INDIANA DEPARTMENT HOMELAND SECURITY

Transcription

1 INDIANA DEPARTMENT OF HOMELAND SECURITY Mitch Daniels, Governor Joe Wainscott, Executive Director 302 West Washington Street Suite E208 Indianapolis, IN (317)

2 Executive Director Chief of Staff Executive Assistant Media Relations Public Information Special Projects Citizens Preparedness Education Citizen Corps Website Division of Planning Division of Preparedness & Training Division of Emergency Response & Recovery Division of Fire & Building Safety Indiana Intelligence Fusion Center Support & Services Information Technology Data Management IT Support Grants Management Local Support Planning Strategic Planning GIS Planning Council Coordination Indiana Homeland Security Training Institute Certification Exercise Operations & Response EOC Operations Communications & Dispatch Recovery & Mitigation Individual Assistance Mitigation Public Assistance Code Enforcement Boiler & Pressure Vessels Building & Fire Code Enforcement Elevators & Amusement Plan Review Emergency Services Fire Investigations Hazmat, WMD & Counter Terrorism EMS Operations & Complaint Investigations Information Technology Statewide Liaison Commander Operations Watch Officer Fiscal Services Procurement HR & Payroll Legal & Code Services

3 Mission To safeguard Hoosiers by planning for, preparing for and responding to and recovering from all hazards. WHY? Indiana is not immune to devastating acts of nature or human aggression. Floods, Tornadoes, Blizzards, Fires & Earthquakes. Over 25 Presidential major disaster declarations since 1990, and 5 Presidential Emergency Declarations.

4 District Planning 10 Homeland Security Districts To develop/enhance multidiscipline and multijurisdictional coordination: EMA Law Enforcement Fire Service EMS Public Health

5 District Planning Councils The primary mission of a District Planning council is to efficiently and effectively manage and coordinate a core set of preparedness activities that focus on: Strategic and operational planning Resource allocation and resource management First responder training and exercises Promote coordination and communication with all levels of federal, state, and local governments District task force development

6 District Task Forces (DTF) District Task Forces are specialized groups of emergency responders that are strategically located throughout Indiana and managed through the cooperative effort of several jurisdictions and is staffed by various agencies. Each DTF consists of team of specially equipped and trained personnel representing multiple emergency response disciplines. Each Task Force should be represented by the following core strike team elements: Incident Management Search and Rescue HazMat Emergency Medical Law Enforcement/Force Protection

7 It s All About Partnerships We must plan, train and exercise together to increase capabilities. Complex problems require partnerships and teamwork. We must utilize every available tool we have including nontraditional partnerships and new technologies.

8 Planning & Assessment Roles & Responsibilities Responsible for developing strategic plans for preparing for and responding to homeland security emergencies, assessing state and local security needs and disbursing federal and state homeland security money for all Indiana first responders. Focus on initiatives that build capabilities for prevention, protection against, response to and recovery from any event. Counterterrorism and Security Council (CTASC) Branches Grants Technology Plans Development

9 Preparedness & Training Roles & Responsibilities Administers training, exercise and certification of: Emergency Management Fire Training System Search & Rescue Emergency Medical Building Codes Weapons of Mass Destruction, Anti Terrorism Radiation Transportation Monitoring Citizen Corps Exercise & Evaluation Professional Certification

10 Response & Recovery Roles & Responsibilities Maintain the highest possible level of emergency response and recovery capabilities for all contingencies that Indiana may face. Attained through the coordination and utilization of all available local, state, and federal assets and programs. Major responsibilities include: Maintaining 24 hour State Emergency Operations Center (EOC). Provide on site coordination of state resources to local emergencies/disasters. Coordinating all available state and federal emergency/disaster recovery programs. Coordinating the development of statewide mitigation strategies and plans. Coordinating the provision of all pre disaster and post disaster financial grant mitigation programs.

11 Emergency Operations Center Formalized processes and mapped information flow Improved Situational Awareness Changes based upon operations Expanded Ops Section Improved Planning Improved Logistics Improved Communications Set schedule (1000 EDT Conf. Call) Information sharing (SitRep, IAP, Daily Brief) January 2008 January 2009

12 Joint Information Center A Joint Information Center (JIC) is a physical location/ information center near the IDHS Emergency Operations Center. Contains representatives from state agencies, and other organizations, such as the Indiana National Guard and American Red Cross. Proactively provides information Responds to media inquiries Has extended staff hours Monitors media Conducts/facilitates interviews Tracks and responds to issues and misinformation Allows agencies to speak with one voice and promote joint message

13 Fire & Building Safety Roles & Responsibilities Emergency Services Emergency medical services Hazardous materials Fire investigations Building Code Enforcement and Plan Review Performs inspections for elevators, amusement rides, boilers and pressure vessels. Public building and safety regulations, fire safety, ensuring compliance with Indiana s fire and life safety building codes. The State Fire Marshal is responsible for assisting in the investigation of fires to determine their cause and origin, providing hazardous material mitigation support and emergency support to local fire departments and providing staff to support the fire prevention and building safety commission. The State Building Commissioner is a design professional with experience in the building trades industry to administer the state s building and fire safety laws.

14 Support & Services Roles & Responsibilities Provides accurate, timely and complete fiscal, legal, procurement and human resource support. Processes all federal grant reports for applicable agencies, develops rules to implement programs and order to enforce regulatory actions. The legal department drafts, reviews and negotiates contracts and other legal documents in support of IDHS initiatives. The Code Services Section provides staffing for the Fire Prevention and Building Safety Commission. Legal analysis and evaluation of variances and drafting of commission rules.

15 Indiana Intelligence Fusion Center (IIFC) IIFC operational and new center opened December 1, The Fusion Center is a 24/7 operation. A statewide law enforcement intelligence sharing system. Efforts support local, state and federal agencies in detecting, preventing, and responding to criminal and terrorist activity. Successful in accomplishment and impact to the state. Staffed by: U.S. Department of Homeland Security Indiana State Police Indiana Department of Natural Resources Military Department of Indiana Federal Bureau of Investigation Indianapolis Metropolitan Police Department Indiana Department of Correction Other Local Police Departments

16 Homeland Security Foundation Created in 1999 to provide a vehicle for financial support of public safety efforts. Main source of income is the sale of the Hoosier Safety license plate. In the last 3 years, nearly $450,000 has been awarded to public safety organizations statewide for equipment, training, and educational initiatives. Foundation to encourage careers in public safety. Foundation earmarked $40,000 for creation of the Hoosier Safety Scholarship Program. Open to Indiana residents who: Currently volunteer for a public safety organization. Are pursuing an undergraduate degree at an Indiana college/university. Want to pursue a career in public safety. $2,000 for full time student. $1,000 for part time student.

17 Counter Terrorism and Security Council (CTASC) The Counter Terrorism and Security Council (CTASC) develops and implements a comprehensive state strategy to address terrorism in Indiana. Develop strategy in concert with the department to enhance the state s capacity to prevent and respond to terrorism. Develop a counterterrorism plan in conjunction with relevant state agencies, including a comprehensive needs assessment. Review each year and update the plan when necessary. Develop in concert with the department a counterterrorism curriculum for use in basic police training and for advanced in service training of veteran law enforcement officers. Develop affiliates of the council to coordinate local efforts and serve as the point of contact for the council and the United States Department of Homeland Security. Develop a plan for sharing intelligence information across multiple federal, state, and local law enforcement and homeland security agencies.

18 Key Conclusions Homeland security is an emerging field. IDHS recognized as a best practice in homeland security integration and enables the advancement of homeland security initiatives. Indiana s homeland security field is very diverse. 37,000 firefighters 12,000 law enforcement officers 26,000 certified EMS personnel 95 local emergency management/homeland security directors 10,000 military personnel Approximately 142,000 public health professionals Building and Fire Code officials (State/Local) Public Works Existing multi disciplinary, multi jurisdictional relationships must be maintained and new ones created. Communications on a regular basis have made great progress in the expansion between levels of government and across disciplines. New and improved relationships will propel Indiana to the forefront of national attention. Reach out to private sector and critical infrastructure.

19 Key Conclusions Indiana s intelligence initiatives offer a tremendous resource for the future. Embarked on a challenge to enhance law enforcement sensitive information sharing across the state. Indiana s best opportunities for securing the homeland are focused on achieving necessary capabilities. Primary threats include an earthquake in the Wabash Valley Seismic Zone or New Madrid Seismic Zone, tornadoes, floods, pandemic influenza, and terrorism. Indiana s homeland security effort can be dual purpose with economic development. Allows Indiana to attract additional businesses. Mapping of critical infrastructure and orthophotography will serve as mission essential tools. Must lead and guide homeland security initiatives in Indiana. Coordinate closely with federal, state, local, private, educational organizations and other key stakeholders. Will raise the visibility of homeland security within the state and across the nation through citizens preparedness and education.

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21 LHDs and Emergencies Pre 9/11 LHDs traditionally had relatively peripheral emergency response role with respect to traditional first responder agencies Fire Police EMS Minimal or no after-hours response capability Unfamiliarity with Incident Command Systems Little readiness planning with other LHDs, first responders, and hospitals

22 Key Events 9/11/01 Anthrax 2001 Creation of Department of Homeland Security CDC funding of state & local bioterrorism public health preparedness National Response Plan/National Response Framework National Incident Management System (NIMS) U.S. smallpox vaccination campaign SARS Influenza vaccination shortage Planning for potential avian influenza pandemic

23 Post 9/11 Paradigm Shift Now Public Health are First Responders

24 Public Health Preparedness Initiatives Internal Personal/Personnel Preparedness Staffing & Assessment Training External Partnerships Plans Challenges & Opportunities

25 Personal/Personnel Preparedness Added security for you and your families Physical Psychological Ability to function in your public health response roles in a crisis A new era of response for public health Get informed, Make a Plan, Get a Kit, Get Involved

26 Staffing & Assessment Step 1: Assess the current staff capacity How many staff do you have on hand in your department? -essential employees What types of staff classifications are they? -labor issues Are they all already defined as 24-hours-a-day, 7-days-a week essential employees? -assistance from partnering agencies

27 Essential Services Step 2: Assess what department services are essential What health department activities/services must continue in/to the community at the same time the department is in the process of responding to the emergency (e.g., home health visits, medical care clinics)?

28 Communications Step 3: Assess how the department currently communicates What type of staff would answer calls from the public during business hours, nights, weekends and holidays if a public health emergency occurs? How many of them do you currently have? Could this number of persons be expanded adding other job classes in the department or partnerships formed with staff from other agencies?

29 The Perfect Plan?

30 Your Assessment is a Plan! Assessments help define who you are as a department Defined critical functions during an emergency Determined staffing and response Established communications

31 Training Your Staff Make staff aware of their role/responsibilities in an emergency Other duties as assigned Other medical providers? Volunteers? Cross-training personnel Clerical/Administrative assistance

32 Train as if Lives Depend Upon it Because They DO!

33 Training NIMS/ICS IS-100 (ICS 100) Introduction to Incident Command System focuses on ICS and more completely describes the system's organizational levels and responsibilities of public health workers in a crisis response. The training takes 3.5 hours IS-200 (ICS 200) ICS for Single Resources and Initial Action Incidents teaches ICS concepts and principles for supervisors and those public health workers expected to fill leadership roles in a crisis response. The training takes 6 hours IS-700 National Incident Management System (NIMS), An Introduction, gives an overview of NIMS (comprised of the Incident Command System, Multi-agency Coordination Systems, and Public Information Systems) for all levels of public health workers. The training takes 4 hours IS-800.B National Response Framework, An Introduction. This course is intended for government executives, private-sector and nongovernmental organization (NGO) leaders, and emergency management practitioners. The training takes 3 hours

34 Preparedness and NIMS NIMS main purpose is to promote preparedness Through preparedness, jurisdictions take actions to prevent, mitigate, respond and to recover from emergencies Actions to establish and sustain prescribed levels of capability A continual cycle of planning, training, equipping, exercising and evaluating Ensures mission integration and interoperability

35 Emergency Management Cycle Mitigation Recovery Preparedness Response

36 Where do I fit? ESF #8 Public Health and Medical Services ESF Coordinator: Department of Health and Human Services Public health Medical Mental health services Mass fatality management

37 Partnerships Establish close working relationships and mutual-aid agreements with: Emergency Management Agencies (EMAs) Emergency Medical Services (EMS) Medical/health/behavioral care providers Fire, law enforcement, and other federal, state, local, and tribal response organizations Local Emergency Planning Committees (LEPCs) State, regional, and tribal public health response coordinators Neighboring health jurisdictions Humanitarian/volunteer organizations Private businesses Academic institutions (schools of public health, medicine, nursing, etc.) Other pertinent agencies/organizations

38 Partnerships Participate in hazard and risk assessments for your area(s). Conduct a capacity assessment defining the resources of the public health system in your community and those available through mutual-aid agreements. Acquire resources and surge capacity necessary to perform the basic missions assigned to public health. Develop plans, procedures, and guidelines that are consistent with those used by other response agencies and organizations in your community. * Examples include: All-hazards emergency operations plan Incident-specific annexes** Volunteer coordination guidelines Health department staff assignments Communication plans Individual/family care plans Command and management systems and authorities Continuity of operations plan (COOP) Develop operational objectives for public health emergency response. Develop basic systems for morbidity, mortality, syndromic, and mental/behavioral surveillance, and registries for affected populations, with appropriate data archiving systems

39 Partnerships Develop plans, procedures, and guidelines for public affairs and risk communication. Ensure that public health personnel within your department are trained and certified in safety and health practices, including the use of Personal Protective Equipment (PPE) for designated personnel. Consider on-scene credentialing. Provide orientation and training to public health response personnel, including volunteers, on the emergency operations plans, procedures, guidelines, command and management systems and authorities, and incident management system used by your community. Participate in the planning, design, and conduct of exercises to evaluate public health preparedness and response. Participate in after-action reviews of exercises and actual incidents to identify areas that require revision, enhancement, and/or training, and take appropriate followup action.

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41 Plans Emergency Operations Plan An Emergency Operations Plan (EOP) is a document that: Assigns responsibility to organizations and individuals for carrying out specific actions at projected times and places in an emergency that exceeds the capability or routineresponsibility of any one agency For a brief description of plans from local health jurisdictions across the country, refer to the National Association of City and County Health Officials Bioterrorism and Emergency Response Plan Clearinghouse

42 Types of Plans Describes the response to any emergency affecting the agency, county, or state Health-related emergency response plan a subset of overall EOP Lead and supporting agencies in an emergency depend on the type of emergency Roles designated by emergency support function (ESF) ESF 8 = health and medical services; public health agency has lead role in response activities

43 Developing Local PH EOP Establish a planning team Analyze capabilities and hazards Current resource base Geographic factors affecting response Special needs populations Develop and implement the plan Work the plan Regular drills to ensure understanding of procedures/roles; test and update procedures

44 Assess the Situation Should public health become involved in the response? If so, in what way(s)? What public health function(s) has been or may be adversely impacted? What geographical area(s) has been or may be adversely impacted? Does it fall within your health department s jurisdiction? How many people are threatened, affected, exposed, injured, or dead? What are the exposure pathways? Have critical infrastructures been affected (e.g., electrical power, water supplies, sanitation, telecommunications, transportation, etc.)? If so, in what way(s)? Have medical and healthcare facilities been affected? If so, in what way(s)? Have public health operations been affected? If so, in what way(s)? Are escape routes open and accessible? How will current and forecasted weather conditions affect the situation?

45 Active Response Phase What other agencies and organizations are currently responding to the incident? What response actions have already been taken? Has information been communicated to responders and the public to protect public health? If so, in what way(s) and by whom? Does your health department have existing mutual-aid agreements with other agencies, organizations, or jurisdictions? Has an Incident Command Post (ICP) been established? If so, where is it? Who is the Incident Commander (IC)? How can the IC be contacted? Has the local, state, or tribal Emergency Operations Center (EOC) been activated? If so, where is it operating?

46 Community Response Effort Continue to perform the following activities: Assess the situation Review and update health response objectives Review, update, and follow the site safety and health plan Communicate with key health and medical agencies/organizations and neighboring jurisdictions Address requests for assistance and information Continue risk communication activities Stay apprised of legal issues Document all response activities

47 Subconscious Process PH barometer/informant? Restaurant choices, flu shots, drinking water, surveillance

48 Where to Start? Lessons learned AARs Events and exercises Hazard Analysis EMA, Fire, EMS Personal accountability To self and agency Target Capabilities List

49 Effective Preparedness & Response Pre-event Risk assessment Risk communication Primary prevention efforts (pre-event vaccination) Event (crisis phase) Crisis risk communication Community-based medical interventions Post-exposure prophylaxis and treatment Crisis mental health counseling Isolation/quarantine measures Post-event (consequence phase) Disaster mitigation Treatment of longer-term physical and mental health sequelae Ongoing risk communication and recovery efforts

50 Let our advance worrying become advanced thinking and planning. Winston Churchill

51 Challenges Many Local Public Health Agencies (LPHAs) not organized using ICS concepts because: Command decision-making is major change for public health No ranks in public health Differing terminology e.g., incident and scene Tremendous diversity in LPHAs nationwide LPHAs are part of system; not all parts are accountable to the LPHA Continuing education and time for training are extras and are not considered core job responsibilities in most LPHAs

52 Opportunities Enhances public health response Provides a framework to work collaboratively Provides a structure for preparedness activities Permits knowledge gaps to be identified and formulated into future training/exercise plan Practice makes perfect, but only if it is perfect practice!

53 Sources Johns Hopkins Center for Public Health Preparedness NIMS Training for Public Health Departments Improving Understanding and Collaboration among First Responders Emergency Response Planning Developing an Emergency Preparedness Plan

54 I m from the State and I m here to help! Julia Fox jfox@dhs.in.gov (317) or (317)