1996 High Water Flood: Difference between revisions

Line 176:

In summation of the respondents input, communications inside the EOC and both into and from the community needs improvement. The level of technology of the equipment, capability of responders to use the equipment, and the placement of the communications equipment was out of synch and needs more attention. Information was non-uniformly relayed at shift change and could have been more efficiently transmitted through the use of visuals and written plans. It was said repeatedly that clerical support for each section were necessary for logging and reporting of information.

=== Planning ===

Planning is responsible for the collection, evaluation, dissemination, and use of information about the incident. Planning must include an assessment of the present and projected situation. Planning created the Incident Action Plan (IAP) for each operating shift or period and were responsible for conducting the planning meetings. They were responsible for plotting incidents on maps, maintaining the situation status boards, collecting and displaying a myriad of information, maintaining the status of resources in the field, collecting, cataloguing and filing all documentation related to the flood, and developing a variety of plans needed by Operations.

Representatives from Bureaus of Environmental Services, Police, Fire, Buildings, Water, Maintenance, Traffic Management, and the Auditors Office participated in the Planning Section duties.

==== Communication====

Issues surrounding better communications inside the EOG and with the region were mentioned as needing attention. Key areas of concern were briefing sessions which were limited and needing better locations, and agency coordination that needed City participation. More telephones and E-mail capability would expedite communications. Resource availability, such as templates for the Incident Action Plans, telephone rosters, agency directories, maps, critical utility locations, road information, radio templates hospital and EMC information, should be better understood by EOC responders. All of this would add to the ability of the Planning section to communicate more proficiently with the rest of the EOC response team.

==== Procedures ====

There was confusion between sections regarding roles and functions which needs to be remedied (this will probably improve with more training and exercise). The Incident Action Plan compilation, a duty of the Planning Section, would have been more expediently and efficiently ready for review if it had been on the computer system. Section staffing needs examination during the event to determine the number and qualities (proper focus and expertise) of the people on site during different phases of the event. Shift rotation also needs to be examined to adhere to safety guidelines and efficient use of personnel Training The respondents. stated the training needed to be tailored to the activities of the EOC specifically. Planning needs development work both at the EOC and in the Field. EOC Space Much is said about the lack of space at the EOC. Specifically planning commented on the traffic pattern to the PIO Section and Copy Room through the Planning Section area, lack of a place to meet for briefings, lack of space for the liaisons that was easily accessible to the sections. Also mentioned was the need for security access control into the EOC. LOGISTICS

Logistics is responsible for providing facilities, services, equipment and materials for the incident which are not "everyday" necessities. Logistics is responsible for tracking all supplies and rental equipment, establishing a communications plan for the disaster; providing transportation for all phases and response locations of the disaster; plan for, acquire, and distribute food to disaster responders; maintain radio communication system; establish, expand and maintain a telephone system in the EOC; and maintain the EOC computer LAN system . They work closely with Finance to procure and rent equipment and supplies. Staffing· The most evident need of the Logistics Section was increased staffing. The main void was the Volunteer Coordinator. Evaluators also identified that a person from the Bureau of Environmental Services was needed. "Store Keeper'' expertise was needed in the Supply Unit. This was thought to lend a greater level of understanding of the City’s purchasing procedures and requirements. It would also be important to have managers from Fleet Management to run the Ground Support Unit.CommunicationMore lists of contacts and possible participants, available on the computer, would expedite the delivery of service from the Logistics Section. On- site field inspectors for checking in and out equipment and personnel would allow for greater communication between the field and the EOC and lessen the room for error when ordering meals, accounting for equipment and staffing areas. · Telephone conferences at the change of ·shifts between counterparts would give greater continuity and understanding of the activities needed and the reasons for actions taken. The 800mhz radio system worked flawlessly, but a comprehensive communications plan was needed and more training on the use of the radios was indicated. The non-emergency phone line needed up to date information and lists of pertinent phone numbers. Each 1 O to 15 call takers needed to have an "emergency responder type" person as a supervisor or guide to answers. Notification of activities that cease to occur should be related to all sections. Procedures JCS provides a plan, a set of procedures and forms need to be developed for use by everyone within the section when requesting services or equipment. The Supply unit needed to establish criteria for incoming and outgoing requests for supplies at the beginning of the incident. This would have given them a better understanding of what was being ordered, by whom, for what, at what price and allow them the ability to find the best price and vendor for the service or supply. Purchase orders needed to be more detailed and formally submitted. A tracking and accountability system for rental equipment and issued supplies needs to be established before the event. This tracking system should be established so that shifts can create continuity of action without misunderstandings. Pre-existing lists of supplies that are normally ordered were needed to simplify the ordering process. ·The most prevalent suggestion of the food evaluation was the need for greater coordination of the food delivery system. This includes knowing exactly where and how many meals are needed at designated locations; sanitation systems need to be coordinated with the public health department and supplies needed to be onsite or included in the delivery of food; a well balanced daily series of meals was needed. Equipment For more efficient operations of the logistics functions, a printer, fax machine, tape backup, IBIS and Softrisk Map program software and more computers are needed. Better mapping capabilities for the logistics section would allow staging area information to be projected on the wall. A uniform mapping software is needs to be standard for all sections. ·Training Training on City and FEMA purchasing processes and guidelines as well as EOC equipment use is important to the logistics section staff. Incident Command System training and the use of field representatives were also identified as necessary for the Logistics Section.iFINANCEFinance is responsible for tracking all incident costs and evaluating the financial considerations of the incident. They estimate preliminary damage assessment needed for the disaster declaration; purchase all equipment and supplies acquired by logistics, keep track of personnel time and perform risk management functions. The main issue surfacing during the event was the difference between the two shifts activities. From this, the Staff learned about their need to be better trained in the Finance Section so to guide the incident organization. Also it was learned that there isa need of for additional training of the Finance Section in the activities of preparing for and transitioning to the recovery phase while the event is in process. The Finance Section should have moved aggressively, evaluating the purchase, rental and contract agreements that were being made. The time at the EOG during the event should have been used to create a more efficient service .delivery and tracking system of the Finance Section during the night shift so that the day shift could expeditiously respond to the needs at hand. A report from the Finance Section was only in the Incident Action Plans once. LIASION The Liaison Officer and Staff serves as a conduit between the City and the outside agencies which have expertise and resources to serve the specific incident. They workout interagency agreements and extend the City resources under the declaration of a disaster. The main need identified was for the appointment of a Liaison Officer and Staff that would make sure needs were met and information shared for all parties involved. SAFETY The job of the Safety Officer and Staff is to alert the Incident Commander, Managers and public about the safety concerns of the event. Safety personnel exercise emergency authority to stop and prevent unsafe acts. Field Safety personnel monitor the operations in the field to protect city personnel. They also investigate accidents to determine the cause. The main concerns of the Safety Section were the need for greater sanitation supplies and drinking water in the field and emergency field kits, radio kits and office supplies for the Safety Section staff. Procedural training is on the top of the list for Safety including participation in staging area check -in, EOG response, team rotation and personnel, and crowd control. The staffing of the Safety Section needs to include more City wide participation of safety personnel. PUBLIC INFORMATION The responsibility of the Public Information Officers (PIO) was to coordinate all information for the public and the media. The main job is to provide one voice for the citizens from the authorities within the City. They are to facilitate the access of the. media to the incident without impeding the activity of the responders. The Public Information function has the challenge of working with the field, the other bureaus and the EOC so that information dispersed to the public is timely, accurate and the top priority for citizen knowledge. . .The Public Information Staff was challenged by many first time Emergency Operations Center activities such as the President landing on the river front, and the prioritization of information flow to the public. The PIO coordinated the visit of the FEMA Director, the Federal Highway Administration Secretary, and Army Corps of Engineers Commander. The needs identified were more staffing so that field PIO personnel could be available; greater understanding of the Incident Command System by the City Bureaus so that Bureau PIO's would work effectively with the City PIO's; EOC needs improvements such as computers with designated fax capabilities and Internet connection, TV proximity to PIO section and identified clerical support. STAFF The EOC Staff's major responsibility is to facilitate the efficient operation of the Emergency Operations Center. From the Office of Emergency Management, the staff is responsible for development & maintenance of the EOC and for conducting training and exercises to develop the knowledge and ability of all responders. Identified as the most important areas of needed improvement are communications, training, facility improvements and additional personnel. The EOC Staff learned that they need to be trained better in the details of each sections operation, so that they can coach participants in job responsibilities. They need to train responders more thoroughly in the operation of ttie equipment. They need to prompt frequent incident briefings and correct report preparation. They need to make sure that there is the proper format for communications at the change of shifts.

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@@ Line 176: / Line 176: @@
 In summation of the respondents input, communications inside the EOC and both into and from the community needs improvement. The level of technology of the equipment, capability of responders to use the equipment, and the placement of the communications equipment was out of synch and needs more attention. Information was non-uniformly relayed at shift change and could have been more efficiently transmitted through the use of visuals and written plans. It was said repeatedly that clerical support for each section were necessary for logging and reporting of information.
+=== Planning ===
+Planning is responsible for the collection, evaluation, dissemination, and use of information about the incident. Planning must include an assessment of the present and projected situation. Planning created the Incident Action Plan (IAP) for each operating shift or period and were responsible for conducting the planning meetings. They were responsible for plotting incidents on maps, maintaining the situation status boards, collecting and displaying a myriad of information, maintaining the status of resources in the field, collecting, cataloguing and filing all documentation related to the flood, and developing a variety of plans needed by Operations.
+Representatives from Bureaus of Environmental Services, Police, Fire, Buildings, Water, Maintenance, Traffic Management, and the Auditors Office participated in the Planning Section duties.
+==== Communication====
+Issues surrounding better communications inside the EOG and with the region were mentioned as needing attention. Key areas of concern were briefing sessions which were limited and needing better locations, and agency coordination that needed City participation. More telephones and E-mail capability would expedite communications. Resource availability, such as templates for the Incident Action Plans, telephone rosters, agency directories, maps, critical utility locations, road information, radio templates hospital and EMC information, should be better understood by EOC responders. All of this would add to the ability of the Planning section to communicate more proficiently with the rest of the EOC response team.
+==== Procedures ====
+There was confusion between sections regarding roles and functions which needs to be remedied (this will probably improve with more training and exercise). The Incident Action Plan compilation, a duty of the Planning Section, would have been more expediently and efficiently ready for review if it had been on the computer system. Section staffing needs examination during the event to determine the number and qualities (proper focus and expertise) of the people on site during different phases of the event. Shift rotation also needs to be examined to adhere to safety guidelines and efficient use of personnel Training The respondents. stated the training needed to be tailored to the activities of the EOC specifically. Planning needs development work both at the EOC and in the Field. EOC Space Much is said about the lack of space at the EOC. Specifically planning commented on the traffic pattern to the PIO Section and Copy Room through the Planning Section area, lack of a place to meet for briefings, lack of space for the liaisons that was easily accessible to the sections. Also mentioned was the need for security access control into the EOC. LOGISTICS
+Logistics is responsible for providing facilities, services, equipment and materials for the incident which are not "everyday" necessities. Logistics is responsible for tracking all supplies and rental equipment, establishing a communications plan for the disaster; providing transportation for all phases and response locations of the disaster; plan for, acquire, and distribute food to disaster responders; maintain radio communication system; establish, expand and maintain a telephone system in the EOC; and maintain the EOC computer LAN system . They work closely with Finance to procure and rent equipment and supplies. Staffing· The most evident need of the Logistics Section was increased staffing. The main void was the Volunteer Coordinator. Evaluators also identified that a person from the Bureau of Environmental Services was needed. "Store Keeper'' expertise was needed in the Supply Unit. This was thought to lend a greater level of understanding of the City’s purchasing procedures and requirements. It would also be important to have managers from Fleet Management to run the Ground Support Unit.CommunicationMore lists of contacts and possible participants, available on the computer, would expedite the delivery of service from the Logistics Section. On- site field inspectors for checking in and out equipment and personnel would allow for greater communication between the field and the EOC and lessen the room for error when ordering meals, accounting for equipment and staffing areas. · Telephone conferences at the change of ·shifts between counterparts would give greater continuity and understanding of the activities needed and the reasons for actions taken. The 800mhz radio system worked flawlessly, but a comprehensive communications plan was needed and more training on the use of the radios was indicated. The non-emergency phone line needed up to date information and lists of pertinent phone numbers. Each 1 O to 15 call takers needed to have an "emergency responder type" person as a supervisor or guide to answers. Notification of activities that cease to occur should be related to all sections. Procedures JCS provides a plan, a set of procedures and forms need to be developed for use by everyone within the section when requesting services or equipment. The Supply unit needed to establish criteria for incoming and outgoing requests for supplies at the beginning of the incident. This would have given them a better understanding of what was being ordered, by whom, for what, at what price and allow them the ability to find the best price and vendor for the service or supply. Purchase orders needed to be more detailed and formally submitted. A tracking and accountability system for rental equipment and issued supplies needs to be established before the event. This tracking system should be established so that shifts can create continuity of action without misunderstandings. Pre-existing lists of supplies that are normally ordered were needed to simplify the ordering process. ·The most prevalent suggestion of the food evaluation was the need for greater coordination of the food delivery system. This includes knowing exactly where and how many meals are needed at designated locations; sanitation systems need to be coordinated with the public health department and supplies needed to be onsite or included in the delivery of food; a well balanced daily series of meals was needed. Equipment For more efficient operations of the logistics functions, a printer, fax machine, tape backup, IBIS and Softrisk Map program software and more computers are needed. Better mapping capabilities for the logistics section would allow staging area information to be projected on the wall. A uniform mapping software is needs to be standard for all sections. ·Training Training on City and FEMA purchasing processes and guidelines as well as EOC equipment use is important to the logistics section staff. Incident Command System training and the use of field representatives were also identified as necessary for the Logistics Section.iFINANCEFinance is responsible for tracking all incident costs and evaluating the financial considerations of the incident. They estimate preliminary damage assessment needed for the disaster declaration; purchase all equipment and supplies acquired by logistics, keep track of personnel time and perform risk management functions. The main issue surfacing during the event was the difference between the two shifts activities. From this, the Staff learned about their need to be better trained in the Finance Section so to guide the incident organization. Also it was learned that there isa need of for additional training of the Finance Section in the activities of preparing for and transitioning to the recovery phase while the event is in process. The Finance Section should have moved aggressively, evaluating the purchase, rental and contract agreements that were being made. The time at the EOG during the event should have been used to create a more efficient service .delivery and tracking system of the Finance Section during the night shift so that the day shift could expeditiously respond to the needs at hand. A report from the Finance Section was only in the Incident Action Plans once. LIASION The Liaison Officer and Staff serves as a conduit between the City and the outside agencies which have expertise and resources to serve the specific incident. They workout interagency agreements and extend the City resources under the declaration of a disaster. The main need identified was for the appointment of a Liaison Officer and Staff that would make sure needs were met and information shared for all parties involved. SAFETY The job of the Safety Officer and Staff is to alert the Incident Commander, Managers and public about the safety concerns of the event. Safety personnel exercise emergency authority to stop and prevent unsafe acts. Field Safety personnel monitor the operations in the field to protect city personnel. They also investigate accidents to determine the cause. The main concerns of the Safety Section were the need for greater sanitation supplies and drinking water in the field and emergency field kits, radio kits and office supplies for the Safety Section staff. Procedural training is on the top of the list for Safety including participation in staging area check -in, EOG response, team rotation and personnel, and crowd control. The staffing of the Safety Section needs to include more City wide participation of safety personnel. PUBLIC INFORMATION The responsibility of the Public Information Officers (PIO) was to coordinate all information for the public and the media. The main job is to provide one voice for the citizens from the authorities within the City. They are to facilitate the access of the. media to the incident without impeding the activity of the responders. The Public Information function has the challenge of working with the field, the other bureaus and the EOC so that information dispersed to the public is timely, accurate and the top priority for citizen knowledge. . .The Public Information Staff was challenged by many first time Emergency Operations Center activities such as the President landing on the river front, and the prioritization of information flow to the public. The PIO coordinated the visit of the FEMA Director, the Federal Highway Administration Secretary, and Army Corps of Engineers Commander. The needs identified were more staffing so that field PIO personnel could be available; greater understanding of the Incident Command System by the City Bureaus so that Bureau PIO's would work effectively with the City PIO's; EOC needs improvements such as computers with designated fax capabilities and Internet connection, TV proximity to PIO section and identified clerical support. STAFF The EOC Staff's major responsibility is to facilitate the efficient operation of the Emergency Operations Center. From the Office of Emergency Management, the staff is responsible for development & maintenance of the EOC and for conducting training and exercises to develop the knowledge and ability of all responders. Identified as the most important areas of needed improvement are communications, training, facility improvements and additional personnel. The EOC Staff learned that they need to be trained better in the details of each sections operation, so that they can coach participants in job responsibilities. They need to train responders more thoroughly in the operation of ttie equipment. They need to prompt frequent incident briefings and correct report preparation. They need to make sure that there is the proper format for communications at the change of shifts.

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