EMERGENCY

MANAGEMENT

EDGARDO C. GALINDEZ, PME, PEE, MBA, PA(Res)

P.G.C. in O.H.S. – P.G.C. in C.B.R.N.E. Emergency Response
(BWC) AOSHP – (OSHC) CST – (BFP) CFSP - (DOH)FSTES Level 1 – L.S.O. Page 1
 COURSE OBJECTIVES
At the end of the seminar, the participants should be
able to:
▪ Appreciate the importance of proper actions in an
emergency for the protection of lives, property
and environment.
▪ Contribute to and effectively administer
emergency preparedness programs and exercises
aligned with the entity’s S&H policies and
objectives.
▪ Learn how to design and present an
organized emergency preparedness action plan
 OBJECTIVES
❖ To learn to identify the emergency / disaster
that might affect the community.
❖ To learn to identify the capability of the
community to respond.
❖ To learn to identify roles and responsibilities for
community preparedness
❖ To learn to develop personal and
organizational emergency preparedness plans
of action.
❖ To be able to describe functions of Community
Emergency Response Teams
❖ To be able to develop Capacity - Building
Strategies and Response Plans.
 DESIRED OUTPUT
One
• Participants will be able to respond
more appropriately and safely.
• To develop a proactive, vulnerability
Two reduction approach to disaster
management.
• To have an effective reactive,
Three humanitarian response - oriented
management of disasters •

Four
• To achieve a disaster - resilient & safer
community
 THE FINAL GOAL

A higher confidence level of

an adequate, corporate-led
and sustained capacity to
mitigate / reduce disaster risk
and to deliver a timely,
effective and appropriate
response assistance.
 SAFETY OFFICER
RESPONSIBILITIES
 Ensures employees have the knowledge
& understanding of the EAP.
 Provides leadership in emergency
situations
 Determines an evacuation assembly area
 Assesses emergency occurrence and
appropriate response actions.
 Evaluates emergency situations
INTRODUCTION :
❖ Emergencies and Disasters – at offices and plant
facilities - and their associated costs can be
devastating in terms of employee casualties, business
interruption, loss of assets, etc.
❖ Emergencies may happen in spite of preventive
measures. Management can reduce frequency of
occurrence and severity of injuries or damage with
correct identification and evaluation of hazards,
effective preparation/ planning, training, and
implementation.
INTRODUCTION :

❖ This can be accomplished by having Emergency

Preparedness Plans that will trigger Emergency
Response Procedures developed by the
organization.

❖ Effective Emergency Preparedness Planning

requires that all employees be made familiar with
emergency procedures before a crisis situation
happens.
 INTRODUCTION
Every entity is required to complete an
Emergency Action Plan (EAP) and Response
training in order to:
❖ Keep employees safe
❖ Protect the citizens and visitors that enter the
property
❖ Promptly communicate emergencies to the
appropriate responders
❖ Understand actions to take in the event of an
emergency
 MAIN OBJECTIVE
All employees must become familiar
with the elements outlined within the
Emergency Action Plan, including:
❖ The existence, elements and
guidance of the Emergency Action
Plan;
❖ Roles and responsibilities;
❖ Emergency escape routes and
evacuation rallying points.
Introduction
Why Do Emergencies Happen?

Page 11
INTRODUCTION
Why Do Emergencies
Happen?

▪ Natural disasters
▪ Accidents
▪ Deliberate acts or civil unrest
▪ Poor planning and design
▪ Inadequate operator training
▪ Neglect and deferred maintenance
▪ Act of God
➢ LOCAL HAZARD VULNERABILITY
➢ Identify most common disasters that
occur
➢ Identify possible hazards with most
severe impact
➢ Consider recent or historical impacts
➢ Identify susceptible locations in the
community for specific hazards
➢ Consider what to expect from
disruption of services
➢ Consider unavailability of immediate
response from designated agencies.
 PREPARING FOR A DISASTER
Know local hazards, alerts, warning systems, evacuation
routes, and sheltering plans
Consider important elements of disaster preparedness

Address specific needs for yourself and people you know

PREPPER’s STATE OF MIND :

IT’s THE VALUE YOU PUT

IN THE SAFETY ASPECT
AND THE ‘WHAT IF’
SCENARIO WHICH RESULTS
TO AN INCREDIBLY
TANGIBLE PEACE OF MIND
AND A PREMIUM ON THE
VALUE.
 KEY ELEMENTS OF A
DISASTER / EMERGENCY
It is relatively unexpected
Emergency personnel may be
overwhelmed
Lives, health, property and the
environment are endangered
Widespread chaos.
 EMERGENCY
PREPAREDNESS
AND
MANAGEMENT
 Disaster preparedness should
never be based on fear or anxiety,
but rather, on the logical premise
that if you know what to expect
during a disaster and you have the
essential resources needed to
survive it, there’s a very good
chance that it will not cause
lasting problems for you and your
loved ones.
The first goal of business
is to SURVIVE and the
guiding principle of
business economics is not
the maximization of profit
– it is the avoidance of
loss.
THE NEED FOR ASSESSING PRIVATE
SECTOR RESPONSE RELIABILITY

 Evaluating resources and activities

 Having the right equipment
 Training
 Budget
 Management support
 The Plan itself - Test the plan
 Drills, simulations and Scenarios
 CORPORATE MANAGEMENT
CHALLENGES IN DISASTER AND
EMERGENCY PREPAREDNESS
 Acceptance of the need to create Emergency
and Disaster Preparedness Program
 Very minimal budget allocation to conduct
acceptable response training, purchase of
equipment and creating of Emergency
Response Team
 Lack of top management support
 Lack of Training
 No Emergency Plan
 CORPORATE MANAGEMENT
CHALLENGES IN DISASTER AND
EMERGENCY PREPAREDNESS
 Acceptance of the need to create Emergency
and Disaster Preparedness Program
 Very minimal budget allocation to conduct
acceptable response training, purchase of
equipment and creating of Emergency
Response Team
 Lack of top management support
 Lack of Training
 No Emergency Plan
 Politics, Policies
and Paradigms
RECOMMENDATIONS:
 The challenge facing the emergency
management of corporate OSH needs to be
confronted to set aside political issues for the
interest of safety and preparedness.
 Consistent Policies and if there are changes it
is best to have a consultations.
 Emergency managers should act role models.
 Safety is to be in paramount .
WHAT ARE THE OBJECTIVES OF
DISASTER PREPAREDNESS?
1. SURVIVAL – This is the first and most important objective of
disaster preparedness. With sufficient preparation for the most
common types of disasters, the risk of mortality can be greatly
reduced or eliminated altogether.
2. DAMAGE REDUCTION – In some situations, you can
perform steps to reduce the overall damage to your property and
possessions. If damage to property is minimized, the recovery
period after a disaster will be easier for everyone involved.
3. FUTURE PROTECTION – If you become aware of the
potential problems that specific disasters can bring, you can start
making plans to further reduce the impact of a disaster to you
and your family. You can start creating short term and long term
goals that will lessen the difficulties associated with a natural or
manmade disaster.
The Philippines was the
most disaster-prone country
in the world for the past
century

Center for Research on the Epidemiology of

Disasters (CRED)
BELGIUM
 The Philippine Archipelago occupies the western rim of the Pacific
Ocean (Western Segment of the Pacific Ring of Fire), a most active part of
the earth that is characterized by an ocean-encircling belt of active
volcanoes and earthquake generators (faults).
Page 29
Earthquakes recur…

An average of 2.4
earthquakes everyday
or 887 earthquakes
every year

Seismological Observation and Earthquake

Prediction Division, PHIVOLCS
 •July 16, 1990; intensity 8
•1,999 dead; 3,270 injured
•P12.754B in damages
(~US$580M)

OFFICE OF CIVILDFENSE
 Earthquakes occur within
the Philippine Archipelago
every now and then mainly
because the country is
situated along two major
tectonic plates of the world –
the PACIFIC PLATES and the
EURASIAN PLATES.
 NATURAL HAZARDS
FLOODS

TYPHOONS AND STORM SURGES

EARTHQUAKES

VOLCANIC ERUPTIONS

CLIMATIC VARIABILITIES (LA NIÑA/EL NIÑO)

LANDSLIDES

TSUNAMI

GROUND SUBSIDENCE
 MAN-MADE HAZARDS

FIRE INCIDENTS
SEA AND AIR ACCIDENTS

OIL SPILL

CIVIL STRIFE

POLLUTION
(SOLID WASTE, AIR, WATER AND THERMAL)

INDUSTRIAL ACCIDENTS
(RADIOACTIVE FALLOUT, GAS LEAKS)
➢22 TYPHOONS EVERY YEAR
➢5 WILL BE DESTRUCTIVE
 ➢220 VOLCANOES
➢22 POTENTIALLY ACTIVE
➢20 TYPHOONS PER YEAR
➢5 WILL BE DESTRUCTIVE
•4th Quarter of 1998
•105,095 families affected
•P8.3B in agricultural damages
(~US$198M)
M/V Maria Carmela
ferry
7:30 AM April 11, 2002
Total Passengers - 347
45 Dead
88 Injured
January 2003 – 69 fire incidents in Metro Manila
Unexpected or unwanted event
Unplanned or unexpected occurrence that
may or may not result in personal injury,
property damage, work stoppage or any
combination thereof
…is a phenomenon that poses
threat to the people, structure or
economic assets and which may
cause a disaster. It could be natural
or man-made.
…is a sudden occurrence
demanding immediate action that
may be due to epidemics, natural or
technological catastrophes, strife or
any other man-made causes.
…are natural or man-made events wherein
communities experience severe danger and
incur loss of lives and properties causing
disruption in its social structure and prevention
of the fulfillment of all or some of the affected
community’s essential functions… Page 47
…are natural or man-made events wherein
communities experience severe danger and
incur loss of lives and properties causing
disruption in its social structure and prevention
of the fulfillment of all or some of the affected
community’s essential functions…
… a form of man-made emergency
wherein the cause and the assistance
to the affected communities are
complicated by intense levels of
political dynamics.
TYPES OF EMERGENCIES
TYPES OF EMERGENCIES

Earthquake Severe
Weather

Tsunami
TYPES OF EMERGENCIES

Explosion Fire

Chemical Spill
 TYPES OF EMERGENCIES
WORKPLACE HAZARDS

CHEMICAL AGENTS
PHYSICAL AGENTS dusts, gases, vapors,
noise, vibration, radiation, fumes, mists, etc.
defective illumination,
temperature extremes

LACK OF ERGONOMIC
PRINCIPLES
exhaustive physical exertions,
excessive standing, improper
BIOLOGICAL AGENTS motions, lifting heavy load, job
viruses, bacteria, fungi, monotony, etc.
parasites, insects, etc.
 TYPES OF EMERGENCIES

 Fire
 Medical
 Hazardous Chemical Release
 Bomb Threat
 Violence
 Weather Events
 Power/utility failure
 Natural disasters
❖ An emergency is any unplanned event that
can cause death or significant injury to
employees, customers, or the public.
❖ A sudden, unexpected occurrence
demanding immediate action.
❖ An emergency can shut down your business
or organization, disrupt operations, cause
physical or environmental damage, and / or
threaten the facility’s financial standing or
public image.
 WHAT IS EMERGENCY
MANAGEMENT?
• Is a comprehensive system set up to
address and handle natural and man-
made hazards.

• Is the process of preventing, preparing for,

responding to, and recovering from an
emergency.
 INTRODUCTION TO EMERGENCY MANAGEMENT
What is emergency management?

Emergency management is a comprehensive system set

up to address and handle natural and man-made
hazards.
 INTRODUCTION TO
EMERGENCY MANAGEMENT
Emergency management is the process of
preventing, preparing for, responding
to, and recovering from an emergency.
 INTRODUCTION TO
EMERGENCY MANAGEMENT
In an ideal world, we would practice the first two
steps, prevention and preparedness, and go no
further.

However, we need to also consider response and

recovery programs.
TYPES OF DISASTER
 RISK ASSESSMENT
ACCEPTABLE RISK
•NATURAL HAZARDS
•INVENTORY RISK
•VULNERABILITY UNACCEPTABLE RISK
•LOCATION

GOAL: DISASTER
RESILIENCE
DATA BASES COMMUNITY
AND INFORMATION

FOUR PILLARS OF
RESILIENCE

•PREPAREDNESS
•PROTECTION
•EMERGENCY RESPONSE
•RECOVERY
HAZARD, VULNERABILITY, AND
RISK ASSESSMENTS
• WHERE WILL THE NAT.
HAZARD OCCUR?
• WHEN?
• PHYSICAL EFFECTS?
• HOW BIG OR SEVERE?
• WHAT IS AT RISK?
• THE
VULNERABILITIES?
• EXPECTED DAMAGE?
• EXPECTED SOCIO-
ECONOMIC IMPACTS?
 F A C E IS THE KEY
• FACTS OF • CHANGE IN
SCIENCE AND THINKING!
TECHNOLOGY! • EFFORTS THAT
• COMMUNITY BUILD LOCAL
AND REGIONAL CAPACITY FOR
ALLIANCES! PREPARE DNESS
Walter Hays, Global Alliance for Disaster Reduction, University of North
Carolina, USA
DISASTERS OCCUR WHEN---
A COMMUNITY’S PUBLIC
POLICIES ALLOW IT TO BE …

UN—PREPARED
The worst disaster is our failure
to prepare for the worst and
plan for the above normal!
 GOAL:
FROM UN—PREPARED
TO A
STATE OF PREPAREDNESS
FOR ALL NATURAL
HAZARDS
THE GOAL OF EVERY COMMUNITY

• LESS RISK!
• PREPARED FOR
ALL NATURAL
HAZARDS
(E.G., FLOODS,
SEVERE STORMS,
EARTHQUAKES)
ELEMENTS OF RISK

HAZARDS
EXPOSURE

RISK

VULNERABILITY LOCATION
 HAZARD RISK

Anything or something A chance or probability

that can cause harm that harm may occur.
 EMERGENCY
PREPAREDNESS
 EMERGENCY VERSUS
DISASTER
EMERGENCY is an unforeseen
event that requires an immediate
action from trained personnel; an
urgent need of assistance or relief.
DISASTER is an extremely serious
state of EMERGENCY where the
possibility of loss of life, severe injury
or extensive damage to property exist. 72
No matter how committed an
industrial company may be in
terms of occupational health and
safety program implementation,
the probability of an emergency
may arise at the least expected
scenario. Should this happen, do
we know what to do? Are we
aware of our very own emergency
procedure?
EMERGENCY PREPAREDNESS

Refers to pre-
emergency action
and measures
being undertaken
to avert or
minimize loss of
life and property.
EMERGENCY PREPAREDNESS
- OBJECTIVES
• TO MINIMIZE THE POSSIBILITY OF
PANIC.
• TO ENABLE EMPLOYEES TO LEAVE AN
ENDANGERED PLACE IN THE SHORTEST
PRACTICABLE TIME.
• TO ENABLE EC EMPLOYEES TO
RESPOND IN THE SHORTEST
PRACTICABLE TIME.

75
 EMERGENCY PREPAREDNESS
- GENERAL GUIDELINES
• The assignment of Leadership &
Administration responsibilities to certain
individuals.
• Facility vulnerability analysis
• Development of emergency management,
planning, response procedures, agency
contacts, documentation, and
• Development of training drills and
updates.
 You may have the right word
meaning from the dictionary, but it
doesn’t tell you how to get out of it.
Eventually, fear will set in and
overcome…

…this incident will determine

your actions

… actions that will determine the

difference between life and
death.
Introduction
WHY DO EMERGENCIES HAPPEN?

▪ Natural disasters
▪ Accidents
▪ Deliberate acts or civil unrest
▪ Poor planning and design
▪ Inadequate operator training
▪ Neglect and deferred maintenance
▪ Act of God

Page 79
 SEVERITY OF EMERGENCY
▪ “ROUTINE” emergency (e.g., temp. power
failure, contamination, theft, minor leaks.)
▪ “MAJORr” Facilities threatened, damaged,
or destroyed. (Fire, Explosion etc.)
▪ “EXTREME” Community-wide disease,
massive pollution and/or death, volcanic
eruption, Tsunami.
 OBJECTIVES
Protection of life, property and the
environment, reduction of
vulnerability, protection of society
EMERGENCY
INSTITUTIONAL AND MANAGEMENT PUBLIC ATTITUDES
POLITICAL ASPECTS PROCESS
Legislation, organization, Hazard awareness, apathy,
attitudes, culture, finance, Vulnerability assessment, changing expectation, safety,
economic doctrine, prevention, preparedness, health and environment
political ideology response & recovery, risk perception
monitoring and evaluation

HAZARDOUS
ENVIRONMENT
Uncertainty, complexity,
unpredictability, time
constraints, change
Factors of the community which allow a hazard to
become a disaster.

Phenomenon which has the potential to cause disruption

or damage.

A Factor of hazard which allows a hazard to cause

damage.

Level of loss or damage that can be predicted from

particular hazard affecting a particular time.
• Everybody’s • Based on
responsibility vulnerability
• should be woven assessment
into the community • should be part of the
and undertaken at overall DM
all levels of both framework
GOs and NGOs • should concentrate
• an important on process and
aspect of all people rather than
development policy documentation
and strategies • should not be done
in isolation
 For an emergency preparedness
programs to succeed, it should have
the following elements:

Legal framework Public awareness and

containing, among community
others policies on DM involvement, and

Effective vulnerability Continuing program

assessment system for organizational and
human resource
development
87
 vulnerability risk assessments, plans,
reduced arrangements, training
reduce risk,
& exercises
vulnerability
& hazard

hazard/risk
analysis

mostly
back to disaster /
normal emergency

situation
“healing”, stabilized
repair,
reconstruction
& recovery no longer direct threat to
life/safety and property
➢ MITIGATION: this phase includes identifying risks and hazards likely to
affect the organization or its resources, and planning an effective strategy
for lessening the impact and severity of the event on organization
operations.

➢ PREPAREDNESS: this phase involves capacity building and includes

activities such as inventory of resources and supplies, staff training, and
actual drills.

➢ RESPONSE: this phase is divided into two parts: staff actions, and
management actions. Staff actions might include work schedules, meeting
places, etc. Management actions would include liaison with external
sources.

➢ RECOVERY: this phase might be concurrent with the response phase,

and includes actions related to loss of revenues or capital equipment,
support of staff, and community reactions.
 MITIGATION
• refers to the measures aimed at
minimizing the impact of a natural or
man-made disaster on a nation or
community in terms of casualties and
damages
• also refers to measures designed to
prevent natural phenomena from
causing or resulting to disasters or
other related emergency situations
 MITIGATION
INSURANCE
(Insurance coverage of public & private properties)

REGULATIONS
(safety regulations, land use, zoning, etc.)

CODES
(building & fire codes)

LEGISLATIONS
(local ordinances on safety of communities)

STRUCTURAL MEASURES
(Dams, Levees, flood control structures, etc.)
 PREPAREDNESS
… refers to pre-disaster actions and
measures being undertaken to avert
or minimize loss of lives and
properties, such as, but not limited to,
community organizing, training,
planning, equipping, stockpiling,
hazard mapping and public
information and education initiatives
 PREPAREDNESS
PLANS
(contingency plans, fire and earthquake plans etc.)

INFORMATION
(public information, rapid dissemination of info thru
mass media, population awareness, etc.)

EDUCATION & TRAINING

(orientation of local officials, deputized coordinators,
auxilliaries, volunteers, drills & rehearsals, etc.)

RESOURCES
(available response units, capabilities, equipment,
manpower, location, contact nos. & persons, etc.)
 RESPONSE
… refers to any concerted effort by two
or more agencies, public or private, to
provide emergency assistance or relief
to persons who are victims of
disasters or calamities, and in the
restoration of essential public
activities and facilities. Consequence
Management is the core activity under
this phase.
 EMERGENCY
PREPARATION
During emergencies, hazards appear that normally are not
found in the workplace. These may be the result of natural
causes (floods, tornadoes, etc.), events caused by humans but
beyond control (train or plane accidents, terrorist activities,
etc.), or within a firm’s own systems due to unforeseen
circumstances or events.

You must become aware of possible emergencies and plan the

best way to control or prevent the hazards they present. Some
of the steps in emergency planning include:

❖ Survey of possible emergencies;

❖ Planning actions to reduce impact on the workplace;
❖ Employee information and training;
❖ Emergency drills as needed.
EMERGENCY MANAGEMENT - PREPAREDNESS

Establishing a Preparedness Plan

An emergency preparedness plan, at a minimum

should include the following elements:
Pre-event actions to protect people, facilities
and contents
Emergency evacuation procedures and
assignments
Essential facility operations (or shut down)
procedures
Common sense based
 RESPONSE
ALERTS
(receipt and rapid dissemination of warnings to
threatened communities/populations)

NOTIFICATION
(immediate notification of response units)

THE “GOLDEN HOUR” PRINCIPLE

(the time within which lives could be saved and
injuries minimized)

CONSEQUENCE MANAGEMENT
Consequence Management
✓ Comprises essential services and activities
required to mitigate damage, loss, hardship or
suffering resulting from disasters or
catastrophes, either natural or man-made
✓Includes all emergency measures to restore
government services to business,
communities and individuals affected by life
threatening or destructive events
✓Such services include damage and needs
assessment, emergency medical service,
population evacuation and relief, fire
suppression, and search and rescue.
 REHABILITATION
… refers to the process by which
the affected communities/areas or
damaged public infrastructures
are restored to their normal level
or actual condition prior to the
occurrence of the disaster or
calamity.
 REHABILITATION
… refers to the process by which
the affected communities/areas or
damaged public infrastructures
are restored to their normal level
or actual condition prior to the
occurrence of the disaster or
calamity.
REHABILITATION
FUNDING
(emergency funding from the Local and
National Calamity Funds and other sources)

LOANS & GRANTS

(loans & grants extended by NGOs and
international NGOs)

ASSISTANCE
(extended by NGOs , international
NGOs, foreign governments, etc.)
“ To manage effectively the
incident and mitigate the
effects of the incident ”
What if you knew that a 30-minute time
investment could make an incredible impact
on your business, your life, and your
employees lives? A recent survey found
that only half of employees feel their
company is prepared for a severe
emergency, and there's data that shows
between 40 percent and 60 percent of
businesses that have to close because of a
natural or man-made disaster never
reopen. In addition, 90 percent fail if they
don't resume operation within five days of
closing.
Whether it be a natural disaster, storm, or unexpected emergency, follow these tips
to help your business prepare for the unexpected in just 30 minutes.

1. 1. CREATE AN EMERGENCY KIT. Use a lightweight duffle bag or a

backpack to store key emergency essentials you can grab within minutes.
Your safety kit should include:
Water
First aid kit
Lighting: lantern, glow sticks, flashlights, crank lights
Spare clothing in a bag
Non-perishable food
Crank-powered cell phone charger
A file with a list of emergency numbers, recovery numbers, bank account numbers,
checkbook numbers, insurance policy numbers, and any other important
information.
All prescriptions you need
Crank-powered weather radio

1. Create an emergency contact list and establish a communication

protocol for before the emergency, during the emergency, and after the
emergency. According to a recent survey by Staples of more than 400
employees, 38 percent reported that their employer does not communicate
safety plans regularly. Make sure all employees are aware in a timely manner
of what to expect in a natural disaster or storm, and always test and discuss
back-up plans.
Whether it be a natural disaster, storm, or unexpected emergency, follow these tips
to help your business prepare for the unexpected in just 30 minutes.

3. PROTECT BOTH PHYSICAL AND TECHNOLOGICAL PROPERTY OF YOUR

BUSINESS. Be sure to have the proper equipment to ready your office for a
storm and ensure all crucial data is backed up.

4. CREATE AN EMERGENCY SOCIAL MEDIA ACCOUNT. Before an emergency

strikes, make sure your social media accounts are following important officials
and organizations. If you don't have access to television or radio, your social
media accounts will be the best way to stay informed, helping you to make
educated decisions.

5. UTILIZE EXISTING TOOLS TO PREPARE YOUR BUSINESS AND YOUR

EMPLOYEES IN ADVANCE. Going to organizations websites are very
beneficial. Their online tools, downloads, and representatives run you through
various scenarios for protecting and recovering your personnel and financial
records, equipment, inventory, etc. At the very least, do your research and get
all of the contact information you need for the organizations that can help you,
such as your insurance agent, your attorney, the Red Cross, your Internet
provider, etc. Then put that in a safe place—in your phone, with a hard copy
kept somewhere safe. That's just one less thing to do when something bad
happens.
Bob Risk is the senior strategic safety, health and wellness manager for Staples.
 EMERGENCY
PREPAREDNESS
AND
MANAGEMENT
 Develop Policy

Assess Vulnerability

Plans for Emergencies

Train and Educate

Monitor and Evaluate

PHASES OF
DISASTER
RESPONSE
1. ALARM PHASE
Human Resources
Logistics
Planning Mission
Finance Mission
Operation Mission
Incident Commander & personnel involved

2. IMPLEMENTATION PHASE
Dispatch Center
Incident type
location
safety priorities
appropriate response
dispatch assignment
Update rescuers
2. IMPLEMENTATION PHASE

Establish L A S T for the incident site

L Locate the incident
A Access the site
S Stabilize
T Transport

3. LET DOWN PHASE

All personnel will undergo Critical

Incident Stress Debriefing(CISD)
3. LET DOWN PHASE

All personnel will undergo Critical

Incident Stress Debriefing(CISD)