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1、Unit 2: Understanding Multiagency CoordinationThis page intentionally left blank.Unit 2Understanding Multiagency CoordinationTopicUnit OverviewPowerPointVisual 2.1Key PointsThis lesson: Provides a brief overview of the National Incident Management System (NIMS). Introduces Multiagency Coordination S
2、ystems. TopicUnit OverviewPowerPointVisual 2.2Key PointsAt the end of this lesson, you should be able to: Define multiagency coordination at the local, tribal, State, and Federal levels of government. Identify the functions and elements of a Multiagency Coordination (MAC) System. Describe the differ
3、ence between command and coordination. Note: The ICS 400 Advanced Incident Command System (ICS) course presents more detailed training on Multiagency Coordination Systems.TopicBackground InformationPowerPointVisual 2.3Key PointsComplex 21st century threats demand that all Americans share responsibil
4、ity for homeland security. All levels of government, the private sector, and nongovernmental agencies must be prepared to prevent, protect against, respond to, and recover from a wide spectrum of major events that exceed the capabilities of any single entity. These hazards require a unified and coor
5、dinated national approach to planning and to domestic incident management. To address this need, Homeland Security Presidential Directive 5: Management of Domestic Incidents (HSPD-5) and Homeland Security Presidential Directive 8: National Preparedness (HSPD-8) establish national initiatives that de
6、velop a common approach to preparedness and response.The National Incident Management System (NIMS) and the National Response Framework (NRF) provide the process and structures for meeting these mandates. Together, these related efforts align Federal, State, local, tribal, private-sector, and nongov
7、ernmental preparedness, incident management, and emergency response plans into an effective and efficient national structure. TopicBackground InformationPowerPointVisual 2.4Key PointsThe NRF: Is a guide to how the Nation conducts all-hazards response. Builds upon the NIMS coordinating structures to
8、align key roles and responsibilities across the Nation, linking all levels of government, nongovernmental organizations, and the private sector. The NRF is comprised of: The Core Document, which describes the doctrine that guides our national response, roles and responsibilities, response actions, r
9、esponse organizations, and planning requirements to achieve an effective national response to any incident that occurs. Emergency Support Function Annexes that identify Federal resources and capabilities that are most frequently needed in a national response (e.g., Transportation, Firefighting, Mass
10、 Care). Support Annexes that describe essential supporting aspects that are common to all incidents (e.g., Financial Management, Volunteer and Donations Management, Private-Sector Coordination). Incident Annexes that address the unique aspects of how we respond to seven broad categories or types of
11、incidents (e.g., Biological, Nuclear/Radiological, Cyber, Mass Evacuation). Partner Guides that provide ready references describing key roles and actions for local, tribal, State, Federal, and private-sector response partners.TopicBackground InformationPowerPointVisual 2.5Key PointsThe NRF provides
12、the broad response doctrine, while NIMS includes greater detail on the processes used to manage a response.NIMS: Defines what needs to be done to prepare for, prevent, protect against, respond to, and recover from a major event, how it needs to be done, and how well it needs to be done. Provides a s
13、ystematic approach for all levels of government, the private sector, and nongovernmental organizations to work seamlessly together. Applies to all incidents regardless of cause, size, location, or complexity. Integrates existing best practices into a consistent, nationwide approach to domestic incid
14、ent management. Is applicable at all jurisdictional levels and across functional disciplines in an all-hazards context. Note that the NRF reinforces that incidents should be managed using NIMS principles and structures.TopicBackground InformationPowerPointVisual 2.6Key PointsRefer to items on the vi
15、sual stating “What NIMS Is” and “What NIMS Is Not.”Indicate if you are consistent or inconsistent with NIMS: Local officials are using the Incident Command System (ICS) to plan for the upcoming Fourth of July celebration. A jurisdiction/agency follows NIMS only when incidents are complex enough to i
16、nvolve other jurisdictions. An agency is replacing its operational plan for responding to incidents with the guidance provided in NIMS. An organization is reorganizing and using NIMS/ICS titles for day-to-day routine activities. TopicBackground InformationPowerPointVisual 2.7Key PointsICS is only on
17、e facet of NIMS. Following is a synopsis of each major component of NIMS: Preparedness. Effective incident management and incident response activities begin with a host of preparedness activities conducted on an ongoing basis, in advance of any potential incident. Preparedness involves an integrated
18、 combination of planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification. Communications and Information Management. Emergency management and incident response activities rely on communications and information systems that pro
19、vide a common operating picture to all command and coordination sites. NIMS describes the requirements necessary for a standardized framework for communications and emphasizes the need for a common operating picture. NIMS is based on the concepts of interoperability, reliability, scalability, portab
20、ility, and the resiliency and redundancy of communications and information systems. Resource Management. Resources (such as personnel, equipment, and/or supplies) are needed to support critical incident objectives. The flow of resources must be fluid and adaptable to the requirements of the incident
21、. NIMS defines standardized mechanisms and establishes the resource management process to: identify requirements for, order and acquire, mobilize, track and report, recover and demobilize, reimburse for, and inventory resources.(Continued on next page.)TopicBackground Information Command and Managem
22、ent. The Command and Management component within NIMS is designed to enable effective and efficient incident management and coordination by providing flexible, standardized incident management structures. The structure is based on three key organizational constructs: the Incident Command System, Mul
23、tiagency Coordination Systems, and Public Information. Ongoing Management and Maintenance. DHS/FEMA manages the development and maintenance of NIMS. This includes developing NIMS programs and processes as well as keeping the NIMS document current.TopicBackground InformationPowerPointVisual 2.8Key Po
24、intsThe NIMS Command and Management component facilitates incident management. This component includes the following elements: Incident Command System, Multiagency Coordination Systems, and Public Information.TopicIntroductory ActivityPowerPointVisual 2.9Key PointsInstructions: Working in your table
25、 groups . . . 1. Review the scenario and timeline on the next pages.2. Identify the top five coordination challenges.3. Write your answers on chart paper.4. Select a team spokesperson and be prepared to present your answers in 15 minutes.Note: The following scenario materials are excerpted from the
26、findings of a July 2002 report prepared for the U.S. Department of Transportation, “Effects of Catastrophic Events on Transportation System Management and Operations.” TopicIntroductory Activity: ScenarioScenario: At 3:04 p.m. on Wednesday, July 18, 2001, a 60-car CSX freight train entered the Howar
27、d Street Tunnel in downtown Baltimore. Three minutes later the train came to an abrupt stop. The train was being pulled by 3 engines, carried 31 loaded and 29 empty cars, with a mix of freight that included empty trash containers, paper products, plywood, soy oil, and several tanker cars. At 3:15 p.
28、m., one of the engineers used his cell phone to reach the train master and told him that the train had come to a stop in the tunnel. Noticing that the fumes from the diesel engines were growing worse (the engineers did not know at that point that several cars had derailed and a fire had broken out),
29、 the engineers shut down the two rear engines, uncoupled all three engines from the train, and exited the tunnel at the north portal. Baltimore City firefighters received notification of the event somewhere between 3:35 p.m. and 4:15 p.m. and were given the bill of lading upon arrival on site. After
30、 reviewing the bill of lading and assessing the scene, it became apparent to the Fire Department crew that the freight train was carrying a variety of hazardous materials (including tripropylene and hydrochloric acid) and that several of the cars carrying these materials were threatened by the fire.
31、 At 6:15 p.m., emergency response efforts were further complicated when a 40-inch water main break located under the intersection of Howard and Lombard Streetsalmost directly above the site of the derailmentspilled water into the tunnel and onto the street. These events occurred as the City of Balti
32、more was preparing for both the evening rush hour and the second game of a baseball doubleheader at Oriole Park at Camden Yards. In addition, there was concern about hazardous materials reaching the harbor area.Map:TopicIntroductory ActivityTimeline:TimeElapsed TimeEvent/Action Taken3:04 p.m.N/A60-c
33、ar CSX train enters Howard Street Tunnel.3:07 p.m.0 hrs. 0 mins.Train unexpectedly stops in the tunnel.3:15 p.m.0 hrs. 8 mins.Engineers notify CSX dispatcher via cell phone that the train has come to a stop in the 1.7-mile-long tunnel.3:27 p.m.0 hrs. 20 mins.Engineers decouple engines from train, ex
34、it from tunnel.Intensifying smoke indicates fire in tunnel.Dispatcher notified that train appears to be on fire, and that cargo includes hazardous materials.4:15 p.m.1 hr. 8 mins.Baltimore City Fire Department arrives as first responder, assumes incident command responsibilities. CSX engineers provi
35、de bill of lading indicating derailed train is carrying hazardous materials. 4:15 p.m.1 hr. 8 mins.CSX Transportation notifies Maryland Department of the EnvironmentEmergency Response Division (MDE ERD) of the derailment of train cars carrying hazardous materials.4:20 p.m.1 hr. 13 mins.MDE ERD perso
36、nnel arrive on scene, contact National Transportation Safety Board, Baltimore City Fire Department Battalion Chief 6, and Baltimore City Fire Department Hazardous Materials (HazMat) Coordinator.Units begin assisting city personnel with analysis of train documentation and potential hazardous products
37、.MARC commuter rail, MTAs Central Light Rail Line, and rail freight movement are disrupted by tunnel street fire.MTA initiates bus bridge to bring MARC passengers from Dorsey Station south of Baltimore to the City.Chief of the City Fire Department requests that all major roads (I-395, I-83, US-40) i
38、nto Baltimore City be closed.4:30 p.m.1 hr. 23 mins.Baltimore City Police Department and Department of Public Works start rerouting downtown traffic away from the scene using signs and physical barriers; Howard Street and all streets crossing over the Howard Street Tunnel are closed.Interstate highw
39、ays I-395 northbound and I-83 southbound are closed to traffic trying to get into the City.(Continued on next page.)TopicIntroductory ActivityTimeline (continued):TimeElapsed TimeEvent/Action Taken4:35 p.m.1 hr. 28 mins.MDE requests consulting chemist assistance through South Baltimore Industrial Mu
40、tual Aid Plan (SBIMAP).MDE advises Baltimore City HazMat of potential hydrogen fluoride (HF) vapor hazard due to thermal degradation of fluorosilicic acid; identifies specialized treatment needed for HF exposures.4:45 p.m.1 hr. 38 mins.Baltimore City Emergency Management contacts MDE to report that
41、city officials are preparing to sound siren system to notify nearby residents to shelter in place.MDE concurs with shelter-in-place order.4:53 p.m.1 hr. 46 mins.MDE contacts U.S. Coast Guard and requests assistance.MDE and SBIMAP personnel conduct air quality monitoring along Howard Street Corridor
42、and in the vicinity of the Mt. Royal Station.5:00 p.m.1 hr. 53 mins.U.S. Coast Guard closes Inner Harbor to boat traffic.Orioles office workers are told to leave B&O Warehouse.5:45 p.m.2 hrs. 38 mins.Civil Defense warning sirens sound.6:15 p.m.3 hrs. 8 mins.Water from the broken water main located u
43、nder the Howard and Lombard Street intersection surfaces and floods the street.MTA closes Metros State Center station due to smoke entering the station via subway tunnel and station ventilation fans.89:00 p.m.4 hrs. 53 mins.Roads and entrance/exit ramps on major thoroughfares into the City reopen sp
44、oradically.11:00 p.m.7 hrs. 53 mins.Baltimore City Fire Department Command Staff direct primary Command Post operations to be relocated to the vicinity of Camden Yards stadium complex.Water is cut off by BCDPW at the point of the water main break.TopicMultiagency Coordination OverviewPowerPointVisua
45、l 2.10Key PointsMultiagency coordination: Is a process that allows all levels of government and all disciplines to work together more efficiently and effectively. Occurs across the different disciplines involved in incident management, across jurisdictional lines, or across levels of government. Can
46、 and does occur on a regular basis whenever personnel from different agencies interact in such activities as preparedness, prevention, response, recovery, and mitigation.TopicMultiagency Coordination OverviewPowerPointVisual 2.11Key PointsA Multiagency Coordination System is not simply a physical lo
47、cation or facility. Rather, a MAC System: Defines business practices, standard operating procedures, and protocols by which participating agencies will coordinate their interactions. Provides support, coordination, and assistance with policy-level decisions to the ICS structure managing an incident. Cooperating agencies and
