Template Mass Casualty Staffing and Response Plan

 

Policy: It is the policy of the (name) Dispatch Center, should its resources be overwhelmed, to have a plan, ready for implementation, to maximize staffing and have available the resources necessary to manage a sustained incident.

 

Definitions:

 

Family Plan: a plan that each staff person should have to identify the supplies and equipment necessary for the family to be on its own for at least 72 hours; the plan also should involve discussions about who will carry out family responsibilities, e.g. child care, pet care, if family members must remain at work for extended periods of time

 

Government Emergency Telecommunications Service (GETS[1]): provides emergency response personnel a high probability of completion for their telephone calls when normal calling methods are unsuccessful. (Please note that this service is not available in certain locations)

 

Liaison: a person sent to the Emergency Operations Center (EOC) by the Dispatch Center when the Mass Casualty Staffing and Response Plan is implemented to help coordinate resources between the Dispatch Center and the EOC

 

Mass Casualty Incident: This is any incident that has the potential for overwhelming the resources of a Dispatch Center.

 

Wireless Priority Service (WPS[2]): is a method of improving connection capabilities for a limited number of authorized emergency response personnel cell phone users. In the event of congestion in the wireless network, an emergency call, using WPS, will wait in queue for the next available channel. (Please note that this service is not available in certain locations)

 

Procedures: The following are the procedures that (name) Dispatch Center should have in place in regard to:

 

1.      Management of the (name) Dispatch Center during a Mass Casualty Incident

 

a.       The (name) Dispatch Center should have a plan to operate in “emergency mode”, whereby the (name) Dispatch Center will notify all callers that there is an emergency in progress and only calls that threaten life or property will be accepted

 

b.      The (name) Dispatch Center should identify

 

                                                   i.      spaces that could be made available to manage a large number of calls

 

                                                 ii.      how these spaces could be set up to make sure staff work efficiently in these spaces

 

                                                iii.      how supplies and equipment could be brought into these spaces

 

                                               iv.      which persons would be able to make calls from these spaces

 

c.       The (name) Dispatch Center should designate[3] which person(s) will assume the role of “supervisor” or “lead” for each shift during the incident

 

2.      Staffing[4] the (name) Dispatch Center

 

a.       The (name) Dispatch Center should know how many staff can be called in during an incident that will demand maximum staff

 

b.      The (name) Dispatch Center should have an up-dated list of the various communications methods (landline telephone, cellular telephone, pager, etc.) to contact these staff

 

c.       The (name) Dispatch Center should ensure that each of these staff persons has a “Family Plan” that will allow them to serve at the (name) Dispatch Center for extended periods of time in a sustained incident.

 

d.      The (name) Dispatch Center should designate a person to serve as a Liaison at the Emergency Operations Center (EOC).

 

e.       The (name) Dispatch Center is encouraged to refer all requests for public information to the Public Information Officer (PIO) so that Dispatch Center staff can devote themselves to 9-1-1 calls and the Public Information Officer (PIO) can provide messages to the public and the media.

 

f.        The (name) Dispatch Center should participate in the “Telecommunicator Emergency Response Taskforce” (TERT) so that unaffected Dispatch Centers can assist the overwhelmed Dispatch Center(s).

 

3.      Supplies for the (name) Dispatch Center

 

a.       The (name) Dispatch Center should have sufficient supplies on hand to provide for the care and hygiene of staff for at least 72 hours

 

b.      The (name) Dispatch Center should have a plan for the resupply of necessary supplies and equipment

 

4.      Communications Redundancy for the (name) Dispatch Center

 

a.       The Dispatch Center should have a dedicated line[5] that can be used for emergency purposes.

 

b.      The Dispatch Center staff should have GETS (emergency access to landline telephones) and WPS cards (emergency access to cellular telephones)

 

c.       The Dispatch Center should have agreements with the telephone company about priority repair[6].

 

d.      The Dispatch Center should have a satellite telephone, capable of transmitting voice, data and email.

 

e.       The Dispatch Center should have an Amateur (HAM) radio plan

 

f.        The Dispatch Center should have two-way radio[7] with channels programmed to work on the channels, assigned by the Incident Commander

 

 

           


Telecommunicator Emergency Response Taskforce (TERT)

 

A TERT is an organized network of trained dispatchers that could be deployed to assist a dispatch center or staff a command post in the event any of our state, county or local public safety communication centers would become compromised due to a natural disaster or terrorist event.

 

Wisconsin TERT Mission Statement

 

To provide and maintain a resource network of qualified Telecommunicators, whom are available for rapid deployment to assist Public Safety Communication Centers in times of man-made or natural disasters.

 

Need for TERT

 

Over the past 15 years, emergency responders in the state of Wisconsin have been faced with a number of disasters. The Weyauwega train derailment, the Barneveld, Ladysmith and Siren tornados, and the Watertown tire fire are just a few examples. When disasters occur, dispatchers are usually the first point of contact and must maintain communication links. However, a disaster or critical incident can strain or even overwhelm a dispatch center, threatening vital communication. A TERT would be available to augment dispatch centers where needed or provide primary communications.

 

History of TERT

 

In February of 2006, the Wisconsin chapters of the National Emergency Number Association (WI-NENA) and the Association of Public-Safety Communications Officials (WI-APCO) partnered with the Southeast Wisconsin Communications Resource/Support Group (SEWCRSG) to initiate the development of a TERT for the state of Wisconsin. A TERT steering committee was formed in March and has since been meeting on a regular basis.

 

Recognizing the important role the Wisconsin Division of Emergency Management (WEM) plays in disaster response, one of the first actions of the committee was to approach WEM in an effort to gain support for the TERT. Successful outreach efforts led directly to the development of a Memorandum of Understanding (MOU) between WI-NENA, WI-APCO, the SEWCRSG and WEM. The MOU establishes procedures and policies to guide use of the TERT for requested assistance during man-made or natural disaster relief operations. A final draft of the MOU was complete in September and it is anticipated that the MOU will be signed by all parties by the end of the year.

 

The steering committee is now moving forward with their TERT development work plan, and as they proceed, one of their main goals will be to maintain close coordination with ongoing national TERT efforts.

TERT Development Work Plan

 

1. Develop TERT Web site

2. Develop TERT member profile

3. Develop TERT training program

4. Develop TERT membership agreement

5. Develop TERT membership database

 

National TERT Efforts

 

One of the overall lessons learned from the Hurricane Katrina disaster is that first responder volunteers do not always have knowledge or capabilities expected. This applies to all response disciplines, not just telecommunicators. In response, FEMA identified the need for a responder credentialing process. Furthermore, it was determined that credentialing would be done through the Department of Homeland Security, Office of National Incident Management Systems (NIMS).

 

Through the awareness efforts of NENA, telecommunicators have been identified as a discipline that needs a credentialing program. After initial discussions between NENA and FEMA, APCO was engaged, and national TERT standards now are being developed by the two organizations under the National Joint TERT Initiative (NJTI). The NJTI is being co-chaired by Brent Lee representing APCO and Ronald Bonneau representing NENA. The NJTI will be working with existing/developing TERT programs around the country, including Wisconsin, to gain input as they move forward with their mission.

 

WI-TERT Steering Committee

 

Ø      Katie Belmore, Wisconsin Department of Transportation

Ø      Connie Catterall, Wisconsin State Patrol

Ø      Todd Lindert, Jefferson County Sheriff’s Office

Ø      Wendy Maechtle, Ozaukee County Sheriff’s Department

Ø      Heidi Mueller, City of Milwaukee Fire Department

Ø      Pat O'Connor, Wisconsin Emergency Management

Ø      Jill Raffay, Washington County Sheriff’s Department

Ø      Deborah Tyryfter, Wisconsin State Patrol

Ø      Paul Wittkamp, Wisconsin Division of Public Health Bureau of Emergency Medical Services

Ø      Al Wohlferd, Wisconsin Emergency Management

Ø      Jason Zehrung, Southeast Wisconsin Regional Planning Commission

 

TERT is in development in the following states: Alabama, Arkansas, California, Delaware, Georgia, Illinois, Louisiana, Maryland, Michigan, Missouri, Ohio, Pennsylvania, Wisconsin and always growing.

 

 

 

National Joint TERT Initiative Mission

 

Ø      Develop National Telecommunicator Profile for TERT deployment to satisfy NIMS credentialing process

Ø      Develop Typing of TERT Resource for use in the Emergency Management Assistance Compact resource guide for each state EMA

Ø      Develop Deployment Awareness Training curricula for telecommunicators

Ø      Develop Tool Kit for states interested

 

For More Information

 

Please contact Connie Catterall at connie.catterall@dot.state.wi.us

or visit www.sewcrsg.org/tert

 

 

 


[1] You may go to the following web site http://gets.ncs.gov/ to obtain information on how to obtain the GETS card.

 

[2] You may go to the following web site http://wps.ncs.gov/ to obtain information on how to obtain the WPS card.

 

[3] Union Contract terms are to be taken into consideration for these assignments.

[4] The State Expert Panel recognizes that union contracts may limit some of these activities, but encourages discussions with local union representatives to discuss what accommodations should be made in a disaster to better accomplish the goals of the Dispatch Center to protect public safety.

[5] A dedicated line is a telephone line that bypasses the PBX or the building telephone system.

[6] It the Disptach Center recognizes that it may not get priority repair service; it is encouraged to participate in Telecommunications Service Priority (TSP). A telecommunications service, such as a Dispatch Center, with a TSP assignment is assured of receiving full restoration attention by the service vendor before a non-TSP service.

[7] It is recommended that the Incident Commander assign which channels will be used during the disaster and by whom.