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Emergency Social Services Using Incident Command System (ICS)
Emergency Social Services Using Incident Command
System (ICS)
Emergency Management
“The ultimate purpose of Emergency Management is to save lives, protect property, preserve the environment and the economy”
(Public Safety Canada, 2006)
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Municipal Emergency Plan (MEP)
The Municipal Emergency Plan is the overall guidance document for coordination of the City of Calgary’s resources to large scale emergencies and disasters.
The Plan is governed by the provisions of the Alberta Emergency Management Act
Under the Emergency Management Act, local authorities can declare a state of local emergency (SOLE) to create a legal state of affairs of a temporary nature so that the local authority may take extraordinary actions to deal with the situation at hand.
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CEMA’s role………
In the event of an emergency or crisis situation, the Calgary Emergency Management Agency’s role is to facilitate a coordinated response of multiple agency members and external partners.
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• Calgary Emergency Management Agency (CEMA) was created with its own Deputy Chief reporting to the Director of CEMA in 2009
• 31 Internal Business Units and External Organizations formed the “Agency”
• In 2010, emergency social services began the transition from Disaster Social Services primarily managed by one City of Calgary business unit, to ESS using the Incident Command System, under the auspices of CEMA and with recruitment from across The Corporation.
Emergency Social Services
CEMA Emergency Social Services (ESS) is a planned emergency response program intended to meet the immediate physical and emotional needs of individuals impacted by major emergencies, disasters or catastrophic events .
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Emergency Social Services
Emergency Social Services is not a
reactionary response; it is
part of the Comprehensive
EM process
Emergency Social Services
• When natural disasters such as floods, or man made disasters such as industrial fires occur citizens may be displaced from their residence for short or extended periods of time and may experience grief, as well as social and economic disruptions. In many disaster situations people are required to evacuate their home.
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ESS – Incident Command System
• A standardized on-scene, all hazard incident management system/concept. It allows users to adopt an integrated organizational structure to match the complexities and demands of the incident.
• ESS is mobilized using processes and procedures for activating, assembling, and transporting all resources that are needed or have been requested to respond to or support evacuees or individuals impacted by the incident
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ICS Advantages
• Scalable model that allows response to increase and decrease based on needs at the time.
• Common operating model used by many organizations increasing ability to provide mutual support
• Increased response capacity - ESS members can be trained in more that one function area.
• Using ICS, ESS is designed so that as little as one function area to all function areas can be mobilized.
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First Responders
Fire, Police and EMS manage the initial evacuation and often have people shelter in a bus. When it is determined that people will not be allowed back into their homes in a reasonably short period of time, the Incident Commander (IC) contacts CEMA to provide additional support and resources including the activation of City of Calgary Emergency Social Services.
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ESS Activation Process
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Incident Command
CEMA Emergency Management
Officer
CEMA ESS Planner (BCRP)
Planner
Emergency Social Services Functions
Through ICS Structure
On-site EMO↔ESS Planner Perception
+ Comprehension + Projection
Situational Awareness
Response always needs to link back to the
impact on people
ESS activation
Response Level Protocol (Unconfirmed)
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Response
Level
# of
Families
# of
Individuals
Response CEMA Resources Triggers or Examples
A 1-12 1-30 Red Cross CEMA EMO may go to site House fires
Small apartment fires
Minimal special needs of evacuees
A or B 12-20 30-50 Red Cross CEMA EMO
Consultation with CEMA ESS
Planner
Neighbourhood evacuations
Apartment Evacuations
Evacuees do not have special needs
B 12-20 30-50 CEMA ESS
Level 1
CEMA EMO
CEMA ESS Planner
Neighbourhood evacuations
Apartment Evacuations
Evacuees have special needs
B 20-35 50-100 CEMA ESS
Level 2
CEMA EMO(s)
CEMA ESS Planner
(CEMA Management)
May be a small Reception Centre or
gathering space
Larger evacuations
C 36-250 100-625 CEMA ESS CEMA EMO (s)
CEMA ESS Planner (s)
(CEMA Management)
MEP may be activated
EOC may be opened
C or D 250+ 625+ CEMA ESS CEMA EMO (s)
CEMA ESS Planner (s)
(CEMA Management)
MEP will be activated
EOC will be opened
ROC will be activated
SOLE may be declared
ICS Functions
Leadership • ESS Lead • Safety • Liaison • Info/Communications • QRAT (quick response assessment team)
• Operations • Logistics • Planning • Finance/Admin
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ICS Functions
Operations (working with the people)
• QRAT
• Client Services (meet & greet, registration and referral, family reunification)
• Specialized Services (physical health & first aid, emotional support, culture and language, special needs, child & adult activities, pet care)
Planning (situation status, documentation, advance planning and demobilization)
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ICS Functions
Logistics (the “getters”)
• Support (Supply – purchasing, storage & delivery, on-site goods distribution; Facilities Acquisition – reception centers, lodging, on-site facility support)
• Services (food, technology, transportation, donations)
• Staff Management (staff scheduling, worker care, volunteer coordination)
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Examples of ESS Functions for Smaller Activations
ESS Response B – Level 1 (1 team of 5 ESS responders ) • 1 QRAT • 3 Registration/Referral • 1 Logistics ESS Response B - Level 2 (1 team of 9-10 ESS responders) • 1-2 QRAT • 6 Registration/Referral • 2 Logistics
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ICS Communication and Decision Making
The success of a response is dependent on maintaining effective communication links. ICS uses the principles below to increase
effective communication and decision making.
• Chain of Command: an orderly line of authority within the ranks of ESS, with lower levels reporting to and connected to higher levels.
• Unity of Command: each person reports to and receives direction from one supervisor only.
• Span of Control: The optimum span of control ranges between one and
five direct reports per supervisor. A larger span of control may be acceptable when the supervised positions or resources are performing similar activities.
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ESS ICS Functions and Reporting Expanded Reception Centre Structure
Operations
ESS Operations - RCM
Client Services
Meet & Greet
Registration & Referral
(Food, Clothing, Lodging, Hygiene)
Red Cross Family Reunification
Specialized Services
Physical Health First Aid,
Medications
Emotional Support
Multi-Culture & Language
Special Needs
Child Activities
Pet Care
ESS – ICS Roles
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Operations • QRAT –Quick Response Assessment Team (On Site) • Reception Centre
– Client Services • Meet and Greet • Registration/Basic Needs • Family Reunification
– Specialized Services • Emotional Wellness Response Team • Medications/First aid • Cultural and Language Services • Child and Adult Care • Pet Care
Planning
ESS Planning
Situation Status
Documentation
Advance Planning and Demobilization
Logistics
ESS Logistics
Support
Branch
Supply
Storage and Delivery
Purchasing
Services
On-site Goods Distribution
Facilities + RC Acquisition
Lodging
On-Site Facility Support
Services Branch
Food
Technology
Services
Transportation
Donations
Staff Management
Staff
Scheduling
Worker Care
Volunteer Centre
ESS – ICS Roles
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Logistics & Planning
• Support
– Supply (Material, services, on-site distribution of goods)
– Facilities (acquisitions, set-up, security, transportation)
• Services – Telecommunications
– Worker care
– Food
– Transportation
– Donations
• Staff Management – Scheduling
– Worker care, volunteers
ESS Responders
ESS MEMBERS
Trained City of Calgary staff that are available during major emergencies or disasters to deliver emergency social services. (Also called ESS Responders when activated.)
ESS Worker: ESS members who perform functions within each of the sections of Operations, Planning and Logistics and do not have any direct reports.
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ESS Responders
ESS Leadership: Chiefs (section leads), Supervisors and Branch Directors that have a supervisory or coordinating role and are responsible for the functions within their section or branch
They are responsible for the smooth operation, supervision and over-site of multiple functions and groups of people and have key roles in decision making, communication flow and maintaining relationships
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ESS Responders
ESS RESOURCES
This is a group of organizations with whom CEMA ESS has letters of understanding to provide:
– Facilities for use as Reception Centres
– Food and Beverage services
– Volunteers who could support a “D” level event
– Clothing and other supplies
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ESS Support Staff
ESS SUPPORT STAFF
City of Calgary staff that provides a service related to their department positions to support an ESS activation in a major emergency or disaster. ESS Support Staff are not required to have function training but should attend an Orientation to understand the structure of ESS and role of CEMA.
– Supply Management – storage and delivery of supply bins
– Finance – financial support in a major activation or after the event accounting
– Animal and Bylaw Services – pet care needs
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Key Internal Partners
Supply Management
• Deploys Stores employees to load ESS supply bins on a truck and bring them to the Reception Centre
Animal and Bylaw Services
• Provides shelter for pets from disaster site and reception centre
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Key External Agency Partners
Red Cross • RC – Family Re-unification • ESS for smaller activations
Emotional Wellness Response Team • Emotional support for ESS workers • Support for evacuees in significant crisis
Alberta Health Services • Provides safety inspection of Reception Centre • May send nurses to Reception Centre to determine if there are any health issues
and provide support to evacuees who have health related issues.
Calgary Police Services • Victim Assistance Unit
Salvation Army • Canteen for evacuees and QRAT on site and at RC facility if needed.
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Activation Locations
Depending on the size and nature of an event, 4 different types of locations may be used:
• Site (scene/location of the disaster)
– Most often QRAT members will go to the site to assist in assessing evacuee and response needs.
– In a small event or if evacuees must be housed on busses for a period of time, client services and logistics staff may report to the site.
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Activation Locations
• The ESS Coordination Center (ESSCC)
–A designated location where some of the planning and resource management functions go to coordinate to coordinate delivery of Emergency Social Services.
–The ESSCC may be located within the same building as the Reception Centre, in the EOC, or in a separate location.
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Activation Locations
• A Reception Centre
– A Reception Centres is the location designated by CEMA as a safe gathering place for people displaced from their homes as a result of an emergency or disaster (evacuees).
– At a Reception Centre, individuals may register and receive Emergency Social Services (food, clothing, and/or lodging, and specialized services), as well as information about the emergency situation.
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Activation Locations
• A Group Lodging Facility
– On occasions when referrals for commercial accommodations are not available or not appropriate for the situation, a dormitory style 24 hr. shelter may be set up for evacuees. The same services as provided in a Reception Centre may be provided in a group lodging facility.
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EOC Coordination Centre
Food Acquisition
Hotel Acquisition
Transportation Coord.
Materials &
Supplies
ESS Lead
Logistics Chief
Planning Chief Finance
An ECC Reception Centre
Food
Registration & Referral
Waiting Area Special Needs
Emotional & Physical Support
Family Reunification
Culture & Language
Staff Sign-in
Documentation
On-site Distribution
Staff Rest Area
Meet & Greet
Information, Safety & Liaison
Child Activity
Operations Chief
ESS Staffing and Scheduling Considerations
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• Staffing levels and schedules are the responsibility of Logistics, Staff Management.
• “Get big fast” vs. adequate long term staffing needs to be considered, even for a 72 hour period.
• Staffing needs are determined by considering the concept of functions rather than number of people – in smaller events, one person may be able to cover two or more functions effectively, in large events more than one person may be needed for busy functions.
ESS Staffing and Scheduling Considerations
• Elements that are considered when making staffing decisions include:
– Number and demographics of evacuees,
– Special needs of evacuees
– Anticipated length of activation
– ICS span of control issues
– External agencies involved and
– Information needs
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ESS Staffing and Scheduling Considerations
• Plan ahead for shift changes
• Continuity from one shift to another is essential for all functions. Most shift schedules will include sufficient overlap to allow for appropriate transfer of knowledge.
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ESS Staffing and Scheduling Considerations
• Experience from previous disasters tells us:
– most evacuees will register if requested to do so,
– typically 10-25% of evacuees will require ESS assistance,
– as few as 1/3 of trained ESS workers may respond during a disaster and,
– it takes an average of 30 minutes to register and provide assistance to an evacuated individual/family.
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Communication
The most critical points in maintaining effective communication is to ensure that you have the correct information, and involve everyone who needs to know or has a role or responsibility in regard to the information shared. In some cases, communication will be with those at the same level of the ESS organization, and in others, to a supervisor or those in a higher level of ESS.
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Communication
Know what types of communication your function is responsible for, what formats will be used (written stats, participation in briefing or planning cycle discussions and what info is needed – staff updates, evacuee updates, on-going e-mails. etc.) and who to report your information to.
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Decision Making
Each function role will have established authority for certain decisions. Decisions that fall outside those established, follow the chain of command reporting lines.
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Decision making
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Orientation and Training
1. ESS Orientation & Activation Session 2.5 hour
2. Personal Preparedness 1.5 hour
3. Basic Emergency
Management 1-2 hours
5. ICS 100 4 hours
6. Function training varies
7. Mock exercises and table top
8. Enhanced training (psychological first aid, ethno-cultural sensitivity/diversity, leadership, etc.)
ICS
What are those advantages again??
• A standardized on-scene, all hazard incident management system/concept. It allows users to adopt an integrated organizational structure to match the complexities and demands of the incident.
• Scalable model that allows response to increase and decrease based on needs at the time.
• Common operating model used by many organizations increasing ability to provide mutual support
• Increased response capacity - ESS members can be trained in more that one function area.
• Using ICS, ESS is designed so that as little as one function area to all function areas can be mobilized.
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ESS Success!
A successful ESS activation is dependent on: • a planned emergency response program which includes on-
going monitoring, evaluation and training opportunities • having an adequate number of ESS responders well trained in
ICS; • effective and efficient communication from the time of event
notification through to demobilization; • up to date key partner agreements in place; • ESS materials, supplies and resources readily available and ; • procedures and mechanisms in place to provide both
evacuee and worker care and support.
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Debbie Williams, BCRP Planner (403) 268-8562 Chris Thomson-Hunter, ESS member(403) 476-7238
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For more information
