1、 Collection of SANS standards in electronic format (PDF) 1. Copyright This standard is available to staff members of companies that have subscribed to the complete collection of SANS standards in accordance with a formal copyright agreement. This document may reside on a CENTRAL FILE SERVER or INTRA
2、NET SYSTEM only. Unless specific permission has been granted, this document MAY NOT be sent or given to staff members from other companies or organizations. Doing so would constitute a VIOLATION of SABS copyright rules. 2. Indemnity The South African Bureau of Standards accepts no liability for any
3、damage whatsoever than may result from the use of this material or the information contain therein, irrespective of the cause and quantum thereof. ISBN 978-0-626-22255-0 SANS 10264-2:2009Edition 2SOUTH AFRICAN NATIONAL STANDARD Disaster management Part 2: All-risk emergency operation planning Publis
4、hed by SABS Standards Division 1 Dr Lategan Road Groenkloof Private Bag X191 Pretoria 0001Tel: +27 12 428 7911 Fax: +27 12 344 1568 www.sabs.co.za SABS SANS 10264-2:2009 Edition 2 Table of changes Change No. Date Scope Acknowledgement The SABS Standards Division wishes to acknowledge the valuable as
5、sistance derived from the publication, Guide for all-hazard emergency operations planning, published by FEMA, SLG 101. Washington DC. 1996. Foreword This South African standard was approved by National Committee SABS TC 223, National disaster response, in accordance with procedures of the SABS Stand
6、ards Division, in compliance with annex 3 of the WTO/TBT agreement. This document was published in August 2009. This document supersedes SABS 0264-2:2002 (edition 1). SANS 10264 consists of the following parts under the general title Disaster management: Part 1: Terminology and implementation. Part
7、2: All-risk emergency operation planning. Part 3: Hazard-specific response planning. Annex A is for information only. SANS 10264-2:2009 Edition 2 1 Contents Page Acknowledgement Foreword 1 Scope 3 2 Definition and abbreviations . 3 3 Introduction to functions 4 4 The direction and coordination funct
8、ion 5 5 The communication function . 9 6 The warning function 10 7 The emergency public information (EPI) function . 12 8 The evacuation function 15 9 The mass care function 17 10 The resource management function . 20 Annex A (informative) Legal requirements in South Africa . 24 Bibliography 24 SANS
9、 10264-2:2009 Edition 2 2 This page is intentionally left blank SANS 10264-2:2009 Edition 2 3 Disaster management Part 2: All-risk emergency operation planning 1 Scope This part of SANS 10264 covers the development of some of the more common core functions that are required for an all-risk emergency
10、 operation system, which includes the following functions: a) command; b) communications; c) warning; d) emergency public information; e) evacuation; f) mass care; and g) resources management. This standard does not cover certain essential functions, such as law enforcement, firefighting and the fun
11、ctions of other emergency services for which provisions have been made in legislation. 2 Definitions and abbreviations For the purposes of this document, the definitions and abbreviations given in SANS 10264-1 and the following definition and abbreviations apply. 2.1 Definitions 2.1.1 special needs
12、populations groups of people that require special attention in a disaster situation, such as: a) children in school and day care centres; b) the handicapped: hearing-, sight-, mentally- or mobility-impaired; c) institutionalized persons: in hospitals, mental health facilities and nursing homes; SANS
13、 10264-2:2009 Edition 2 4 d) incarcerated persons; e) transient persons: seasonal workers, hotel guests and street people; and f) language groups other than English. 2.2 Abbreviations CEO Chief Executive Officer DMC Disaster Management Centre EOC Emergency Operations Centre EOP Emergency Operational
14、 Plan EPI Emergency Public Information IC Incident Commander ICP Incident Command Post ICS Incident Command System PIO Public Information Officer SOP Standard Operating Procedure 3 Introduction to functions Disasters vary greatly in their characteristics but the consequences of most disasters are ve
15、ry similar. The same function, for example mass care, could therefore be used in most disasters. Planning based on the coordination of such functions is known as all-risk emergency planning. Functions shall be documented, which can be annexes to the EOP or stand-alone documents to which reference is
16、 made in the EOP and supplementary plans. The clauses that follow describe the main objectives of each function, the structure and layout of sections and the operational requirements for a document describing that function. Clauses 4 to 10 address the requirements for the following core functions: a
17、) direction and coordination (see clause 4); b) communications (see clause 5); c) warning (see clause 6); d) emergency public information (see clause 7); e) evacuation (see clause 8); f) mass care (see clause 9); and g) resource management (see clause 10). The fact that certain functions are not inc
18、luded in this standard does not mean that they are less important than those included. Each jurisdiction should assess its own need for functions based on the outcome of its risk assessment (see SANS 10264-1). Other functions to be considered include: damage assessment, aviation incidents outside ai
19、rport boundaries, etc. SANS 10264-2:2009 Edition 2 5 4 The direction and coordination function 4.1 Objectives Direction and coordination is a critical emergency management function. It allows a jurisdiction to: a) analyse the emergency situation and decide how to respond quickly, appropriately and e
20、ffectively; b) direct and coordinate the efforts of the various response forces within the jurisdiction; c) coordinate with the response efforts of other jurisdictions; and d) use available resources efficiently and effectively. Statutory emergency services, such as firefighting, law enforcement and
21、 medical services, usually perform admirably in emergency situations. Problems often arise in the overall management of the operation with the merging of various services, organizations and disciplines not accustomed to working together on a day-to-day basis. Direction and coordination as covered in
22、 this standard addresses all of the different activities associated with management of the response and incorporates these activities into a single function. This function may be initiated immediately upon the onset of an event, such as when an earthquake or tornado occurs, or developed gradually as
23、 a situation deteriorates, such as when a flood occurs. Direction and coordination functions and the staff assigned to them can change significantly as an event progresses through its phases from response to recovery. 4.2 Structure and layout 4.2.1 General In drawing up the procedures for a directio
24、n and coordination function, provisions shall be made for at least the following sections: a) scope; b) situation strategy; and c) operational procedures. 4.2.2 The scope The scope provides an overview of the means that the jurisdiction will use to direct and coordinate the activities and procedures
25、 described in the functions that are essential in saving lives, protecting property, and restoring infrastructure. 4.2.3 Situation strategy This section describes the circumstances that would trigger the notification and activation of response personnel. It also describes aspects that impact directl
26、y on the ability of the jurisdiction to respond to emergency situations, such as capability limitations, resource shortfalls and the availability of personnel and resources from outside the jurisdiction. The DMC should be considered within the situation strategy, as the EOC is more likely to operate
27、 on a 24/7 h basis. SANS 10264-2:2009 Edition 2 6 4.2.4 Operational procedures This section shall describe the relationships of organizations and services responsible for direction and coordination and shall include: a) the command structure, specifying who will be in charge during the operations; b
28、) the authority of, and limitations on, key response personnel such as the IC; c) how emergency response services will be notified when it is necessary to respond; d) the means that will be used to obtain, analyse and disseminate information (for decision making, requesting assistance, reporting, et
29、c.); e) the relationship between the EOC, DMC and the ICP, when applicable; and f) the provisions made to communicate and coordinate among all the jurisdictions and services that might be involved in the response. 4.3 Types of direction and coordination 4.3.1 General The emergency response command s
30、tructure shall be established before an emergency occurs. Once the response begins, there shall be no confusion about who is in charge and who reports to whom. Writing the command structure into a direction and coordination function beforehand helps to ensure that all people involved understand thei
31、r responsibilities and are ready to implement them when an emergency occurs. There are three distinct types of command structures: a centralized direction and coordination system (involving a DMC), an on-scene coordination system (involving an IC), or a combination of both. 4.3.2 Centralized directi
32、on and coordination This is the use of a DMC as a centralized management centre to facilitate policy making, coordination and overall direction of the responding forces in large scale emergency operations. The head of the jurisdiction (CEO) shall direct all response and recovery activities from the
33、EOC This method is very useful in situations where the jurisdiction has received warning of a specific threat within a given time period. In such cases there are a number of operational actions and measures that should be taken before the disaster impacts on the jurisdiction or an on-scene ICP can b
34、e established. These shall include the issuing of emergency information to the public, evacuation actions, mass care activities and the suspension of services, such as the closure of schools and businesses. The method is also useful where a large scale disaster occurs without prior warning (for exam
35、ple an earthquake). In such situations centralized direction of response services provides the head of the DMC an opportunity to: a) get a clear picture of the scope of the situation throughout the jurisdiction based on information received within the DMC; b) work closely with representatives of eme
36、rgency services and supporting organizations in order to prioritize activities based on the overall situation in the jurisdiction; and c) redirect and adjust response actions and the use of resources to meet the needs of victims and protect property as the situation warrants. SANS 10264-2:2009 Editi
37、on 2 7 4.3.3 On-scene coordination system 4.3.3.1 General The actions that minimize the impact of the event and save lives are largely performed by the responders in the field. Accordingly, in some cases an on-scene coordination system can be more effective than a centralized system. The on-scene co
38、ordination system, also known as the ICS, vests the responsibility for direction and coordination of the response actions in an individual, the IC, who has responded to the scene of an emergency. In some cases the highest ranking person from the jurisdiction on the scene, regardless of the service t
39、o which he or she belongs, shall be responsible for incident command. For example, under this arrangement a fire department official could coordinate members of the fire and police services, and personnel from the jurisdictions other departments. Incident command responsibility could change as highe
40、r ranking personnel arrive on the scene. In other cases the individual designated to serve as IC might depend on the type of event, for example where an IC is from a service responsible for that type of event in terms of legislation. Coordination shall be one of the key objectives of planning for an
41、 ICS. The mechanisms that will be used to coordinate the activities of all the different types of responders shall be established before an emergency occurs. 4.3.3.2 Advantages The ICS is a well proven international system for the following reasons: a) it is designed around sound business practices
42、that provide a common framework for emergency response; b) it places a high degree of importance on responder safety; and c) it provides a standardized means of command and coordination of the use of personnel and resources at the scene of the emergency. 4.3.3.3 Concepts and principles Concepts and
43、principles of an ICS shall include: a) common terminology; b) modular organization; c) consolidated action planning; d) integrated communications; e) unified command structure; f) manageable span of control; g) designated facilities; and h) comprehensive resource management. 4.3.3.4 Command structur
44、e The ICS shall use a top-down command structure that includes five functions: command, operations, planning, logistics and finance. SANS 10264-2:2009 Edition 2 8 4.3.3.5 Command The ICS shall require the appointment of an IC who directs and coordinates resources, including people and equipment. Whe
45、n more than one scene is involved, the IC shall coordinate activities in conjunction with the EOC. The IC shall develop a management structure based on the needs of the incident. A small, localised incident will require a simple management structure. As an incident grows in size and complexity, the
46、management structure shall grow accordingly. 4.3.3.6 Operations The operations function is directed by the Chief of Operations who reports directly to the IC. The operations function is responsible for the tactical actions at the incident site. Tactical actions are performed in accordance with an In
47、cident Action Plan (see 4.3.3.7). 4.3.3.7 Planning (Intelligence) The planning function is coordinated by the Chief of Planning who shall report directly to the IC or the control forum depending on the situation. The planning function shall be responsible for the collection, evaluation, disseminatio
48、n and use of information about the incident, as well as the status of resources used or needed at the scene. The planning section shall be responsible for the preparation of an Incident Action Plan. For small incidents this plan may be oral. Written action plans shall be used where resources from mu
49、ltiple services are being used, when several jurisdictions are involved, or when the incident requires changes in shifts of personnel and equipment. 4.3.3.8 Logistics The logistics function shall be coordinated by the Chief of Logistics who shall report directly to the IC. The logistics function shall be responsible for the provision of facilities, services, personnel, equipment and materials required on-scene, including those required for the treatment of victims. 4.3.3.9 Finance (Administration) The finance function shall be coordinated by the Chief of Finance who shal
