded
Hurricane Katrina Strikes
New Orleans
Extensive damaged to DPW physical facilities
30% personnel loss
20% productivity decrease in repair work
Interruptions/delays in planned and/or scheduled maintenance and capital improvement projects
Loss of
operating
budget
Katrina ‐ Securing Recovery Funding
Multiple Federal and State agencies
Contracts with firms specializing in program management and cost recovery
Emergency Work funding and State funds used for initial debris removal and stabilization of damaged infrastructure
More refined assessments and cost estimates conducted to secure additional FEMA/ER funding for permanent repair of infrastructure
What is necessary to secure and use
Public Assistance and FHWA funding ? Identifying disaster‐related damages (FEMA, FHWA,
HUD, etc.)
scopes of recovery work and cost estimates
Documentation for future audits
Cultivate and maintain healthy and positive relationships with regional, State and Federal liaisons to accelerate recovery
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Lessons Learned from Katrina
Have ICS training in place ‐ drill frequently
Have Financial Recovery Plan in place for management of lost regular revenue of funding in a timely manner
Develop standard operating procedures to access and administer Federally funded programs
Lessons Learned from Katrina (cont.)
Establish an effective multi‐level system of
communication
Maintain stron ublic outreach efforts
Documentation is pivotal to the recovery process
Use pre‐event/stand‐by emergency contracting
Lessons Learned from Katrina (cont.)
Maintain asset condition and maintenance records
Develop asset management tools, particularly bridge and highway inspection reports and drainage maintenance logs
Lessons Learned from Katrina (cont.)
Update standards to ensure reconstruction to most recent specifications
Plan to use contractors for recovery work and internal staff for assessment work
Assign dedicated staff to track and monitor grants and reimbursements
Prioritize recovery efforts with realistic timelines
(critical
to
effective
public
outreach)
9‐11
19 Al‐Qaeda terrorists – 4 commercial airliners
Both towers
colla sed
within
2
hours
3,000 victims died; 6,000 injured; 836 responders perished;14,000 evacuated safely
9‐11
Extensive ICS in place
Fre uent drills
Multi‐agency effort
First time in U.S. history air space cleared
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8/20/2019 handout Dave Clements 6pp.pdf
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Roles/Responsibilities of the
Engineer
Assessments
Construction Inspection
Testing
Maintain and Operate
9‐11 Engineering: Search and
Rescue, Haul road, Shear wall, PATH, Fresh Kills access for DNA sampling
Pentagon was cleared and repaired within 1 year
New Freedom Tower to be
1,776’ tall
(tallest
bldg.
in
No. America)
9‐11 Lessons Learned
First tower burned for 56 minutes; Second for 102 minutes; collisions equivalent to “volcanic eru tions”
Initial communication breakdown /confusion; separate command posts; incompatible radio communications between agencies
Websites
www.fema.gov
www.semo.ny.us
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