emergency communication: making the initial statement to the media
DESCRIPTION
5 - m i n u t e S t r a t e g i c T r a i n i n g f o r E m e r g e n c y P r e p a r e d n e s s. Incident Command System & Public Health S.Y.S.T.E.M.S. Training. Emergency Communication: Making the Initial Statement to the Media. MAIN MENU. Goal and Learning Objectives. - PowerPoint PPT PresentationTRANSCRIPT
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S t r a t e g i c T r a i n i n g f o r E m e r g e n c y P r e p a r e d n e s s
COPYRIGHT 2005
Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
Emergency Communication:
Making the Initial Statement to the Media
5 - m i n u t e
S t r a t e g i c T r a i n i n g f o r E m e r g e n c y P r e p a r e d n e s s
Incident Command System & Public Health
S.Y.S.T.E.M.S. Training
5 - m i n u t e
S t r a t e g i c T r a i n i n g f o r E m e r g e n c y P r e p a r e d n e s s
COPYRIGHT 2005
Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
MAIN MENU
Goal and Learning Objectives
Questions
Course Assessment
5-Minute Training: S.Y.S.T.E.M.S.
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S t r a t e g i c T r a i n i n g f o r E m e r g e n c y P r e p a r e d n e s s
COPYRIGHT 2005
Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
QUESTIONS
If you have any questions or comments, please contact:
Randall L. Hecht, CEM Sean G. Kaufman, MPH, CHES404.639.3489 [email protected] [email protected]
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S t r a t e g i c T r a i n i n g f o r E m e r g e n c y P r e p a r e d n e s s
COPYRIGHT 2005
Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
GOAL AND LEARNING OBJECTIVES
Goal:
The goal of the training is to provide public health professionals with information addressing 7 key aspects of the Incident Command System (ICS).
Learning Objectives:
1. List the seven components of the ICS S.Y.S.T.E.M.S. training.
2. Utilize training information to develop public health emergency response plans that include the basic ICS S.Y.S.T.E.M.S. components.
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S t r a t e g i c T r a i n i n g f o r E m e r g e n c y P r e p a r e d n e s s
COPYRIGHT 2005
Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
PREPAREDNESS TRAINING
Incident Command System and Public Health:
S.Y.S.T.E.M.S. Training
Sean G. Kaufman, MPH, CHESDirector of ProgramsCenter for Public Health Preparedness and ResearchRollins School of Public HealthEmory University
Randall L. Hecht, CEMSafety EngineerOffice of Health and SafetyOffice of the DirectorCenters for Disease Control and Prevention
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S t r a t e g i c T r a i n i n g f o r E m e r g e n c y P r e p a r e d n e s s
COPYRIGHT 2005
Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
Introduction
Public health professionals have been responding to emergencies for
decades, never relying on ICS to manage or integrate resources for outside
organizations.
After September 11, a new level of awareness was born. This awareness
lead to the identification of threats that will affect multiple levels within a
community. Public health has enormous role in emergency response,
however so do many other organizations. ICS is the model used to integrate
these organizations and efforts to serve communities who are experiencing
the effects of an emergency situation.
The ICS SYSTEMS training has been developed to assist public health
professionals with identifying their roles within the ICS model. It is important
with the threats we face today that multiple agencies work together to
prepare for, respond to, recover from, and mitigate the impact of emergency
situations.
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Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
(S) Y S T E M S : Span of Control
During an emergency, there is lots of pressure and several activities needing
immediate attention. In order to manage staff at an optimal level, there
should be limits for the number of staff being managed (5-7) per team. To
limit the amount of information and activities that leaders have to manage,
the following example demonstrates an effective span of control – spreading
management responsibilities to several leaders across multiple disciplines.
Incident Commander
Section Chiefs
Responders
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Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
S (Y) S T E M S : Your Role
You wouldn’t want a fire fighter to manage an epidemiologic response and a
we wouldn’t want a laboratorian telling the fire fighter how to fight a fire.
Know your role within the field of public health and be ready to communicate
why you need to be involved and what you contribute to minimize the effects
of the situation on people.
It will be greatly appreciated by the incident leadership if you:
- Communicate how your involvement benefits response efforts.
- Communicate what you are doing and what you need to do it.
- Communicate what you can do to help mitigate the situation.
For example, an epidemiologist can provide valuable information on whether
or not actions taken to mitigate a situation are working.
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Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
S Y (S T) E M S : Strategic vs. Tactical Response
During an emergency, there should one leader and several managers. The
leader is concerned with strategic planning and the managers are concerned
with tactical response.
In other words, the Incident Commander (leader) is interested in activities
that will return a community to a level of normalcy as quick as possible. The
Section Chiefs (managers) are interested in activities that mitigate
(minimize) the effects of an emergency on a community. Responders (team
members) do the work.
STRATEGIC LEADERSHIP (INCIDENT COMMANDER) ESTABLISHES
PRIORITIES AND STATES WHAT NEEDS TO BE DONE. TACTICAL
LEADERSHIP (SECTION CHIEFS) CARRIES IT OUT AND PROVIDES
CONTINUED RECOMMENDATIONS AND UPDATES TO THE INCIDENT
COMMANDER.
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S Y (S T) E M S : Strategic vs. Tactical
Incident Commander
Section Chiefs and
Responders
STRATEGIC
TACTICAL
Event
Community
Incident Command Post
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Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
S Y S T (E) M S : Emergency Definition
Public Health and traditional First Responders (fire, EMS, Police, Emergency
Departments) have different definitions for emergencies. A fire may be an
emergency, however unless it is widespread and continues to pose a
serious threat to the health of the public, it may not be defined as an
emergency for public health.
While there are different types of emergencies, for communities, states, and
nations an emergency is something that occurs suddenly and usually
without notice causing injury, death, destruction, cessation of normal activity,
or any combination.
AN EMERGENCY IS AN EVENT THAT OCCURS UNEXPECTEDLY,
PUTTING A GREAT STRAIN ON CURRENT LIFE-SAVING AND LIFE-
SUSTAINING CAPACITIES WITHIN A COMMUNITY.
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S Y S T E (M) S : Members of Sections
Section Chiefs
Responders
Operations Planning Logistics Finance General Staff
Click on the section titles for a short
description.
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S Y S T E (M) S : Members of Sections- Operations
Responders
Operations
The Operations Section is responsible for the
responders who are involved in tactical operations. For
example, firefighters fighting the fire, EMS responding
to an emergency, the triage, treating, and transport of
survivors, security around the site, investigation, traffic
control and other tactical operations as needed.
Public Health activities would include: surveillance,
risk assessments, educational assessment, rapid
needs assessment, data gathering, health education
programs, risk communication, mental health issues,
and prophylactic treatment programs.
THESE ARE THE PEOPLE WHO REPORT THE
SITUATION AND IMPLEMENT THE ACTIVITIES!
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S Y S T E (M) S : Members of Sections- Planning
Responders
The Planning Section is responsible for gathering
information, analyzing the information, and developing
a plan (incident action plan) that would be implemented
by the responders.
Public Health activities would include: epidemiologic
analysis; results of risk, needs, and educational
assessments; discussions of immediate community,
education, and mental needs; planning for necessary
resources to accomplish short-term activities and
increased capacity for sustainability of long-term
activities.
THESE ARE THE PEOPLE WHO STATE WHAT
NEEDS TO BE DONE!
Planning
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S Y S T E (M) S : Members of Sections- Logistics
Responders
The Logistics Section is responsible for gathering and
managing supplies, personnel, equipment, and building
space needed during an emergency response.
Public Health activities would include: identifying
specific requirements and needs to accomplish
activities that were discovered by the public health
representatives in the Operations Section and to
accomplished the activities identified by public health
leaders in the Planning Section.
THESE ARE THE PEOPLE WHO GET YOU WHAT
YOU NEED TO DO THE JOB!
Logistics
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Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
S Y S T E (M) S : Members of Sections- Finance
Responders
The Finance Section is responsible for contracting,
accounts receivable and payable, and are also
responsible for administrative activities (i.e., report
writing, personnel issues).
Public Health activities would include: identifying the
cost of materials, supplies, personnel, transportation,
housing, and expenses needed to accomplish public
health activities identified by public health leaders in
the Planning Section.
THESE ARE THE PEOPLE WHO PAY FOR IT!
Finance
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Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
S Y S T E (M) S : Members of Sections- General Staff
Responders
The General Staff consists of the safety office, public
affairs specialist, and liaison officers from outside
organizations. This group is responsible for the health,
safety, and security of the response force and
emergency site; the distribution of public information
and management of political affairs; the administration
of outside agency resources and integration of those
resources into the response.
Public Health activities would include: providing public
health expertise to each of these staff members,
ensuring public health concerns are addressed across
public, political, and organization levels.
General Staff
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S Y S T E M (S) : Stages of an Emergency
Preparedness
Activities that include the planning, training, educating, and exercising of the
entire response force (traditional first responders, public health, and the
general public) for potential emergencies.
Response
Activities that occur during an emergency that save lives, reduce damage,
and minimize the impact of an emergency on the community.
Recovery
Activities that occur after an emergency that bring the community back to a
sense of normalcy or back to the pre-emergency state (economically,
socially, and structurally).
Mitigation
Activities that include taking lessons learned during the emergency and
making the community more resistant and resilient for potential
emergencies.
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SUMMARY
The seven components of ICS SYSTEMS training are:
(S) Span of Control: How many you can manage in an emergency.
(Y) Your Role: Know your role in an emergency.
(S) Strategic: Activities that return a community to a level of normalcy.
(T) Tactical: Activities that minimize an emergency on a community.
(E) Emergency: Know when capacities have been exceeded.
(M) Members: Know the members for the 5 key sections.
(S) Stages: Know the four stages of an emergency.
Course Assessment
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Authorization to Copy: No Part of this publications may be reproduced, stored in retrieval system, or transmitted in any form or by any means, electronic, photocopying, or otherwise, without permission in writing from the copyright holder, the Center for Public Health Preparedness and Research. All rights reserved.
COURSE ASSESSMENT
After submitting the course assessment, we will send an email with a receipt listing the participant’s score.
If you have any questions, please contact Sean Kaufman at 404.727.2729 or [email protected]
Thank you!
Course Assessment