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CUNA Management School graduates! I salute the RM work you continue to do around the world. Contact you league education director for the latest chapter level CIRT training and response protocols. 

 

Some of the following was posted years ago so some in the pictures have long since retired. However, the basic RM principles and protocols remain as the foundation to everything CU Risk Managers do or are planning to do in 2011.

Please contact your league Education Director, CU President, and CU Risk Manager for the most current RM operational and CIRT response protocols. I'm sure many have been customized to support credit union specific and regional public sector response protocols and local Homeland Security initiatives.

 

Critical Incident Response Teams will live or die as a team!

Every time I watch first responders lift someone from a rooftop or bring someone out of a burning building or pull someone from a raging river, I realize how important teamwork is to the success of their mission. Teamwork is no less important when credit unions are responding to an armed robbery, late-night burglary, or complex embezzlement. Teamwork becomes increasing more important when responding to a community wide crisis or to an incident who's scope is expanding by the minute such as during a natural disaster, terrorist attack or pandemic. 

This tutorial will help you form a "Critical Incident Response Team (CIRT) at your credit union, chapter and league levels, and a CUNA Mutual CIRT at the regional/market and international levels. The CIRT you form will populate or staff a "unified" command that you'll use on missions assigned by your Incident Commander. While some CIRT members will train for Special Operations, all will be cross-trained and made mission ready to perform any duties that may be assigned. When a global response is needed, WOCCU and CUNA Mutual will follow the same Incident Command and Control structure used by the Incident Commander at the scene.

To be "mission ready" or "ready to role" means you've written a mission statement  that clearly defines your targets, and primary mission objectives. For example, a credit union's primary mission is to focus on the immediate physiological needs of their members (food and water, shelter and lodging, transportation during an evacuation, and basic medical attention and triage). A credit union chapter's primary objective is to focus on the liquidity needs of credit unions in the hot and warm zones, members along evacuation routes, and for all those confined to shelters. CUNA Mutual's primary mission is to indemnify all bonded credit unions and insured members who've suffered a loss from an insured peril. Goals and objectives include, to identify all bonded credit unions and insured members in harms way, to establish a corporate emergency operations center (EOC), to designate staging areas, and to order a "unified" command (ICS) that can mobilize all CUNA Mutual's global resources. 

Maslow, a noted psychologist, pointed out in his theory on the "Hierarchy of Needs" that Critical Incident Response Teams have to first focus on the victim's physiological needs or their need for  food, water, shelter, and medical attention. Than on their need to belong, such as their need to reconnect with family, neighbors, church, business association, veteran's organization, and social club. And finally, the CIRT needs to focus on the victim's need for self esteem or their need to have a promising future. This "Hierarchy of Needs" theory is precisely why credit unions are positioned better than any other organization, any where in the world, anytime in history to come to the aid of a community in crisis.

With these principles in mind, you're now ready to select your team' members, catalog back-up members, identify training needs, document response limitations, and schedule regular training to ensure your credit union, chapter, league, and national associations are mission ready and ready to role the next time you find yourself or community in harms way.          Rich Woldt

Incident Commander (IC):  The first person to the secene takes command, assesses safety and health concerns, establishes appropriate communications, and acts as the initial leaison for first responders. Based on the scope of the incident, the IC will declare either a "single" or the need for a "unified" command. While every responding agency, group, or organization will have an IC, the local fire chief is always the primary IC representing the community and best interest of the general population. Click here for more inforation...
Incident Commander: The first one at the scene automatically becomes the Incident Commander at least until a more qualified person arrives to represent the credit union and CUNA Mutual. There is always only one Incident commander for each group or organization. Therefore, there will be one Incident Commander representing CUNA Mutual, one representing your credit union, one representing the chapter, one representing the league, etc. An appropriate CIRT will be established for each incident commander. FYI, I could not find one example of an ICS used during Katrina at the local level. That is the primary reason there was so much confusion and finger pointing. Following are some RM tips for your Incident Commander (IC).
  1. The first words spoken by the IC should be "I Take Command!"
  2. The first focus should be on Safety at the scene for victims and first responders. Designate an incident "Safety Officer."
  3. The next focus should be on communications. Designate an "Information Officer."
  4. The next on organization. Designate a Liaison Officer.
  5. At the point the incident scope appears to be beyond what you'll be able to handle as a "single command," give the order to establish a "Unified" command.
  6. Designate your "Command Staff" to include a Chief of Operations, Chief of Planning, Chief of Logistics, and Chief of Finance.
Chief of Operations: The credit union' IC should look to their management team and pick someone like VP of branch operations, or a head teller. CUNA Mutual should select a regional or district manager familiar with "field operations." Following are some RM tips for the Chief of Operations:
  1. Immediately meet with the Chief of Operations to confirm the location of all "Staging" areas. Request a site plan if available and specifics as to physical address, established communication systems, and security provided.
  2. Assign a "Staging Area Manager" as soon as possible and make sure you have their cell phone numbers.
  3. With your staging area managers, meet with the IC and Liaison Officer to determine what response assets are on the way or planned. Meet with the Chief of Planning and obtain a written copy of the incident plan for the next 8 hours.
  4. Based on the type of incident, focus first on life safety issues, than communications between victims and first responders, than on housing-in-place and evacuation issures, and finally trauma management and short term recovery issues.
Chief of Planning: This should include all credit union and CUNA Mutual contingency planners and representative from your respective personnel departments and unions.
Chief of Logistics: At the credit union and chapter level this should be someone for lending, especially your real estate or business lending department. Local tax assessors, appraisers, etc. are also good representatives for the Logistics Chief because they are familiar with vacent buildings, occpancy limits, fire codes, etc. 
Chief of Finance: For credit unions this included your CFO, internal auditors and members of your supervisory and loan committees. Representatives from your investment department and real estate lending departments would be welcomed by the Chief of Finance. CU regulators should be on this team. For CUNA Mutual this is where Account Relationship Representatives and Claims peronnel come together to simplify and streamline the claims filing, proof of loss, and settlement procedures. vestment
 

Message from Rich!

You'll seldom know.... when the next life threatening crisis will put you or your community in harms way.

Consequently you're well advised to identify as many  potential emergency response personnel in your company, credit union, association, group, neighborhood, and family as possible.

This tutorial offers a guideline for staffing a basic "unified" Incident Command and Control organizational structure.

Each credit union , chapter, company, association, neighborhood and community will have their own unique assets to bring to the team.

You'll seldom know in advance who'll be willing and able, let alone available to respond during a crisis. Therefore catalog as many potential responders as possible. Don't forget the senior citizens, retirees, and veterans in your organization. While they may not move as fast, they'll bring a life of experience well tested under fire to the scene.

Our goal is to catalog as many response assets (personnel, equipment, and supplies) as possible; first by zip/postal code, than expertise, and by contact information to include cell phone and landline numbers.

We use zip/postal codes so the Incident Commander can summon the closest qualified responder to the hot zone. We call this the "stitch-in-time-saves-nine syndrome.

Remember, your Critical Incident Response Team or CIRT needs at least seven members to include an Incident Commander, Safety Officer, Information Officer, Liaison Officer, Chief of Operations, Chief of Planning, Chief of Logistics, and Chief of Finance. Once your team in on-site  

                          Rich Woldt

 
 
 
       
 
 

CUNA Mutual's primary mission is to indemnify our credit unions and insured members when they've suffered a loss from an insured peril. Our objectives include; identifying all credit unions and insured members in harms way, responding to their needs as quickly as possible, establishing a corporate emergency operations center (EOC), designating staging areas, and launching  a "unified" command (ICS), that's mission ready to mobilize our global resources and ready to role at the drop-of-a-hat! 

CUNA Mutual follows the same Incident Command and Control used by fire fighters,  EMTs, law enforcement, emergency governments, and Homeland Security professionals. 

Our Claims and Account Relationship Representatives form an international "Critical Incident Response Team" (CIRT) that's standing mission ready to respond anytime our customers find themselves in harms way.              

Mark Przybelski  - CUNA Mutual Group - International

 

            
  Refer to your RM Workbook chapters I through VI. Above are CIRT members for England, Scotland, Wales, and Ireland. Refer to RM manual for CIRT members from the Caribbean, South Korea, Asia, Canada, and Australia.
The tutorial below was developed when Hurricane Ivan was threatening Jamaica. Although some of this material has been copy-written, I give CUNA Mutual and WOCCU members permission to use it as they see fit to benefit the world credit union movement.

 Rich Woldt           CEO The Risk Management Learning Center.  12-18-06


The Risk Management Learning Center

Presents A tutorial for ...

The Virtual Incident Command System ICS

Remember GREEN lights identify:

IC Posts, Emergency Operations Centers (EOC), Staging Areas, etc.

The "virtual" ICS is staffed by RMLC faculty who've experienced the ICS during the Oklahoma City Bombing, The '95 and 9-11-01 attack on the World Trade Center, Hurricanes Charley, Ophelia, Dennis, Emily, Ivan, Katrina and Rita, Tornados in Stoughton, Town of Dunn, Egg Harbor, and less dramatic yet life threatening incidents. White papers dealing with the latest ICS theories and practices are often published for your review and comments. Click here to view draft copies of faculty white papers.  Use this V-ICS as a template to create your own family, business, association, church and school Incident Command System. A template for your village appears below. The system is designed to provide structure and control over any sudden, unexpected, or traumatizing event.

Note to Reader: The staffing of the V-ICS only indicates an RMLC faculty person most likely to perform the duties and responsibilities of an ICS position based on career and life experiences. The "My Village ICS" recommends staffing based on Village government and job responsibilities. We recommend two people be selected for each position and everyone be cross trained. You'll never know who will be available when disaster strikes!

 

Incident Commander: There is one “Incident Commander (IC) for each incident so all coordination flows to one person authorized to act. The IC should be the one most familiar with the incident. If needed, the IC designates three Command Staff. “Safety” monitors the scene to ensure its safe and all responders are qualified, equipped and ready to roll, “Information” handles the media and makes sure everyone is informed of facts as they unfold. “Liaison” coordinates responding agencies when the IC moves from a “Single Command” to a “Unified Command.”

 

Operations: Sets up staging areas to assemble response assets and coordinate personnel when the IC requests a “strike” or “mission” operation. For example, a SWAT team might have to strike first to stop a sniper, followed by firemen, EMTs, and transporters on a mission to rescue the injured, followed by engineers and contractors to rebuild the area.The operations section carries out the tactics necessary to achieve the strategic objectives given by the incident command or unified command.

 

Staging Area(s): Staging areas are used to inventory response assets and assemble personnel at a safe and secure distance from the “Hot Site.” Staging areas are used to equip, coordinate, brief, and deploy response personnel. 

 

Planning: “Strategic” and “Contingency” planners write “incident action plan(s)” for the duration of the incident based on the incident goals and strategic objectives determined by the incident commander or the unified command. Based on damage assessments and reports from Operations, plans are written for the next operational period which may be 8, 12, or 24 48 hours. During major disasters such as the Oklahoma City bombing, 9-11, and Hurricane Katrina, long range recovery plans for the next 6 to 12 months might be proposed.

  Logistics: First determines where the Emergency Operation Center (EOC) and Staging Areas should be located and than makes sure they are properly equipped and ready to occupy. This included providing appropriate table space for Operations, Planning, Logistics, Finance, and other EOC personnel, a separate media briefing room and secured communication links. In addition to monitoring victims, Logistics is responsible to provide housing, food, training and incident supplies for all responders
 
 
The following was distributed to Hurricane victims, responders, and evacuees during Ivan, Katrina, and Rita. Share it as your see fit!    Rich Woldt 10-05

Hurricane First Responders

Click Here for Reporting Instructions!

Victims

Click Here for Directions:

Where to go for help? What to do?

Incident Commanders

Staging Area - Design & Resource Management

Evacuees

Click Here and Learn To: 

Create “Controllable Crime Scenes” BEFORE you evacuate!

Discourage: Looting, Burglary, Robbery and Vandalism while your gone!

Reduce the threat of: Fraud, Embezzlement, Scams & White Collar Crimes following a disaster!

Detect and Deter Fraud, Scams, and Embezzlement:

Control Building Access after a Disaster!  

Take Control of Administrative Access Codes!

 

 

Thank You for the helping hands!

By:

Rich Woldt CPP, CFE
CEO: The Risk Management Learning Center
Licensed Private Detective
 Homeland Security Instructor - ACFEI – Level III
Instructor: Incident Command System (ICS) & National Incident Management System (NIMS)

 Thank you Emergency Government, Law Enforcement, Fire Departments and Volunteers, Veterans, our business community, and all other responding agencies and residents for the helping hands you continue to offer the victims of Hurricane Katrina. You’ve all made us very proud! Katrina was, God willing, a once in a life time event for our country. She devastated over 90,000 square miles not once but in waves; starting with the wrath of a class 5 Hurricane, than levee breaks and “explosive” toxic waste water, than victim on victim aggression, public ridicule and the most unfortunate political finger pointing. What next? What went wrong? It will take years to sort it all out. For now, we must regroup, focus on rescues and recovery and move forward. I offer the following Incident Command System (ICS) update to help us regroup, fine tune our response and move toward recovery. Throughout the document, I’ve attempted to introduce procedures and processes recommended by the National Incident Management System (NIMS).    

Following their emergency operations plans, government officials surveyed the damage and set “the tone from the top” declaring the disaster and authorizing “whatever response assets were needed would be made available.” Next, response personnel and resources were made mission ready and positioned in staging areas within striking distance yet out of harms way. This is where the process appears to have broken down. Some staging areas were not out of harms way and some found themselves incredibly short of resources, resulting in a breakdown in ordering and distribution systems. Not unlike 9-11, Katrina gave us an advance lesson in ICS Staging Area management. Responding to 9-11 we learned that rushing to respond endangers first responders and can destroy responder assets. We learned it again in Kentucky when a bogus anthrax scare eliminated over 30% of police, fire, and hospital response assets within 20 minutes because responders failed to follow what we now consider National Incident Management System (NIMS) procedures. Staging for a level 5 Hurricane requires greater geographical spacing than when staging for a localized tornado, flood, or terrorist attack.    

The only villain in the Gulf was Katrina. She threatened, she pounced and she traumatized our country. If there is a bright side, she taught us much. Next time, we’ll be more willing to evacuate. Next time we’ll have more responders trained in the National Incident Management System. Before she returns we’ll invest in environmental changes that might replace barrier reefs and we’ll adopt construction standards similar to those upgrading buildings along the Florida coast and Federal buildings since the bombing in Oklahoma City. We Americans are a hearty bunch. We’ll recover and move on. For now, let’s be good to our neighbor’s, good to ourselves and good to all those making a good faith effort on our behalf.

 Following with permission to reprint is our Risk Management Learning Center update on the ICS   for Hurricane Katrina. (This can be downloaded from my RMLC web site)

 Rich Woldt CPP, CFE
CEO: The Risk Management Learning Center

This is a review of the Incident Command System (ICS) and The National Incident Management System (NIMS) response issues relative to Hurricane Katrina – Issued by the Risk Management Learning Center

9-11-05

Please use this review of ICS processes when briefing others and during changes in Unified Commands. Post it at your Emergency Operation Center (EOC) and reprint it as a training handout. Remember to begin your briefings and debriefings with a Thank You for a job well done! (Note: This handout can and should be personalized for your Community, County, Parish, Region, District, Municipality, and State recovery personnel.)

Rich Woldt CPP, CFE, – Instructor:  NIMS - Homeland Security – Contingency Planning, Security & Risk Management

 

Response to Katrina – What went wrong?

 The finger pointing is a normal reaction during and after every traumatic incident. It’s driven by the scope of the incident, number of victims, and perceived inability to respond as quickly as might be expected. Hurricane Katrina, while predicted days in advance, was no more expected by those choosing to stay in New Orleans than an earthquake is expected by those living in San Francisco. Those who think they could have done a better job evacuating New Orleans might consider an attempt to evacuate San Francisco before the next inevitable earthquake. There are still residents refusing to leave the flooded, toxic waste infected, gulf coast. One of our first process improvements must be to update our national evacuation policies and procedures.   

 Trauma Management – Principles, Performance, and Practices:

 

Thank everyone for the helping hands they’ve extended to victims along the gulf. All responders need to hear: “Whatever you’ve done and continue to do is helping victims reduce their fear and guilt while they regain their sense of being in control over a very traumatic disaster.” Remember, the universe of victims includes all children. Avoid focusing them on Katrina and when their in ear shot talk about the positive progress being made by rescuers and all responders.   

Psychologists tell us the three emotions that impact victims during every disaster are guilt, fear, and a sense of being out of control.  We all feel guilty when we see someone in need and can’t reach them in time. This is particularly true for those responsible for a safe and healthy environment and the first responders called on to make quick damage assessments, estimate the scope of the disaster, and launch an appropriate response.  It’s also true for the volunteer or neighbor who looses a grip on a survivor at the last minute or the fireman who missed a victim during a frantic search. Victims also feel guilty when they’re forced to leave family, friends and neighbors behind in harms way. Most Post Traumatic Stress suffered by war veterans can be traced back to the guilt they had when they were forced to leave a command under siege. 

 So what’s the cure? What can we do to reduce guilt while encouraging process improvements? Surround yourself and others with non-judgmental listeners. Avoid those saying “You should have” or “Why didn’t you!”  Encourage those who are out of line to follow Incident Command System (ICS) recommended processes so their efforts will be more productive and benefit more victims. Be good to yourself. Compliment yourself and others while working through recovery. Learn from your experiences and share your experience with others.   Remember, we are all in this together. We’re all victims on our way to recovery.

 Fear is driven by not knowing what to expect. As soon as possible, let the victim know help is on the way and what the next step might be to get them out of harms way. Give them something to do. Just saying, “Hold on!” or “Reach out!” let’s them know what to expect and gives them a sense of being in control of their future. Think about the last time you worried about anything and how good you felt when you got some feedback about the situation. Continue to provide victims with feedback about the recovery process.

Our sense of being in control increases the more we’re involved in our own recovery. Focus on keeping the victims involved in the recovery process. Most victims recover faster when they feel they are heading home with hammer, nails, and blue prints than when they’re sitting in a recovery facility out of harms way.

 As you review the Incident Command System (ICS) structure and response processes, consider what you might do to reduce the trauma (guilt, fear, sense of being out of control) associated with Hurricane Katrina.   

 The Incident Command System (ICS) & National Incident Management System (NIMS)

 The Incident Command System (ICS) and National Incident Management System (NIMS) are management systems that have been evolving since the 1940’s. These systems where originally designed to manage the hundreds of divers resources needed when fighting forest fires that spread across department jurisdictions and government’ boundaries. It soon became obvious as responding agencies specialized and communities signed a variety of mutual aide agreements that some pre-determined management structure was needed to reduce the confusion and trauma present during any response to sudden and unexpected events. NIMS dates back to the 1970’s and soon after 9-11 the Department of Homeland Security and Emergency Government adopted NIMS as a national standard. As it evolves it is becoming required training for all law enforcement, fire departments, emergency governments and Homeland Security personnel. While not required, NIMS will influence the anticipated response expected from our schools, hospitals, and communities at large in the future. The private sector through business and trade associations are encouraged to have at least a basic understanding of Incident Command System (ICS). 

The Concertina Effect: 

Every incident has one “Incident Commander (IC)” who takes command when arriving on the scene. Most Incident Command System (ICS) trained agencies require the first responding officer to take command when making the first radio contact. The goal is to initiate the Incident Command System (ICS) quickly so if and when the incident grows all responders will know who is in charge and the Incident Command System (ICS) structure will easily expand. Because the Incident Command System (ICS) is modular it can expand and contract as needed. This is referred to as the “concertina effect.” While the response might move from a Single Command to a Unified Command when the incident encompasses more than one agency, or more than one jurisdiction, or more than one level of government or any combination of these, there is still only one Operations Section, Planning Section, Logistics Section and Finance Section. The goal is for everyone to come to the incident with knowledge of the ICS so their Incident Commander can integrate his or her command into that of the governing Incident Commander.  Following is the basic “Unified Command” structure used during the Oklahoma City bombing, WTC attacks, hurricanes, tornados, earthquakes, fires, and terrorist attacks since the late1980s. 

Incident Commander: There is one “Incident Commander (IC) for each incident so all coordination flows to one person authorized to act. The IC should be the one most familiar with the incident. If needed, the IC designates three Command Staff. “Safety” monitors the scene to ensure its safe and all responders are qualified, equipped and ready to roll, “Information” handles the media and makes sure everyone is informed of facts as they unfold. “Liaison” coordinates responding agencies when the IC moves from a “Single Command” to a “Unified Command.” 

Operations: Sets up staging areas to assemble response assets and coordinate personnel when the IC requests a “strike” or “mission” operation. For example, a SWAT team might have to strike first to stop a sniper, followed by firemen, EMTs, and transporters on a mission to rescue the injured, followed by engineers and contractors to rebuild the area.

The operations section carries out the tactics necessary to achieve the strategic objectives given by the incident command or unified command.

Staging Area(s): Staging areas are used to inventory response assets and assemble personnel at a safe and secure distance from the “Hot Site.” Staging areas are used to equip, coordinate, brief, and deploy response personnel.   

Planning: “Strategic” and “Contingency” planners write “incident action plan(s)” for the duration of the incident based on the incident goals and strategic objectives determined by the incident commander or the unified command. Based on damage assessments and reports from Operations, plans are written for the next operational period which may be 8, 12, or 24 48 hours. During major disasters such as the Oklahoma City bombing, 9-11, and Hurricane Katrina, long range recovery plans for the next 6 to 12 months might be proposed.

Logistics: First determines where the Emergency Operation Center (EOC) and Staging Areas should be located and than makes sure they are properly equipped and ready to occupy. This included providing appropriate table space for Operations, Planning, Logistics, Finance, and other EOC personnel, a separate media briefing room and secured communication links. In addition to monitoring victims, Logistics is responsible to provide housing, food, training and incident supplies for all responders. 

Finance: Someone eventually will be asked to pay for the time, and equipment lost or damaged, personal injuries, property damage, etc. Finance is responsible for maintaining personnel records, negotiating mutual aid contracts, coordinating government assistance programs, and assisting with insurance claims and other financial maters requested by the Incident Commander.

NIMS’ Response Processes: Fast, effective, complete and successful recovery depends on an immediate response that’s appropriate to the incident. Following is a list of recommended action we’ve learned during our NIMS directed response to the Oklahoma City bombing, 9-11 terrorist attack, Hurricanes Ivan, Emily, and Katrina, Tornados in Wisconsin, a train wreck and BLEVE (Boiling Liquid Expanding Vaporous Explosion), and earthquakes in California. Post them on your Operations board at the EOC: 

Note to reader: The following are provided only as a basic guide for those responding to Katrina. Any reference to the National Incident Management System (NIMS) published in March of 2004 is coincidental and is not implied to be NIMS adopted protocol but rater generally excepted Incident Command System response procedures.   

Refer to Module 6 “Common Responsibilities” of the National Wildfire Coordinating Group curriculum for additional response recommendations.

1.       Reporting Instructions: Get ready, get set, confirm contact numbers with the EOC, (unless specifically assigned to the Emergency Operations Center (EOC), resources will report to someone in the ICs structure rather than the Emergency Operations Center (EOC) but don’t report to Operations until summoned by the Incident Commander. Too many, too much, too soon can add to the confusion, block critical equipment from reaching victims and waste valuable time and resources.

a.       You’ll be contacted by Logistics when they’re ready for your arrival. When you’re called, report to your assigned staging area with:

                                                                                       i.      A printed inventory of recovery assets you’ve brought,

                                                                                     ii.      a list of your qualifications, and

                                                                                    iii.      personal identification, to include pictured IDs,

                                                                                   iv.      list of medical limitations and

                                                                                     v.      an adequate supply of medications for at least 14 days.

                                                                                   vi.      You will be logged in, briefed and assigned to duties by the staging area Operations Chief.

2.       Dress For Success: Personal preparation is most important. Depending on the nature of the incident, anticipated weather, climate, duration of the event, etc., pack:

a.       Appropriate clothing, work shoes, gloves, eye protection, head gear, and personal items such as extra glasses, flash lights and batteries, water packs, back packs, sun screen, chap sticks, etc. 

3.      Family Briefings: Before leaving home, hold “Family Briefings” to ensure everyone is aware of where you’re going, what you’ll be doing, how to contact you while gone, and when you estimate you’ll be home.

a.       Arrange to call a designated telephone number that is equipped with an answering machine at a specific time each week to report your status to an adult family member.  

4.       Transportation to Staging Area: Unless instructed by Operations, plan to use provided transportation to the staging area. Avoid showing up in vehicles not specifically designed or equipped to be used by Operations. Car pool when possible to avoid adding parking, fueling, and maintenance concerns to Logistic

a.       If your vehicle will be used by Operations, it will be inspected by security before being introduced into the pool.

b.       Depending on its use (medical evacuation, mass transport, law enforcement, etc.) it will be logged into Operations, a vehicle ID and usage tag will be affixed to the front window (lower right) and assigned to a route.

c.       If you’ll be the driver, you’ll also be searched by security and given an arm ban or ID badge.

d.       Remember to bring extra copies of your medical limitations list and medications so Operations can respond to your special needs when requested.

e.       Place confidential medical information in a sealed envelope with your signature over the seal. The envelope will only be opened if needed by triage personnel. You’ll get the sealed envelop back when you log out of Operations.

5.       Law Enforcement: If you’re responding to Operations as part of Law Enforcement, be prepared to provide:

a.       Identification, badges, rank, position, job experience, etc.

b.       Also be prepared to brief the Operations Chief on your Department’s policy regarding the “use of deadly force.”

c.       Also, have ready an inventory of weapons and specialty police equipment you plan to carry during any strike or mission during recovery.

d.       Remember to bring extra copies of your medical limitations list and medications so Operations can respond to your special needs when requested.

e.       Place confidential medical information in a sealed envelope with your signature over the seal. The envelope will only be opened if needed by triage personnel. You’ll get the sealed envelop back when you log out of Operations.

6.       Fire Fighters and EMTs: If you’re responding to Operations as a fire fighter or EMT, be prepared to provide:

a.       Identification, badges, rank, position, job experience, etc.

b.       Also be prepared to brief the Operations Chief on your Department’s policy regarding response processes and procedures. 

c.       Also, have ready an inventory of specialty fire fighting equipment you brought or are trained to operate.

d.        Remember to bring extra copies of your medical limitations list and medications so Operations can respond to your special needs when requested.

e.       Place confidential medical information in a sealed envelope with your signature over the seal. The envelope will only be opened if needed by triage personnel. You’ll get the sealed envelop back when you log out of Operations.

7.        Transportation: If you’re responding to Operations planning to take part in “Transportation” or “Evacuation” be prepared to provide:

a.       A pictured ID, driver’ license(s) appropriate to vehicles you might be asked to drive (CDL, HAZMAT, etc.).

b.       You will be briefed on evacuation routes and transportation procedures. For example, Operations might assign you to a counter clockwise route going one-way in and out of the “Hot Zone.” Remember to stay far right to allow vehicles to pass on your left. Park close to curbside at loading points numbered to correspond to your vehicle.

c.       Expect Transportation to be scheduling vehicle types along your route depending on victim needs. For example, your bus might be scheduled to follow an ambulance and a flat-bed truck will be scheduled behind you. The goal is to load injured first in ambulances, than elderly in busses and finally the more mobile on trucks.

d.       If your vehicle breaks down, pull far right and flag down the next similar vehicle.

e.       Use your cell phone or radio to report to Operations. Provide them with your specific location, the time, description and identification of your vehicle, your opinion of what’s wrong, and any special victim needs. Request an estimated time when another vehicle will be dispatched.

f.        Caution: There is an inherent danger when entering the Hot Zone with a vehicle desperately needed by victims during an evacuation. You will be subject to intimidation and the possible hostile take over of your vehicle. Operations will attempt to anticipate such danger and provide you with an armed escort. However, should it happen, don’t resist, but rather transport them as directed and report in as soon as possible to Operations. Your vehicle will have to be inspected for physical damage, biological hazards, etc. before being put back into service. Note, vehicles going into a hostile environment should be monitored by passive GPS tracking systems.

g.      If you are forced to transport beyond designated routes or outside the recovery zone, report specific routes taken, stops made, businesses visited, etc., to Operations immediately. Any vehicle or personnel leaving the Recovery area without being inspected poses a potential health hazard. Transporting victims, property or personal items from the Hot Zone without inspections and decontaminations significantly endangers anyone who comes in contact with your vehicle. It might be better to intentionally disable your vehicle than to allow it to be used.

8.       Special Operations: Includes SWAT, HAZMAT, Helicopter Rescues, Water Search and Rescues, etc. Special training is required to safely perform these operations. Report your qualification and experience to the Incident Commander and Operations Chief as soon as possible.

9.       Special Services: Most disasters require the support of specials services such as electricians, plumbers, carpenters, tree trimmers, landscape architects, bankers, claim adjusters, etc. Report your special skills and talents to the Incident Commander and Operations Chief as soon as possible.

Note to reader: Terminology used in this paper i.e. strikes, missions, hot zone, recovery zone, and back to normal zone are used similar to the site terminology used by fire departments when responding to a hazardous materials incident ( hot zone, warm zone and cold zone) or law enforcement response to a crime scene (inner and outer perimeter) etc. When sharing this information, use the terminology that best fits your incident command.

Mission Strategies: The following mission strategies come from Operations during 9-11, Hurricanes Ivan and Emily, the Oklahoma City bombing, and various Tornado recoveries using the National Incident Management System. 

Strikes and Missions should travel in and through the Hot Zone. On the inbound, in the “Recovery Zone,” rescuers are equipped, briefed, and made mission ready. After operating in the Hot Zone, they are debriefed, decontaminated, and provided rest and recuperation in the Recovery Zone before moving through the “Back to Normal Zone” and back into the recovery cycle.  

2.      During a NIMS Operation recovery personnel and assets are inventoried into and distributed from staging areas in the “Recovery Zone.” During evacuations, victims receive physical and emotional triage in the recovery zone before being temporarily relocated in the Back to Normal Zone.

3.      All victims should be processed through the recovery zone so they can be tracked by the Red Cross. When they’re cleared into the Back to Normal Zone, they should have pictured IDs, a record of medical clearance, and if time permits, a Law Enforcement back ground check. This will speed their integration into receiving communities and provide advance information for law enforcement, school officials, community leaders and neighborhoods preparing for their arrival. Focus processing on medical needs first, than financial, and if time permits on social needs to include pre-qualifying children for schools and adults for employment. The goal is to provide welcoming communities with as much as possible so they can meet the bus and welcome victims by name while handing them a schedule of settlement options. All this will add to the victim’s sense of being in control, reduce their guilt for being dependent on strangers, and eliminate some fear they have of the future. Thank them for selecting your community and as soon as possible introduce them to business leaders and associations, veteran’s organizations, social groups, etc. Get them involved in their own recovery through scheduled meeting on Katrina recovery efforts. Provide them with a list of all efforts being made within your community and put them in contact with the Incident Commanders for each group. Your goal is to keep them in contact with their home town and ready them to return as soon as possible.

ü      Keep standard Incident Command System (ICS) daily logs for future review and process improvement. As soon as victims are cleared into the “Back to Normal Zone,” forward a copy of your tracking and victim clearing records to the appropriate State Incident Commander of Emergency Government.


 

Risk Management – Managing the “pure” and “speculative” risks created by any sudden, unexpected, life threatening event!

The Incident Command System (ICS)  provides the structure and control needed to rescue victims and ensure an efficient response. How quickly victims are reached and how quickly they recover depends on the scope of the incident, percent of responders familiar with the Incident Command System (ICS) , and your ability to manage the pure and speculative risks created by the incident. Pure risks only create loss. Speculative risks offer a chance for gain but could result in a loss. For example, hurricanes, tornados, terrorist attacks, and auto accidents are all pure risk that when they occur result in both physical and emotional loss. Managing the risk of looters after Katrina is a primary reason victims refused to evacuate. The impulse act of giving after disasters increases your speculative risks. Expect increased internet frauds, credit card scams, phishing and pharming, attempts, money laundering, forgeries, and embezzlements. Expect criminals to play on your guilt, fears, and sense of being out of control to lower your defenses and encourage impulse giving. Share your knowledge of the Incident Command System (ICS) with your local law enforcement, fire fighters, schools, churches, and business community. Encourage them to register all their efforts to assist victims with their local Director of Emergency Management. That will help document their giving, place them in the national NIMS Operations Staging Area, and ensure the greatest benefits reach the victims who are most in need.     

Where do we go? What do we do? How do we get started?

I suggest you visit the National Emergency Resource Registry at: https://www.swern.gov/.

Next go to the Red Cross web site at: http://www.redcross.org/ and consider volunteering.

And than, visit your local Red Cross through: http://www.redcross.org/where/chapts.asp  

to donate at: https://give.redcross.org/donation-form.asp?hurricanemasthead.

You can help victims locate family through: http://www.familylinks.icrc.org/katrina

You can gain more information about the Incident Command System (ICS) and the National Incident Management System (NIMS) at; www.fema.gov/nims

Visit any major news media and trade association web sites for links to victims in need. But, beware of criminal phishing and pharming. Phishing involves criminals placing look-a-like web sites on the web to capture credit card numbers and personal access codes they’ll use to divert donations to their accounts. Pharming is an extension of phishing that leads you through a variety of links to their accounts. 

NIMS works for individuals, business, associations, groups, industries, communities, cities, counties, states, or countries. Benefits include: Better communications because everyone uses the same terminology and speaks the same “system” language. Operation’s missions are focused and effective. Planning ensures everyone is on the same page and moving in the same direction. Logistics ensures safety and appropriate care for responders, and Finance tracks the cost and ensures the bills will be paid. Complete recoveries depend on reliable communications, systematic planning, dependable logistics, and managed financing. The National Incident Management System works. Let it work for you! Share your knowledge of NIMS with others. 

 

 

 

Incident Command System Staging Areas - Resource Management

 There are four Resource Management principles: First Plan; plan to evaluate the situation, determine your objectives, select a strategy, and decide what resources will be needed. It’s been said, “If you fail to plan, you plan to fail.” Second Organize; that is “formalize” relationships between responding agencies so you know who’s responsible for ordering, how resources will be ordered, and who’s authorized to make “single point” and “multipoint orders.” Third Direct; establish directions so each responding agency have one spokes person authorized to assemble, equip, brief, and deploy their agencies’ personnel and response resources. Fourth Perform; agree to performance standards in order to effectively control any task or mission launched from the staging area. Finally, have a “demobilization” plan ready to release staging area resources, deactivate personnel, and shutdown the staging area.  

Staging Areas are established for a “current operational period,” to provide a reserve force for contingencies, and to form a Task Force and/or Strike Teams. The Incident Commander (IC) will advise who will be needed and when. The Staging Area Manager will determine the scope of the operation and how resources will be deployed.   

Personnel will be assigned to functions based on their experience, training, and past performance. It is the responsibility of the Staging Area Manager to periodically inform the Operations Chief as to the number and kind of resources that are available and what’s mission ready, the status of communication systems, the minimum resource levels established by Incident Command, how to obtain additional resources if needed, the expected duration of the incident, and what might be needed from Logistics.

The Operations Section Chief will designate how and who will be responsible for clearing and inventorying responding personnel and response resources into the Staging Area. This is particularly important when responding to a hostile incident or when a terrorist attack is suspected. Staging area inventory records and logs will be maintained and periodically reported to the Incident Commander, Logistics Section Chief, and Supply Units. The Incident Commander will authorize who will single and/or multipoint order response resources following agreed upon Incident Command System policies, procedures and processes. Typically, the Incident Commander, Logistics Section Chief and Supply Units are authorized to order response resources. Equipment resources include both the equipment and personnel to operate the equipment. It is assumed the equipment operators will arrive at the Staging areas trained and qualified for the tasks or missions requested by the IC. This includes aviation and special operations equipment. equipment. During a large scale incident, Planning will write “demobilization plans” for all staging area personnel, equipment, and supplies; highlighting demobilization priorities and procedures.

Staging Area – The Location and the Zoned Defense

Staging areas will be located in what’s commonly referred to as the “Response or Recovery” zone. Law enforcement, fire fighters, and your agency might have another term for this zone, so don’t be confused by terminology. It’s an area similar to the “demilitarized” or “buffer” zones established after a war between neighboring countries. It’s where responding resources are assembled and made mission ready, and where victims coming out of the ‘Hot Zone” can be triaged, decontaminated, and documented before moving into the “back to normal” zone. A failure to properly process victims moving through the Response and Recovery zone can significantly endanger those in the “back to normal zone.”

Note to reader: The ultimate goal is to reclaim the “Hot Zone” and return it to a “Back to Normal” zone for victims. Those victims who are housed in the Response & Recovery zone, kept well informed of progress in the Hot Zone, and who take an active role in the Staging Area response will tend to recover faster than those who are too far removed from the incident. That is why tracking of victims by the Red Cross and involving them in recovery efforts are most important. Text Box: Staging Areas should be on the “Inbound” side of the Hot Zone

Text Box: Food and medical supplies flow into staging areas.

 


 

Resource Report and Inventory Logs

 

Recovery resources must be inspected and inventoried into the staging area. This is especially important when “staging” after a terrorist attack. A favorite terrorist’ ploy is to strike a target and than attack responding assets at the Staging Area. When delivering resources to a staging area, be prepared to provide an inventory list (example below) indicating not only what’s being delivered but where it’s coming from, where it was assembled and packaged, and who can be contacted to confirm delivery. Call back procedures should be followed, to include following “key code” inventory verifications during a National crisis.

Inventories should include the type and quantity of each resource, information about who sent them, where and when they were assembled and packaged, and contact information to include first and last names, telephone and fax numbers, name and address of sponsoring organization, date and time shipped and received into the staging area. Key code call back procedures should be followed during a National crisis and when it’s requested by the Staging Area Manager or Operations Section Chief.  

When possible, email the inventory to the Incident Commander alerting him or her to the shipment so they might be ready to process it when it arrives. Estimate the time of arrival. Also, email a copy to your local Director of Emergency Government and back-up to make sure they are aware of your shipment before it leaves home. There might be a priority requests already on file from the Incident Commander and your shipment can be consolidated to reduce shipping costs and inventorying upon arrival. Following is a completed sample Inventory Log and blank copy you can use as you see fit:

TO: Ann DeMeuse - Director of Emergency Management Demeuse@co.door.wi.us

Cc: Mr. Richard Burress - Emergency Services Director rburress@co.door.wi.us)

 Resource Report and Inventory Log                                    This Order # 91105a

 

Sent From: Sturgeon Bay, WI 54235                            Ref IC Request Order#:  #91105

Requested by: Katrina IC through Atlanta Staging Area   Requested when:  9-20-05

Radio Frequency: FM channel 6 Atlanta PD

 

Date & Time Sent: 9-25-05 10 a.m.                          Estimated Arrival Date: 9-28-05

 

Sponsoring Organization: Corpus Christi Catholic Parish

Web Address: www.corpuschristiparish.us/

Email Address: 24 N. Elgin Ave., Sturgeon Bay, WI 54235

Contact(s): Father Anthony Birdsall or Deacon Paul Zenefski

Telephone #(s) 920-743-4716 or 920-743-4137

Fax #(s) 920-743-4144

Physical Assembly and Packaging Address: Church Social Hall, 801 W. Juniper St.

Driver(s) Terry Vogel

Cell Telephone #(s) 920-746-2400

Fax #(s) 920-746-2401

 

Resource

Name or Type

Quantity

Identity Given

Cleared by:

Fireman

John Jones

1

Armband #23

J.R. Ewing

Clothing

Children

124 pants

145 shirts

55 pair socks

Shelf #74 & #75

Ann Walk

Flash Lights

2 D Cells

100

Bin #155

Ann Walk

Electrician

Bill Jones

1

Armband #24

J.R. Ewing

Plumber

Tom Jones

1

Armband #25

J.R. Ewing

Note: This is only a sample form. Contact your local Department of Emergency Government and request their advice as to when, how, and where you should report your recovery efforts and recovery resources offered or delivered to an Incident Commander.

TO: Local Director of Emergency Management -

Cc: Local Director of Emergency Services -

Resource Report and Inventory Log            This Order #______

 

Sent From: __________________________________ Ref IC Request Order# ______

Requested by: ___________________________________   Requested when: _______

Radio Frequency:________________________________________________________

 

Date & Time Sent: ________________ Estimated Arrival Date: _______________

 

Sponsoring Organization:

Web Address:

Email Address:

Contact(s):

Telephone #(s)

Fax #(s)

Physical Assembly and Packaging Address:

Driver(s)

Cell Telephone #(s)

Fax #(s)

Other information you think important to the Incident: Such as additional resources on the way, resources damaged or spoiled in transit, etc._________________________

Resource

Name or Type

Quantity

Identity Given

Cleared by:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 Staging Area – Design, Development and Deployment

Staging areas must be located out of harms way, yet close enough to the “Hot Zone” to respond quickly once the Hot Zone has been defined and stabilized. Defined means the scope of the incident is apparent and a perimeter around the Hot Zone has been established. Stabilized means the Incident Commander is aware of threats to life within the Hot Zone.

During a Single Command the Incident Commander will designate the Staging Area. As soon as a Unified Command is requested, the Logistics Section Chief should identify alternative Staging Areas appropriate to the type, scope, and anticipated duration of the incident. Staging areas should have one entry point but might have multiple exits depending on the type of incident. To enter the Staging area, you should first come in contact with “Security Forces” positioned and trained to conduct inspections appropriate to the incident threat. For example, during a terrorist incident, security conducting vehicle searches must be far enough from the Staging Area entrance to detect, delay, and defend against multiple vehicle bomb attacks. During a biological hazard incident, the Staging Area must be upwind and far enough away to respond to a toxic plumb coming from the Hot Zone.

The size and surface area of the Staging Area must be appropriate to accommodate the response personnel, equipment, and resources anticipated by the Incident Commander. For example, large fire fighting equipment should be parked on blacktop or concrete to avoid getting stuck and positioned in either a clockwise or counter clockwise formation for one directional deployment. Police vehicles equipped with cameras should be parked around the Staging Area perimeter (facing out) so as to provide a line of defense, record approaching threats, and be ready for fast deployment if needed.

Decontamination stations should be located on the outbound side of the Hot Zone so victims and response personnel can be triaged before being allowed back in the Staging Area or Back to Normal Zone. Depending on the type and scope of the incident, medical triage should be located at the center of the Staging Area to take advantage of security provided and available medical personnel awaiting deployment.

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Directions for Evacuees:

The ultimate goal of any emergency evacuation is to evacuate safely, remain calm, and return home as soon as possible to find you've suffered the least amount of damage or loss. Start early to plan your evacuation. Include all members of your family and your neighbors. Discuss car pooling, routes recommended and a common destination. Establish goals and objectives as well as appropriate communication links and contact points.

Create “Controllable Crime Scenes” BEFORE you evacuate!

Discourage: Looting, Burglary, Robbery, Fraud and Embezzlement

Requests to evacuate New Orleans were ignored for many reasons. It appears one reason was business and home owners feared gangs would move in the moment they left to loot, burglarize, rob, and damage their property making it appear losses were caused by the hurricane. In fact, prior intelligence indicated gangs were equipped and ready to strike between the evacuation and Katrina making landfall. The purpose of this white paper is to offer Risk Management controls that can help reduce if not avoid looting, burglary, robbery, vandalism, fraud and embezzlement losses common during natural disasters that involve a mass evacuations. Share this white paper with your contingency planners, security officers, internal auditors, and others on whom you might depend during a mass evacuation.

Looting, Burglary, Robbery and Vandalism:

 Vandals, looters, robbers, and burglars target valuable property (currency, jewelry, antiques, art, etc.) that can be easily grabbed and carried to a collection points near the scene. The moment you hear the hurricane has reached a dangerous level, a storm warning has been issued, or evacuations might be ordered, begin to assemble property you’ll take with you and protect that which must be left behind.

1.      Deposit Currency:  Deposit all currency in the bank, credit union, or financial institution of choice and obtain a hard copy print out of your deposit receipts as well as hard copies of your monthly statements. Place them in a sealed envelope with at least 20 blank checks and take everything with you. This will provide you with a financial planning tool if needed. Also plan to take all negotiable instruments such as stock certificates, bonds, etc., and other vital papers that might be needed after a total loss. This includes taking deeds, titles, mortgage papers, and insurance contracts.

2.      Videotape Personal Property: Video all rooms to document the type, style, and condition of property that must be left behind. If time permits, make a duplicate copy of this tape and store it in a safe or vault above what’s considered the highest potential water line. This will be your backup copy in case the one take off premise is lost or destroyed. Chose a location toward the center of the building or where you would stay if you didn’t have time to evacuate. Take the original tape with you in an unmarked or coded envelope stamped and addressed to a trusted friend or relative in another state. If it is lost or misplaced there will be a chance it will be sent when found.

3.      Store Currency and Cash Item in Burglary Resistant Containers: Storage: Store all cash items (currency, jewelry, etc.,) you can’t take with you in burglary resistant containers. If you don’t own a UL listed burglary resistant safe or vault, place valuable property in lockable containers that weigh more than 500 pounds when empty or are securely anchored to the floor. When time permits, spread your property among many lockable containers. Choose containers located on upper floors and as far away from building entrances as possible. This will help protect property against the grab and run looter as well as water and wind. When possible store valuables in lockable containers equipped with a UL rated relocking device. This will help protect against forced entry and will hold the door closed during a fire or when the container falls through the floor, is blown out of the window, or is buried in rubble.  

4.      Create Inventory Lists of Safe/Vault Contents: Once containers are full and ready to be locked, inventory the contents. Make a copy of the inventory and store it on premise away from the container. Take the original inventory with you when you evacuate. This will be important when filing an insurance claim or when identifying recovered property taken either by crooks or the hurricane.

5.      Protect Recording Devices and Position Surveillance Cameras to Monitor Entrances and Criminal Targets:  If you have surveillance systems, locate recording devices out of site and if possible, well inside the building on an upper floor. The goal is to protect them from being damaged either by the hurricane or by criminals attempting to destroy evidence of their crime. Direct cameras first where criminals might enter your building and than toward their targets. The goal is to obtain a clear one inch vertical head size portrait shot of anyone leaving your building carrying stolen property. To lure the looters into the cameras field of vision, it might help to place a cash container filled ½ full with sand within the view of two or more cameras. Fast hit looters look for currency containers that can be easily carried and their weight indicates something of value is stored inside. Lock these containers so they can’t easily know they are being duped.

6.      Test all Security Systems: Conduct a test of all security systems to ensure they are working. Take special care to make sure perimeter (door contacts, window foil, etc.) and area (Infra-red, ultrasonic, microwave, etc.) and object (vault door contacts, heat sensors, sound detectors, etc.) alarms are working. Know the standby power requirements for all systems to include your surveillance system and based on the recommendation of security, zone systems accordingly. The goal is to provide a minimum 72 hours of standby power to your primary systems. Consult with security for system zoning recommendations. Make sure there is unused, preferably new, tape in video recorders and cameras are not pointed at reflective surfaces or windows that might affect picture quality. If you have the newer high tech digital surveillance systems, discuss your ability to monitor the system from a remote location. If this is possible, notify the area Incident Commander and advise your installer they might want to monitor your system from the EOC. Just before you leave lock all exterior and interior doors and windows before our leave!

7.      Draw a Building Diagram:    Depending on damage from the hurricane, tornado, terrorist attack, etc., you might not be allowed to return home or to your place of business. Before leaving, draw a map showing the most direct route from your building entrance to property you’ll need to continue business (contracts, agreements, list of service providers, etc.). The goal is to provide police and fire fighters with information they can use to better plan their response and safeguard your property until it’s safe for you to return.

8.      Create Personal Identification Packages: Provide each family member with a “personal identification package” that includes a pictured ID with physical description (age, height, weight, hair color, distinguishing characteristics such as scars, tattoos, etc.) Also, include a “medical needs form” listing medications needed, how often, and where to obtain prescription medications. Provide children with arm bracelets that can’t easy be removed indicating their name, age, home address, school, etc.) The goal is to provide adults and the Red Cross with enough information to track your children if they are lost during an evacuation. Place recent family pictures and a duplicate of each family member’s package in one envelope to be carried by the head of the household.

9.     Customize Your Contingency Plans: Too often contingency plans are outdated because employees, buildings, and operations have changed and no one remembered to adjust the contingency plans. Customize recommendations in this white paper to fit your special needs and personal situation. Create a written action plan and incorporate it into your business contingency plans. Develop your own family emergency evacuation plan from your home and place of employment. Annually, review evacuation plans suggested by you employer, local fire department, and Director of emergency government. Discuss your own “best” evacuation route from your home to a relative or friends in another state. Write your own family contingency plan and share it with your neighbors.

10.  Benchmark Your Company’s Contingency Plans: Obtain a copy of the “Paid Paranoid” by Paul Bergee and conduct your own evaluation of your business’ or employer’ contingency plan. Paul offers a number of contingency planning workshops based on his book and years of "on-the-job" experience.

 Fraud, Embezzlement, Scams & White Collar Crimes: 

Embezzlers, scam artists, and normally honest people are all motivated by economic need. Take away someone’s means of support and by definition there will be an incentive to perpetrate a scam or fraud and embezzle funds to meet their needs. Justifications will include, “Everyone is doing it, I have no choice, they owe it to me, and I’ll pay it back someday.” Embezzlers who have already begun to embezzle will make one last effort and use the disaster to cover their tracks. The following recommendations will strengthen you defense against the seasoned embezzler while discouraging an honest person from doing something illegal during a time of desperation.

1.      Take Control of Building Access:  Businesses should make sure no one person has all the keys, combinations, passwords, etc. to make it from the parking lot to the cash items stored on premise. Separating access controls so it requires more than one person will discourage a burglary, robbery, extortion, or effort to cover up embezzlements.

2.      Take Control of Administrative Access Codes: Computer, website, wire transfer, and internet banking systems are all designed and maintained by an administrator. Computer fraud such as the creation of fictitious accounts, website fraud such as phishing and pharming, wire transfer fraud such as money laundering, and internet banking fraud such as unauthorized closing of accounts, is common before during and after disasters. Business owners and internal auditors should take exclusive control of all administrative access controls during a disaster.

White collar type losses can often exceed personal property losses incurred during a natural disaster. Administrators, while they might need access to maintain your systems should not have total control over your computer, website, wire transfer, internet banking, etc., systems. Access codes should be distributed on a need to know basis and changed frequently to discourage an ongoing embezzlement. Administrative duties should be rotated on a surprise basis and system file maintenance reports should be reviewed quarterly to ensure all system changes and maintenance performed was authorized. Administrative codes should be changed before and immediately after a disaster. Special care should be taken to monitor all administrative changes made during the first ninety days after a major disaster

 ü      As we learn from our experiences, we will be adding Risk Management whit papers to our web site. Use this information as you see fit. These papers are not meant to imply that all risks or exposures to loss can or will be controlled based on recommendations made. Consult with your local risk management professional for specific direction and guidance.

 
 
 
Rich Woldt

Incident Commander

Safety          Shawn Smith
Information    Lucy Harr
Liaison            Neil Purtell
Neil Purtell
Operations Chief
Paul J Bergee
Planning Chief
Shawn Smith
Logistics Chief
Gene Quigley
Finance Chief
John Vardallas

Staging Area Director

Shawn Smith

Law Enforcement Liaison

David Koenig

Fire Department Liaison

Dr. James Black

Trauma Mgmt Liaison

Michael Koll

Fraud Investigator

Anthony Conti

SWAT & Hazmat Coordinator

John Eliason

Legal Liability

Dick Radtke Media Mgmt & Press Releases

 
David McGuinn

SD Box Security

John Vrabec

Safes, Vaults, Alarms, Surveillance   Equipment

Charles Eikel Director of Volunteers: The Red Cross, S-Army, Chamber of Com., Schools, Churches, VFW,  Business Associations, Etc.

 

 


 
Village President

Incident Commander

  Safety :           Village - Constable
  Information:   Village Secretary
  Liaison:           Village Clerk
 
Operations Chief
Village Constable
 
Planning Chief
Building Inspector
 
Logistics Chief
Appraiser
 
Finance Chief
Tax Assessor
 
Staging Area Director
Constable
 
Law Enforcement Liaison
Constable
 
Fire Fighters
Fire Chief
 
 Trauma Mgmt
 
 
Fraud Investigator
 
 
SWAT & Hazmat Coordinator
Fire Chief
 
Legal Liability
Village Attorney
  Business Liaison
President - Business Association
  Veterans
Post Commanders
  Red Cross
Doctors and Nurses
  Chamber of Commerce
   
   
   
 

 

Use this table of contents to surf through white papers:

An Introductions to The Incident Command System (ICS)

First Responder' Preparation & Reporting Instructions:

Dress For Success 

Hold  Family Briefings

Getting to Staging Areas

ICS Procedures:  Law Enforcement Fire Fighters & EMTs, Transportation, Special Operations & Special Services

Mission Strategies & Benefits

The Hot Zone, Resource & Response Zones & Back to Normal Zone

Victim' Assistance:

Where to go?

What to do? 

How to get started!

Directions for  Evacuees:

Create “Controllable Crime Scenes” BEFORE you evacuate!

Discourage: Looting, Burglary, Robbery, Fraud and Embezzlement

Deposit Currency!

Videotape Personal Property

Store Currency & Cash Items in Burglary Resistant Safes/Vaults

Create Inventory Lists of Safe/Vault Contents

Protect Recording Devices and Position Surveillance Cameras

Test all Security Systems

Draw Building Diagrams

Create Personal Identification Packages

Lock all Exterior and Interior Doors and Windows Just Before you Leave!

Customize Your Contingency Plans

Benchmark Your Contingency Plans

Read the Paid Paranoid

Detect & Discourage:

Fraud, Embezzlement, Scams & White Collar Crimes:

Control Building Access!

Take Control of Administrative Access Codes!

RMLC Risk Management Briefing on Katrina

ICS Benefits

Staging Area

Design & Resource Management

Location and The Zoned Defense

Resource Reports and Inventory Logs

Strike - Task and Mission Deployment

       
       
 

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This web site is published by Rich Woldt. For more information and the latest and greatest Risk Management support email Rich at: Rich@RMLearningCenter.com or call 608-712-7880.