INTEROPERABILITY BETWEEN THE PRIVATE & PUBLIC SECTORS 3 FACTORS TO IMPROVE EMERGENCY RESPONSE...
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Transcript of INTEROPERABILITY BETWEEN THE PRIVATE & PUBLIC SECTORS 3 FACTORS TO IMPROVE EMERGENCY RESPONSE...
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INTEROPERABILITY BETWEEN THE PRIVATE & PUBLIC SECTORS 3 FACTORS TO IMPROVE EMERGENCY RESPONSE
Toronto Police Emergency Management Symposium November 25-27, 2009
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INTRODUCTION AND OBJECTIVES
1. Commercial Property Management (the “backdrop”)
2. Emergency Planning Gaps
3. Case Study & Learning City Core 2005
4.Interoperability - the common foundation
5.A shift is underway
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INTRODUCTION AND OBJECTIVES (CONT’D)
6. 3 – factors that improve Emergency Response
7. Interoperability – Framework
8. Conclusion
9. QUESTIONS
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INTEROPERABILITY – THE DAY IN THE LIFE OF………
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COMMERCIAL PROPERTY MANAGEMENT
Some 24,000 business and professional service firms in Toronto
Toronto is home to 9 of Canada's 10 largest law practices, 9 of the top 10 accounting firms, 7 of the 10 largest advertising and communications agencies and all 10 top human resources and benefits firms
(Source: City of Toronto Business Clusters; 2001 data)
The safety and security of the employees of these businesses rest with the leadership team of these businesses
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COMMERCIAL PROPERTY MANAGEMENT (CONT’D)
Accountability for the safety and security shared
More often than not, the landlord/owners assume more responsibility than is practical
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COMMERCIAL PROPERTY MANAGEMENT (CONT’D)
Often a person/dept responsible to ensure the right level of safety and security practices are in place
Highly trained and qualified staff
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COMMERCIAL PROPERTY MANAGEMENT (CONT’D)
The property management teams of these office towers and buildings will:
Conduct fire drills
Provide in house safety & security training
Established fire (evacuation) wardens/PRA (mobility impaired) programs
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EMERGENCY PLANS
Every building/tower will have some sort of an emergency plan
Canada Labour Code & Ontario Occupational Health & Safety Act CLC; 124 & 125 OH&SA; Section 24 (2)(h) Section 25 (2)
Often a team has been established, respond to and manage the emergency
This team is often comprised of: Building operators (engineers) Security
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EMERGENCY PLANS (CONT’D)
Regardless of the plan names, there are common objectives:
Protect the safety and lives of the building occupants Mitigate the impact of a disaster and speed recovery, and Maintain the reputation of the landlord/owner and property
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EMERGENCY PLAN GAPS
There appears to be two (2) common gaps that exist:
1. What Plans do the tenants of these buildings/towers have?
2. What are the plans of the various emergency services (public agencies)?
What do they require of us? How will what they do affect what we do/can we still carryout our
response? How much in charge are the emergency services, does it depend on the
agency? Will they tell us to evacuate our building?
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CASE STUDY & LEARNING
City Core 2005
Agencies comprised of:
Toronto Police Service - Public Safety Unit, 52 Division, Joint CBRN Team, ETF;
Toronto Fire Service - Joint CBRN Team, Heavy Haz, South Command, elements
of HUSAR;
Toronto EMS - Joint CBRN Team;
Toronto Public Health;
Shelter Support Housing and Administration;
Toronto OEM - EOC activated with Toronto Emergency Management Program
Committee;
Toronto Transit Commission.
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CASE STUDY & LEARNING (cont’d)
City Core 2005
An explosion at the St. Andrew’s Subway Station in downtown Toronto
A bomb threat & second explosion in a near by office Tower
Discovery of undetonated improvised explosive devices
Hydrogen cyanide gas release
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CASE STUDY & LEARNING (cont’d)
City Core 2005
Building Tenants volunteered their time ( role of evacuees and victims)
A total of 200 responders (emergency services and private sector) participated
At the time was the only exercise of its kind conducted jointly with the private sector (property management organization)
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CITY CORE LEARNING (CONT’D)
After the exercise, a debrief “hot wash” occurred with the management team and property responders.
Learning’s included:
The command team would need to evacuate the tower
The building would be fully evacuated
Resources required to manage evacuees would be stretched
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CITY CORE LEARNING (CONT’D)
Learning’s included:
The property would be left to manage the incident/impact until the emergency services, CBRN, Toronto Fire… had setup and confirmed what they were dealing with
The incident commander and or Sr. team leader maybe required to be a direct resource for the emergency agencies
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INTEROPERABILITY - THE COMMON FOUNDATION
NFPA 1600/ICS
Fire Safety Plan
Objective to protect life, reduce impact (protect the asset) and speed recovery
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A SHIFT IS UNDERWAY
Relationships have been and continue to be established between the two sectors
BOMA TORONTO (Building Owners and Management Association)
DRIE – GTIME (Disaster Recovery Information Exchange- Greater Toronto Incident Management Exchange)
TAPPS (Toronto Association of Private Police and Security) - (2008 recipient of the Chief Michael Shanahan Award for Excellence in public/private cooperation)
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A SHIFT IS UNDERWAY (CONT’D)
SAFE GROUP (South Area Facility Entertainment)
BENS (Business Executives for National Security)
SAFEGAURD IOWA- PARTNERSHIP
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Public-Private Alliances to the RescueMany companies are realizing that they can play a crucial role in helping communities recover from natural catastrophes
by Rachael King
Special Report - July 7, 2008
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ARTICLE HIGHLIGHTS
1. Businesses increasingly use their technological expertise
2.If a community around an organization fails to stand backup, a company can’t fully bounce back
3. The need for companies to get involved will rise
4.Businesses have the motivation, it’s their asset, their market place, their employees that are at risk
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3 – FACTORS THAT CAN IMPROVE EMERGENCY RESPONSE
Preparedness – the 4 “C’s”
Post-Mortems
Transparent Communication
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3 – FACTORS THAT CAN EMERGENCY RESPONSE (CONT’D)
PREPAREDNESS- THE 4“C’s”
Communication
When will it occur (frequency)? What we will be shared? Whom will it be established with?
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3 – FACTORS THAT CAN IMPROVE EMEREGNCY RESPONSE (CONT’D)
PREPAREDNESS- THE 4 “C’s”
Command
When will this happen? Where will this happen? Who is in command? (private or public)
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3 – FACTORS THAT CAN IMPROVE EMERGENCY RESPONSE (CONT’D)
PREPAREDNESS- THE 4 “C’s”
Control/Containment
How will the impact be controlled & the spread be contained? What can we do to contribute? What resources are essential? What can be done before hand?
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3 – FACTORS THAT CAN IMPROVE EMERGENCY RESPONSE (CONT’D)
PREPAREDNESS- THE 4 “C’s”
Coordination
Establishment of ICS? Between whom? From where?
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3 – FACTORS THAT CAN IMPROVE EMERGENCY RESPONSE (CONT’D)
TRANSPARENT COMMUNICATION
Based on trust
Failure to communicate - increases assumptions
Has to reach the responders
Devalues the preparedness efforts
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3 – FACTORS THAT CAN IMPROVE INTEROPERABILITY (CONT’D)
POST-MORTEMS
Validates what worked and what didn’t
Contributes to future preparedness efforts
Takes the time to recognize the efforts of all responders (public and private)
Improves trust
Re-addresses the 4 “C’s”
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INTEROPRABILITY – FRAMEWORK
BENS & STATE OF CALFORNIA MOU HIGHLIGHTS
Private sector will support emergency response and recovery consistent with the Standardized Emergency Management System and the National Incident Management System.
Private sector facilities intended to provide a locally based function will integrate with emergency management at the city and county government levels, as appropriate
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INTEROPRABILITY – FRAMEWORK (CONT’D)
MOU HIGHLIGHTS
Notification: A standard and shared communication tool
Development of a Business Operations Center ("BOC") within the State Operations Center
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INTEROPRABILITY – FRAMEWORK (CONT’D)
MOU HIGHLIGHTS
The partnerships will work with OES and other business entities to evaluate lessons learned after each proclaimed disaster
Information essential to affect emergency response will be shared amongst business partners and OES consistent with applicable laws and the need to protect sensitive proprietary information
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CONCLUSION
Open transparent communication is essential (preparedness & post event)
Secret or confidential information is not being sought
Input from everyone is critical to improving and enhancing interoperability
The information has to get to the planners & responders
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QUESTIONS?