Emergency Management Study Guide PDF

H z rd Identi ic tion & Risk Assessment (HIRA) - 16 Questions a a f a  Police & Public Safety Institute Legislative Requirements (Fede...

H z rd Identi ic tion & Risk Assessment (HIRA) - 16 Questions a a f a  Police & Public Safety Institute Legislative Requirements (Federal) Emergency Management Act 6 (1) (a) “The emergency management responsibilities of each minister accountable to Parliament for a government institution are to identify the risks that are within or related to his or her area of responsibility — including those related to critical infrastructure… and prepare emergency management plans in respect of those risks” 2 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Legislative Requirements: Ontario Emergency Management and Civil Protection Act, EMCPA 2.1(3) “In developing its emergency management program, every municipality shall identify and assess the various hazards and risks to public safety that could give rise to emergencies.” 3 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Legislative Requirements: Ontario Emergency Management and Civil Protection Act EMCPA, O. Reg 380/04 Pt.(1) legislates ministry requirements, including the need to have a plan/programs based on HIRA Order-in-Council 1157/09 Lists the various hazards assigned to ministries to formulate an ERP 4 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Purpose of HIRA Risk assessment (RA) is the foundation of emergency management When properly done, it allows program elements to be based on realistic appraisal of the types of risk a community is likely to face It allows programs and direction to be based on accurate assumptions 5 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Purpose of HIRA Provides the necessary justification for commitment of resources It highlights opportunities for mitigation 6 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Purpose of HIRA A Hazard Identification and Risk Assessment answers the following: What hazards exist in or near my community? How frequently do these hazards occur? How much damage can they cause? Which hazards pose the greatest threat? 7 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Purpose of HIRA EM programs are based on Hazard Identification and Risk Assessment (HIRA) Hazards with the highest probability/ consequences indicate likely program priorities Hazards and risks identified will be taken into account in all stages of the EM Program 8 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Hazard Identification and Analysis The process of assessment begins with by looking at what hazards may affect the community Then ranking how likely they are to occur and the potential impact Consideration should be given to the whole of the communities (private and public sectors) 9 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Hazard Identification and Analysis The process of hazard identification can be complex There is a tendency to focus on obvious or recurring hazards and diminish lesser hazards Often decisions may be made on incomplete or random information Also a tendency to be reactive and to prepare for the last disaster 10 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Hazard Identification and Analysis Considerations must be given to all of the threats that a community faces Many of these can later be eliminated or given a lower priority in the analysis phase – but make sure nothing is missed The ultimate goal of hazard identification is to consider a sufficiently broad range of threats to ensure all of the potential impacts have been identified 11 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Hazard Identification and Analysis Hazard Analysis Once hazards are identified, there needs to be a determination of which ones are of concern This requires an analysis of probability and impact of each disaster The focus is on the consequences Assessing impact includes assessing a community’s vulnerability to those impacts 12 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Hazard Identification and Analysis In its simplest form, hazard analysis ranks them on the basis of high (3), medium (2), and low (1) probability or impact This analysis can be qualitative or quantitative Sample Matrix 13 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Ontario 4 Step HIRA Process HIRA Process Hazard Identification | Risk Assessment | Risk Analysis | Monitor & Review 14 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Ontario 4 Step HIRA Process Step 2B: Consequence Consequence is divided into six categories: 1. Social Impacts (fatalities, injuries, evacuations) 2. Property Damage 3. Critical Infrastructure Service Disruptions/Impact 4. Environmental Damage 5. Business/Financial Impact 6. Psychosocial Impacts 15 SEC1001: Hazard Identification & Risk Assessment  Police & Public Safety Institute Ontario 4 Step HIRA Process Step 4: Monitor & Review Hazards and risks may change over time so it is important to review your HIRA annually. A HIRA provides information on which hazards should be considered a priority for emergency management programs at a particular point in time. 16 SEC1001: Hazard Identification & Risk Assessment  St keholder Eng gement/Coll bor tion - 14 Questions a a a a  Police & Public Safety Institute Importance of Collaboration Collaboration is a recursive process where two or more people or organizations work together toward an intersection of common goals by sharing knowledge, learning and building consensus Collaboration can sometimes bring better results through decentralization and egalitarianism In particular, teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resources. Collaboration is a departure from a traditional, “top-down”, command and control structure typical of some of the more common approaches to emergency management. 18 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Importance of Collaboration Through the principle of collaboration, trust, teamwork, common purpose and commitment to shared values/objectives are achieved. Collaboration, as a principle, is especially important to emergency managers in that the function they perform relies very little on authority or directive “power” but almost entirely on their ability to get others to “play nice in the sandbox”. The importance of collaboration becomes even more essential as the level of complexity of a disaster event increases. The more players, the more potential conflicts and ambiguities arise regarding roles and responsibilities – collaboration is how these are conflicts and ambiguities are avoided. 19 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Importance of Collaboration Even when there is not an actual event, collaboration plays an important role in the process of mitigation: Mitigation efforts at every level involve significant policy decisions which often impact on the “turf” of agencies, organizations and special interests. Mitigation plans which are developed in isolation without including the perspectives of a broad range of community groups and interests are less likely to produce significant and effective efforts to eliminate or reduce the impacts of potential disaster events. The same human relation and facilitation skills required to prepare for response and recovery are just as essential in the effort to prevent or lessen the effect of a disaster. 20 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Importance of Collaboration Collaboration is essential when authority is shared and when resources and expertise are dispersed. No one agency has complete authority and, even if one did, attempting to exercise that authority without buy-in by the other stakeholders might result in minimal compliance or even noncompliance The private and nongovernmental stakeholders represent the nation’s surge capacity. They can provide expertise and resources that the government cannot provide and they are critical resources during catastrophic events. the American Red Cross provided case workers to assist evacuees before, during, and after Hurricane Katrina made landfall in 2005. 21 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Role of the Individual Individuals also volunteer during disaster: Ordinary citizens are usually first on the scene in an emergency or disaster They remain long after official services have ceased Citizens often play vital roles in helping those affected to respond and recover They can provide invaluable assistance to official agencies. 22 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Role of the Individual Research challenges the popular perception that disasters unleash chaos and disorganisation, with citizens becoming passive victims, panic-stricken, or engaging in antisocial behaviors such as looting Individuals and groups have generally been found to become more cohesive than in ‘normal’ times, commonly working together to overcome disaster-induced challenges Despite most citizens' good intentions, convergence can create problems and challenges for emergency managers 23 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Role of the Individual Emergent Volunteerism Emergent volunteerism involves new forms of volunteering that occur in response to unmet needs, whether perceived or real They are spontaneous: people who offer assistance following a disaster and who are not previously affiliated with recognised volunteer agencies and may or may not have relevant training, skills or experience Spontaneous volunteers’ proximity to the emergency or disaster site means they often play critical roles in first response While spontaneous volunteerism should be expected and planned for, it cannot be relied upon. 24 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Role of the Individual Extending Volunteerism Groups and organizations without emergency or disaster functions often extend their activities to volunteer in times of crisis. These volunteers are usually part of an existing community group such as a chamber of commerce, sporting club, religious group or service organization. Like emergent volunteers who act as individuals or form a new group, these volunteers often have intimate understandings of local needs and can draw on existing networks and resources to meet them. 25 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Role of the Individual Digital Volunteerism The increasing accessibility of sophisticated yet simple in- formation and communication technologies has enabled citizens to participate in emergency and disaster management in new ways In particular, widespread use of social media and web-based mapping software has allowed citizens to freely produce and disseminate their own emergency-related information. Examples range from basic use of sites like Facebook to share information through to more complex uses involving data mining and crisis mapping. 26 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute Role of the Individual The province of Ontario identifies: Volunteer management should be part of the emergency response plan Lists of willing volunteers, their credentials and availability should be prepared in advance Volunteers must be oriented, trained and supervised just like employees 27 SEC1001: Stakeholder Collaboration  Police & Public Safety Institute EM and the Private Sector With the risk of disaster increasing, often overwhelming governmental and nongovernmental resources, the private sector can assist in filling the gap Greater collaboration will increase the effectiveness of disaster responses The private sector can assist with resource coordination, supply chains, and surge capacity. The private sector has resources essential to emergency management, including technical expertise, logistics capabilities, and material such as food, water, and ice 28 SEC1001: Stakeholder Collaboration  Prep redness - 16 Questions a  Police & Public Safety Institute Preparedness Defined “ To be ready to respond to a disaster and manage its consequences through measures taken prior to an event…” - An Emergency Management Framework for Canada, Second Edition “ Actions taken prior to an emergency or disaster to ensure and effective response.” - Ontario’s Emergency Management Glossary of Terms 30 SEC1001: Preparedness  Police & Public Safety Institute Value of Preparedness The purpose of preparedness is to anticipate problems in disasters so that ways can be devised to address the problems effectively and so that the resources needed for an effective response are in place before hand Effective preparedness... activities help save lives, reduce injuries, limit property damage, and minimize all sorts of disruptions that disasters cause Preparedness increases the possibility of improvisation in disaster responses 31 SEC1001: Preparedness  Police & Public Safety Institute Preparedness Functions: HIRA The basis for Preparedness is the Hazard Identification and Risk Analysis that highlights community-specific risks It provides the community with direction as it answers the question of what is being prepared for Identifying these risks grounds preparedness in accurate assumptions 32 SEC1001: Preparedness  Police & Public Safety Institute Preparedness Functions: Planning PUBLIC AWARENESS & Ontario identifies PUBLIC EDUCATION EMERGENCY PLANS EMERGENCY OPS planning as one of INFORMATION EMERGENCY EXERCISES TRAINING CENTRE the six essential “pillars” of any preparedness program: THE FOUNDATION OF EMERGENCY MANAGEMENT IS HIRA 33 SEC1001: Preparedness  Police & Public Safety Institute Preparedness Functions: Planning The Purpose of Plans They document measures that a community has instituted to deal with risk The provide a reference for the organization, especially important where there is turnover The represent tangible efforts in something actually being done They can serve as training tools They can serve as standards that inform other emergency management initiatives 34 SEC1001: Preparedness  Police & Public Safety Institute Approaches to Planning Ideally, plans should: Focus on coordinating efforts, as opposed to the more rigid and traditional command and control model Facilitate creative problem solving Establish operating structures that can expand to include new actors and provide supporting structures for such things as communications flow Remove barriers to improvisation Be a collection of tools and options that can be combined in new ways to meet the unique needs of each disaster 35 SEC1001: Preparedness  Police & Public Safety Institute Approaches to Planning Scenario-based Planning Originally developed in the 1960’s to analyze military strategies for thermonuclear war It considers circumstances that are most likely to occur along with circumstances that could occur to create scenarios of what might occur i.e. flooding in a jurisdiction These scenarios are then used to make decisions about response strategies and resource shortages It is hazard-based 36 SEC1001: Preparedness  Police & Public Safety Institute Approaches to Planning Functional Planning Considers the common functions that must be performed during an emergency or disaster, regardless of the hazard or threat Function based This is essentially all-hazards planning It does not care why but considers the how and who Identifies lead and supporting agencies for each function 37 SEC1001: Preparedness  Police & Public Safety Institute Approaches to Planning Capabilities-Based Planning Is based on what capabilities an organization will need to fulfill its assigned functions Capabilities include considerations for: Personnel Equipment and Systems Planning Training Organization and Leadership Exercises, evaluations, and corrective actions 38 SEC1001: Preparedness  Police & Public Safety Institute Approaches to Planning Emergency Management Ontario identifies two types of emergency plans: 1. Response Plans 2. Continuity of Operations Plans 39 SEC1001: Preparedness  Police & Public Safety Institute Approaches to Planning The Emergency Management & Civil Protection Act: Guides the content of an Emergency Response Plan Designates responsibility for the annual review and regular update of the Plan Identifies public right to access and copy of the Emergency Response Plan 40 SEC1001: Preparedness  Police & Public Safety Institute Preparedness Functions: Training Training programs are other logical strategies to prepare communities for disaster response operations: Training involves a review and practice of emergency procedures Training is important as it compensates for the limited opportunities available for acquiring actual disaster response experience Training can be conducted locally, provincially, nationally, or internationally Training should be seen as a process in order to maintain certifications and guarantee response capability 41 SEC1001: Preparedness  Police & Public Safety Institute Preparedness Functions: Public Awareness & Education Public education can be directed toward individuals, school children, community groups, families and businesses. It may describe what hazards the community faces, what can be done to prepare and how to react should a disaster occur (e.g., the need to store food, purchase a first aid kit, rotate flashlight batteries, pay attention to weather reports, understand the difference between a watch and a warning, turn off gas lines that have potentially been ruptured, board up windows, evacuate an area, seek disaster assistance, etc.). 42 SEC1001: Preparedness  Police & Public Safety Institute Preparedness Functions: EOC Ontario – Emergency Operations Center The Emergency Management and Civil Protection Act- Ontario Regulation 380/04 states that “Every municipality shall establish an emergency operations center to be used by the municipal emergency control group in an emergency”. 43 SEC1001: Preparedness  Police & Public Safety Institute Successful Preparedness: Myths & Misconceptions Part of grounding preparedness in accurate assumptions means not subscribing to disaster myths and exaggerations that research has dispelled The public (including political leaders and even some emergency managers) often hold incorrect views about public behavior in disaster situations. Research conducted by the likes of Quarantelli, Dynes, Wenger, etc. have dispelled many such misconceptions 44 SEC1001: Preparedness Response - 12 Questions  Police & Public Safety Institute Response Defined Response is usually considered in relation to a threat, either imminent or realized 46 SEC1001: Response  Police & Public Safety Institute Incident Defined Ontario considers response to be in the context of an incident Incident: “An occurrence or event, natural or human-caused that requires an emergency response to protect life, property, or the environment.” - Ontario’s Emergency Management Glossary of Terms Ontario classifies incidents as either simple or complex 47 SEC1001: Response  Police & Public Safety Institute Detection Each emergency or disaster is different, and may therefore be detected in divergent and multiple ways: 1. Senses The first responders or emergency managers may actually experience the disaster for themselves ▪ The ground may shake violently due to an earthquake. ▪ Smoke emanating from a burning building may be seen across the city. ▪ Vapors owing to a chemical release at the site of a train wreck may spread over a large area and cause respiratory and other problems. 48 SEC1001: Response  Police & Public Safety Institute Detection 6. Technology Modern computers and technology may help detect potential hazards. Satellites are used to track and monitor weather systems. Radar is used to detect the formation of tornadoes and the location of rain and hail. Bouys monitor the heat and level of the ocean (e.g. to track El Niño or Tsunamis). Seismographs are used to identify where earthquakes occur as well as their magnitude. Lasers and air monitors are used by the USGS to determine increased volcanic activity (e.g. bulges and emitted gasses). 49 SEC1001: Response  Police & Public Safety Institute Response Implementation Once an emergency manager becomes aware of a hazard, emergency or disaster, it is imperative that he or she undertake several vital activities (often simultaneously in many cases). These include: 1. Verifying and seeking additional information 2. Notifying and communicating with others 3. Initiating the response 4. Activating the emergency operations center 50 SEC1001: Response  Police & Public Safety Institute Response Implementation 4. EOC Activation EOC activation may be partial or complete: Partial activation may include some individuals, agencies and functions. Full activation will include all individuals, agencies and functions. Partial or full activation will be determined by the nature of the incident (type, scope, magnitude, etc.). 51 SEC1001: Response  Police & Public Safety Institute Sheltering As people receive warnings and begin to evacuate, they will subsequently be faced with an important decision: where will they go for safety and rest? Sheltering, or the location or relocation of evacuees and others to places of refuge, is a function that is frequently required in many disasters 52 SEC1001: Response  Police & Public Safety Institute Sheltering A noteworthy literature review and analysis by Mileti, Sorensen and O’Brien reveals other expectations regarding sheltering: Shelter use in cities will be higher than in rural areas Shelter use is highest for hurricanes Shelters are more likely to be used when publicized The larger the size of the disaster, the larger the relative number of people seeking shelters People will be more likely to seek shelter if the disaster strikes at night 53 SEC1001: Response  Police & Public Safety Institute Evacuation Evacuation is the movement of people away from potential or actual hazards for the purpose of safety The purpose of an evacuation is to move oneself and other people to a safer location to reduce the loss of life and the chance for injury. Evacuation is very common after a warning has been issued or when an emergency or disaster has occurred 54 SEC1001: Response  Police & Public Safety Institute Incident Command Incident command is therefore a management strategy to facilitate a more successful response to emergencies and disasters Incident command is also known as scene command, incident management or the incident management system (IMS) Incident command was created after the fire service personnel experienced significant challenges while responding to a number of wildfires in California in the fall of 1970 55 SEC1001: Response  Police & Public Safety Institute State of Emergency Declarations A viable and sometimes necessary response to emergency or disaster is to declare a state of emergency Declaring a state of emergency provides for powers and authorities not otherwise available without such a declaration We will examine emergency declaration in the context of the Province of Ontario 56 SEC1001: Response Recovery/Reconstruction - 5 Questions  Police & Public Safety Institute Define Recovery Recovery is one of the recognized phases of emergency management Disaster recovery is the process of restoring, rebuilding and reshaping the physical, social, economic, and natural environment following a disaster 58 SEC1001: Recovery & Reconstruction  Police & Public Safety Institute Compare and Contrast Terms Short-term Recovery Short-term recovery does not include the reconstruction of the built environment, although reconstruction may commence during this period Long-term Recovery The process of returning the community, to the extent possible, to the conditions that existed prior to the event, preferably while taking the opportunity to mitigate against future disasters 59 SEC1001: Recovery & Reconstruction  Police & Public Safety Institute Sustainable Recovery Sustainable Disaster Recovery is a process undertaken by a range of stakeholders, moving beyond the basic reconstruction of the community, region, or state to its pre-disaster condition Social, economic, environmental, recreational, and other community goals can be achieved during recovery, resulting in a community that is a better place to live, work, and play than it was before the disaster. The choices made following a disaster can enhance not only the lives of those facing the long road to recovery, but also the lives of future generations. 60 SEC1001: Recovery & Reconstruction  Police & Public Safety Institute Ontario Disaster Financial Assistance The Ministry of Municipal Affairs and Housing is responsible for the coordination of extraordinary provincial expenditures in relation to emergencies Order-in-Council 1157/2009 61 SEC1001: Recovery & Reconstruction  Mitig tion - 5 Questions a  Police & Public Safety Institute Hazard Mitigation Planning Collaborating with local stakeholders is critical Inclusiveness increases perspective, which may work to help ensure success The plan must be implemented and routinely evaluated Success is measured by what does not occur 63 SEC1001: Mitigation  Police & Public Safety Institute Approaches to Mitigation There are two approaches to mitigation: Structural (project) Non-structural (process) 64 SEC1001: Mitigation  Police & Public Safety Institute Approaches to Mitigation Non-Structural Mitigation Also referred to as process mitigation Seeks to reduce the likelihood or consequence of risk through modifications in human action, human behavior, or natural processes It does not require the use of engineered structures Public Awareness and Education Land-use and zoning Building Codes 65 SEC1001: Mitigation  Police & Public Safety Institute Factors for Success Keys to ensuring mitigation success and community resiliency: 1. Mitigation should be locally based 2. Mitigation should be comprehensive 3. There must be long-term commitment 4. There must be ongoing analysis of the effectiveness of mitigation activities 66 SEC1001: Mitigation  Police & Public Safety Institute Obstacles to Mitigation Mitigation still has a long way to go The following represents some of the major obstacles to Mitigation Cost Political support Lack of capacity Sociocultural issues Risk perception 67 SEC1001: Mitigation Prevention - 1 Question  Police & Public Safety Institute Define Prevention “Actions taken to stop an emergency or disaster from occurring. Such actions may include legislative controls, zoning restrictions, improved operating standards/procedures or critical infrastructure management.” Ontario’s Emergency Management Glossary of Terms 69 SEC1001: Prevention  Police & Public Safety Institute Define Prevention While mitigation and prevention can be referred to separately, they are often linked 70 SEC1001: Prevention