1. A planning and management
perspective on integrated
emergency response
David Alexander
University College London

2. The integration
problem

3. Hierarchical
divisions: Geographical
national, divisions:
regional, catchments,
local, etc. jurisdictions,
areas, etc.
Division
and
integration
Functional
divisions: Organisational
government, divisions:
healthcare, police, fire,
commerce, etc. ambulance,
etc.

4. The integration problem
Phases of the risk
and disaster cycle
Decision-making, communication,
governance, management
Jurisdictions and Emergency services
levels of government and functions

5. Perception Knowledge
Risk
assessment
Risk Risk
Disaster
management analysis
threat
Risk
Institutional communication Adaptation
learning

6. The creation of a culture of civil protection
HABIT
INSTRUMENTS OF
DISSEMINATION
MASS
• mass media
EDUCATION CULTURE • targeted campaign
PROGRAMME
• social networks
• internet
SOCIAL
CAPITAL
Augmentation

7. Knowledge
Knowledge of
of hazards
community
and their
vulnerability
impacts
DRR
Knowledge
of coping
Disaster capacity and
Risk resilience
Reduction

8. Integrating
command

9. Top-down
Evolving Large
strategic technological
situation hazards
Instability Complex
threats hazards
'Na-tech'
Civil Defence (hybrid)
Civil Protection hazards
Enhanced Natural
natural hazards hazards
Evolving Major
climate geophysical
change events
Bottom-up

10. Two models of organisation
of civil protection services
Command function principle:
allocating tasks according to level
and objectives of decision-making
(strategic, tactical, operational).
Support function principle: allocating
tasks according to functional sector
(e.g. communications, logistics, utilities).

11. Command function principle:
command and control
model
Information Management
technology decisions
Support function principle:
collaborative and cooperation
model

12. Command
Locus of function
control principle
Tension of Spectrum of
opposites alternatives
Locus of Support
collaboration function
(support) principle

13. Order..................Chaos
Locus of
Directed.......Ungovernable
control
Control.......Loss of control
Autonomy.........Constraint
Locus of
collaboration Initiative.......Obey orders
(support)
Collaboration.."Freelancing"

14. P Policies/Ethics
E Strategies
S Tactics
Emergency and
technical services
T
Operations
O
R Results
Public administrators General
and politicians public

15. Rescuers'
Points of
assembly point
access to
Public
cordoned
assembly area
off areas
Incident
Cordon I
Only
rescuers
Cordon
Only authorised
III for personnel Cordon II
traffic
control Multi-agency
operations
Pedestrians only command.

16. UK: 3 commands, 4 levels
Police - Fire Services - Medical Services
[Diamond - policies]
Gold - strategies
Silver - tactics
Bronze - operations

17. LEAD GOVERNMENT DEPARTMENT OUTER Strategic
Public
CORDON level
enquiries
Temporary Strategic Co-ordinating Group
Mortuary Police Local authority
Fire Military forces Media
Ambulance Government advisors Centre
Casualty
Bureau Other agencies
Media
Survivor Liaison
Relatives’ Point
Reception
Reception
Centre
Centre
Local Authority
Receiving Voluntary Emergency Centre
Hospitals Agencies
Tactical
level
Body Incident Control Point Vehicle
Holding Ambulance Police Marshalling
Area Loading Fire Area
Point Ambulance Operational
Liaison level
Site of Disaster
Casualty Police
Clearing Fire
Station Ambulance
Specialist advisors
INNER CORDON

18. Paramilitary forces PMF
(National Guard)
PF MF
Police Military
forces forces
Italy
Fire Public FB PA
brigades administrations CVF
Civilian volunteer PMF
PMF forces PF MF
PF MF
USA UK
FB PA FB PA
CVF CVF

19. Concept of the lead agency
Definition: the service or organisation
that has the most immediate, most
fundamental or principal leadership role,
by statute or de facto.
United Kingdom: Police
Italy: Fire and Rescue Service
I.R. Iran: Red Crescent Society.

20. Military Civilian
Armed Civil administration
forces Volunteers (civil society)
Emergency services
(army)
[residual role]
Civil defence Civil protection
Command and control Co-ordination
and co-operation
Chain of command Autonomy

21. Integrating
planning

22. Technical Organisational Social
Hazard Decision
to warn Warning
General
Scientists Administrators
Public
Risk
Evaluation communication Protective
action
The warning process

23. Hazard
monitoring &
Disaster forecasting
management
Policies
Major Plans Human &
incident Procedures material
management Protocols resources
Incident
management
Population
(community)
protection

24. Planning Preparation
• scenarios • education & training
• risk analysis • exercises
• emergency plans • plan dissemination
• protocols • revision of plans
Organisation Resources
• command structure • materials
• task forces • vehicles, equipment
• operations centres • communications
• communications • manpower

25. Policies
Command systems
• operations centres
Plans • task forces
• communications
• chains of command
Procedures
Operations Results

26. Emergency response
planning Incident
Permanent emergency plan
Contingency planning in
the pre-emergency phase (days)
Operational planning
Short-term strategic
planning (hours → days)
Short-term tactical
planning (hours)

27. Permanent emergency plan
Aftermath
Monitoring Strategic,
prediction tactical & operational
& warning planning
Business continuity plan
Recovery and
reconstruction
planning
Disaster

28. HOSPITAL AIRPORT AND
AND HEALTH TRANSPORT
SYSTEM EMERGENCY
EMERGENCY PLANS
PLAN
MUNICIPAL REGIONAL AND
MUTUAL NATIONAL
COUNTY OR
ASSISTANCE EMERGENCY PROVINCIAL
EMERGENCY
PACTS PLAN PLAN
EMERGENCY PLANS
INDUSTRIAL
AND CULTURAL
COMMERCIAL HERITAGE
EMERGENCY EMERGENCY
PLANS PLAN

29. Co-ordinated
Disaster Disaster
in the in the system EMS Disaster
medical of medical plans
centre centres
Disaster
Disaster Disaster
planning
in the planning for
for the system
external the medical
of medical
environment centre
centres
Disaster
planning for
the external
environment

30. Independent Conflict with
emergency other
operations organisations
Problems of 'Owner'
of the plan
(organisation)
co-ordination
Director of the plan
(emergency planner)
Participants
(users of plan; other stakeholders)

31. Community disaster planning
Volunteerism Donations
Self-organisation Community
resources
Organisation Resources
Imposed Governmental
organisation resources
Laws, protocols, directives
Standards, norms, guidelines International resources

32. Counter-terrorism activity
Organisation Stockpiling
• procedures • equipment
• event scenarios • supplies
• emergency plans
Intelligence Training
• collection • plan dissemination
• interpretation • exercises
• warning
Involvement of civil protection
Surveillance Analysis
• automatic (CCTV) • laboratory
• manual (personnel) • forensic

33. Laboratory Nuclear
error with emission (NR)
CBR emissions
Industrial Terrorist Chemical,
or military attack with biological
accident C, B, R or N or nuclear
with CNR warfare
contaminants (CBN)
emissions
Disease
Sabotage with
epidemic or
poisonous agent
pandemic (B)

34. Preparatory study
Creation and
Stakeholders'
updating Training
opinions
of plan
Revision
Dissemination Information
Exercising Evaluation
Activation Disaster

35. Feedback
and revision
Apparent
chaos Model
Plan
Testing
and revision
Feedback
Evalutation
Disaster
Result

36. Integrating
management

37. Organisational Natural
systems: systems:
management function
Hazard Vulnerability
Resilience
Social Technical
systems: systems:
behaviour malfunction

38. Disaster relief as a barter
market for resources
DONATE ALLOCATE
Global National
Supernational Regional
National Local
REQUEST DEMAND

39. The pressures of devolution and centrism
The natural tendency The less than natural
from above tendency from above
Subordinate Harmonise
control negotiate
repress support
restrict accommodate
Act autonomously Conform
empower cede
enable comply
liberate submit
The natural The less than natural
tendency from below tendency from below

40. Spontaneous
Some public
stakeholders Individual
in disaster citizens
response Kinship
groups
Disaster
Workplace subcultures
groups
Citizens'
Emergent organisations Charitable
groups Schools NGOs
Organised Established

41. Obligation Editorial
to inform independence
the public and freedom
Mutual
Emergency antipathy Representatives
and disaster or of the mass
managers collaborative media
relationship?
Public information
Sales and ratings;
centres; warnings
reputation;
and alerts;
revenue from
informing the
advertising
relatives of victims

42. Health Contingency
system planning
Emergency Search
Emergency
medical and
response response rescue
Emergency Emergency
communications management

43. Conclusions

44. Common Common Common
culture objectives language
Broad professional training
in emergency management
Professional experience
and training
Disciplinary training
(e.g. bachelor's degree)

45. Regional and
national plans
Plans for critical
facilities:-
• airports Business
Local authority
• utilities continuity
• lifelines general plan plans
• industrial sites
• emergency medical
Other
plans
Integration through
planning and training

46. Resilience [Resiliency]
• definition: readily recovering
from shock, buoyant
• the term is derived from rheology, the
science of the deformation of matter
• as with materials, so with society:
aim for the optimum combination of
ability to resist and absorb shocks
• resilience is an amalgam of attitude,
preparedness and redundancy.

47. Redundancy
The ingredients
of resilience
Adaptability Attitude
Participation
...and
communication

48. The reduction of vulnerability to disasters
and increase in coping capacity and
resilience need to be a co-operative effort
in which all stakeholders are involved.

49. Thank you
for listening!
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