Plugging Into the Local Incident Command System

1. Plugging Into the Local Incident Command System Health Physics Society Midyear Meeting February 2005 New Orleans, LA Sponsored with the Assistance of the Health Physics Society Homeland Security Committee

2. Speakers Tom O’Connell MA Department of Public Health Liaison to Hazardous Materials Teams IAEA Consultant Steve Clendenin Retired Fire Captain – 26 Years Deputy Director – MA Hazmat Response FEMA Urban Search & Rescue Task Force

3. Agenda The Emergency Environment The Incident Command System Interface Programs Getting Connected

4. Emergencies – “Sliding the Pole” Two Scenarios Investigation leading to realization that something BAD is happening. Slow buildup Rapid Violent Events

5. Rapid Violent Event Mass Confusion Lack of Information Psychological impact Death Injury Need for IMMEDIATE DECISIONS The Buck has stopped with YOU.

6. WHEN THE EXPERTS PANIC-THEY CALL THE FIRE DEPT.

7. Emergency Respondersare Called - When Normal Safeguards Have Failed When Deliberate Harm is Intended Terrorism Arson Revenge / Anger Loonies

8. People You Meet at the Scene Victims Responsible Parties Guilt Fear of Litigation Desire to Minimize or Conceal Other Responding Agencies

9. People You Meet at the Scene People with Good Information People with Bad Information People with “Issues” The Problem is sorting them out

10. The Scene Are people really who they appear to be. Very much a scene that is not in control at this point in time.Are people really who they appear to be. Very much a scene that is not in control at this point in time.

13. Experts Must Understand Their Audiences Needs to be Effective

16. NIMS / ICS

17. Homeland Security Presidential Directive 5 To prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies, the United States Government shall establish a single, comprehensive approach to domestic incident management. The objective of the United States Government is to ensure that all levels of government across the Nation have the capability to work efficiently and effectively together, using a national approach to domestic incident management

18. What is the National Incident Management System, or NIMS? A system that provides a consistent nationwide approach for incident management Requires Federal, State, tribal, and local governments to work together before, during, and after incidents Involves preparing for, preventing, responding to, and recovering from domestic incidents All causes, sizes, and complexities of incidents

19. Incident Command System FEMA IS-100 MA Department of Fire Services MA Department of Public Health This is the 2003 fourth of July on the Esplanard in Boston, MA. Do you think ICS would be an effective tool to mange all of the aspects of this event? Agencies involved included Boston Fire, Boston Police, Boston EMS, FBI, EPA, MA National Guard, MA DPH, MAEMA, MA State Police,City of Boston EMA, etc, etc Unified Command was also used. The UC may be used whenever multiple jurisdictions are involved in a response effort. These jurisdictions could be represented by: Geographic boundaries (such as two states, Indian Tribal Land);Governmental levels (such as local, state, federal);Functional responsibilities (such as fire fighting, oil spill, Emergency Medical Services (EMS));Statutory responsibilities (such as federal land or resource managers, responsible party under OPA or CERCLA); orSome combination of the above. Who is in a UC? Actual UC makeup for a specific incident will be determined on a case-by-case basis taking into account: (1) the specifics of the incident; (2) determinations outlined in existing response plans; or (3) decisions reached during the initial meeting of the UC. The makeup of the UC may change as an incident progresses, in order to account for changes in the situation. The UC is a team effort, but to be effective, the number of personnel should be kept as small as possible.Frequently, the first responders to arrive at the scene of an incident are emergency response personnel from local fire and police departments. The majority of local responders are familiar with National Interagency Incident Management System (NIIMS) ICS and are likely to establish one immediately. As local, state, federal, and private party responders arrive on-scene for multi-jurisdictional incidents, responders would integrate into the ICS organization and establish a UC to direct the expanded organization. Although the role of local and state responders can vary depending on state laws and practices, local responders will usually be part of the ICS/UC.Members in the UC have decision-making authority for the response. To be considered for inclusion as a UC representative, the representative’s organization must: Have jurisdictional authority or functional responsibility under a law or ordinance for the incident;Have an area of responsibility that is affected by the incident or response operations;Be specifically charged with commanding, coordinating, or managing a major aspect of the response; andHave the resources to support participation in the response organization.This is the 2003 fourth of July on the Esplanard in Boston, MA. Do you think ICS would be an effective tool to mange all of the aspects of this event? Agencies involved included Boston Fire, Boston Police, Boston EMS, FBI, EPA, MA National Guard, MA DPH, MAEMA, MA State Police,City of Boston EMA, etc, etc Unified Command was also used. The UC may be used whenever multiple jurisdictions are involved in a response effort. These jurisdictions could be represented by: Geographic boundaries (such as two states, Indian Tribal Land);Governmental levels (such as local, state, federal);Functional responsibilities (such as fire fighting, oil spill, Emergency Medical Services (EMS));Statutory responsibilities (such as federal land or resource managers, responsible party under OPA or CERCLA); orSome combination of the above. Who is in a UC? Actual UC makeup for a specific incident will be determined on a case-by-case basis taking into account: (1) the specifics of the incident; (2) determinations outlined in existing response plans; or (3) decisions reached during the initial meeting of the UC. The makeup of the UC may change as an incident progresses, in order to account for changes in the situation. The UC is a team effort, but to be effective, the number of personnel should be kept as small as possible.

20. Why Use ICS Time Proven System of Management Standardized Approach All Hazards Concept Modular and Flexible Common Terminology ICS is: Based on common tools and knowledge. It is a management tool to effectively and efficiently organize resources and to manage and account for assets. The system Eliminates Freelancing by responders. ICS develops an Incident Action Plan for the incident. The ability to communicate with common terminology is critical.(Q08) Coordinate Delegate and Document SPAN OF CONTROL 3-7 OPTIMUM IS 5 The modular organization of the ICS allows responders to scale their efforts and apply the parts of the ICS structure that best meet the demands of the incident. In other words, there are no hard and fast rules for when or how to expand the ICS organization. Many incidents will never require the activation of Planning, Logistics, or Finance/Administration Sections, while others will require some or all of them to be established. A major advantage of the ICS organization is the ability to fill only those parts of the organization that are required. For some incidents, and in some applications, only a few of the organization’s functional elements may be required. However, if there is a need to expand the organization, additional positions exist within the ICS framework to meet virtually any need.  ICS is not: A method to take away any agencies responsibilities A method to Change the chain of command within an agency Always managed by the Fire Department Too Big or Too Small Used just by government agencies and departmentsICS is: Based on common tools and knowledge. It is a management tool to effectively and efficiently organize resources and to manage and account for assets. The system Eliminates Freelancing by responders. ICS develops an Incident Action Plan for the incident. The ability to communicate with common terminology is critical.(Q08) Coordinate Delegate and Document SPAN OF CONTROL 3-7 OPTIMUM IS 5 The modular organization of the ICS allows responders to scale their efforts and apply the parts of the ICS structure that best meet the demands of the incident. In other words, there are no hard and fast rules for when or how to expand the ICS organization. Many incidents will never require the activation of Planning, Logistics, or Finance/Administration Sections, while others will require some or all of them to be established. A major advantage of the ICS organization is the ability to fill only those parts of the organization that are required. For some incidents, and in some applications, only a few of the organization’s functional elements may be required. However, if there is a need to expand the organization, additional positions exist within the ICS framework to meet virtually any need. ICS is not: A method to take away any agencies responsibilities A method to Change the chain of command within an agency Always managed by the Fire Department Too Big or Too Small Used just by government agencies and departments

21. Common ICS Terminology Span of Control Operation Period Facilities Incident Command Post Camps Bases Staging Areas A manageable span of control is defined as the number of individuals one supervisor can manage effectively. In ICS, the span of control for any supervisor falls within a range of three to seven resources, with five being the optimum.(Q14) If those numbers increase or decrease, the Incident Commander should reexamine the organizational structure. A planning cycle is typically established by the Incident Commander and Planning Section Chief, and an IAP is then developed by the Planning Section for the next operational period (usually 12- or 24-hours in length) and submitted to the Incident Commander for approval.(Q17) Incident Location: Origin of the incident to which the ICS is responding to.Incident Base: Location at which primary logistic functions are coordinated and administered. Incident name or indicator will be added to the term "base." One base per incident.Incident Command Post: Location at which the primary command functions are executed and usually located with the incident base.  Camp(s): Camps are incident facilities where primary service and support activities are performed.(Q03) One or more established by the general staff to better support operations. Camps may be stationary or mobile. Types of camps include: Supply, medical, food, ground support, communications, and finance/administration.  Helibase: Location within the general incident area for parking, fueling, maintenance and loading of helicopters. The Base Manager - is responsible for ensuring that appropriate sanitation, security, and facility management services are conducted at the Base.The major responsibilities of the Base Manager are: Determine personnel support requirements; Obtain necessary equipment and supplies; Ensure that all facilities and equipment are set up and properly functioning; Supervise the establishment of:Sanitation facilities (including showers), and sleeping facilities; Make sleeping area assignments. Ensure that strict compliance is made with all applicable safety regulations. Ensure that all facility maintenance services are provided. The Staging Area Manager is responsible for managing all activities within a Staging Area.Proceed to Staging Area; Establish Staging Area layout; Determine any support needs for equipment, feeding, sanitation and security; Establish check-in function as appropriate; Post areas for identification and traffic control.Request maintenance service for equipment at Staging Area as appropriate.Respond to request for resource assignments. (Note: This may be direct from the Operations Section Chief (OPS) or via the Incident Communications Center.)Obtain and issue receipts for radio equipment and other supplies distributed and received at Staging Area.Determine required resource levels from the OPS.Advise the OPS when reserve levels reach minimums.Maintain and provide status to Resource Unit of all resources in Staging Area; Maintain Staging Area in orderly condition.Demobilize Staging Area in accordance with the Incident Demobilization Plan. A manageable span of control is defined as the number of individuals one supervisor can manage effectively. In ICS, the span of control for any supervisor falls within a range of three to seven resources, with five being the optimum.(Q14) If those numbers increase or decrease, the Incident Commander should reexamine the organizational structure. A planning cycle is typically established by the Incident Commander and Planning Section Chief, and an IAP is then developed by the Planning Section for the next operational period (usually 12- or 24-hours in length) and submitted to the Incident Commander for approval.(Q17) Incident Location: Origin of the incident to which the ICS is responding to.Incident Base: Location at which primary logistic functions are coordinated and administered. Incident name or indicator will be added to the term "base." One base per incident.

22. Origins of ICS State of California Late 1970s F I R E S C O P E Firefighting Resources of California Organized for Potential Emergencies Goals Fire Service Management Technology Incident Command Multi-Agency Coordination FIRESCOPE (Firefighting Resources of California Organized for Potential Emergencies) is a cooperative effort involving all agencies with fire fighting responsibilities in California. FIRESCOPE was organized after the disastrous 1970 wild land fires in southern California. The goal of this group was to create and implement new applications in fire service management, technology and coordination, with an emphasis on incident command and multi-agency coordination. This dynamic state-wide program continues to serve the needs of the California Fire Service today . Although the ICS has it’s origins in the fire services, it can be used to manage incidents such as earthquakes, hurricanes and acts of terrorism. ICS can also be used to manage large civic events such as holiday parades and celebrations.(Q05)FIRESCOPE (Firefighting Resources of California Organized for Potential Emergencies) is a cooperative effort involving all agencies with fire fighting responsibilities in California. FIRESCOPE was organized after the disastrous 1970 wild land fires in southern California. The goal of this group was to create and implement new applications in fire service management, technology and coordination, with an emphasis on incident command and multi-agency coordination. This dynamic state-wide program continues to serve the needs of the California Fire Service today . Although the ICS has it’s origins in the fire services, it can be used to manage incidents such as earthquakes, hurricanes and acts of terrorism. ICS can also be used to manage large civic events such as holiday parades and celebrations.(Q05)

23. Two Key Concepts Unity of Command You can only take orders from one person Span of Control You can only directly supervise a limited number of people

25. This chart identifies the ICS positions and the title associated with the ICS position. The last column identifies the support title that can be filled to aid the primary position.This chart identifies the ICS positions and the title associated with the ICS position. The last column identifies the support title that can be filled to aid the primary position.

26. ICS Organizational Titles Standard and Specific to ICS Positions not filled by Rank Qualified Personnel Minimizes Confusion Management Areas Position titles in the ICS system are based on the function being performed by a person in the title. (Q09) Positions are not filled by rank but are filled with individuals qualified for performing the duties within the functional title. The standardization of titles within the ICS system was developed to minimizes confusion for personnel working within the ICS structure. (Q09) Distinct titles help clarify the activities undertaken by specific personnel.(Q12) The ICS system has been developed around different management areas. Position titles in the ICS system are based on the function being performed by a person in the title. (Q09) Positions are not filled by rank but are filled with individuals qualified for performing the duties within the functional title. The standardization of titles within the ICS system was developed to minimizes confusion for personnel working within the ICS structure. (Q09) Distinct titles help clarify the activities undertaken by specific personnel.(Q12) The ICS system has been developed around different management areas.

27. Incident Commander Responsible for Overall Incident Objectives Strategies Priorities Life Safety Incident Stabilization Property Conservation The Incident Commander (IC) or the Unified Command (UC) is responsible for all aspects of the response, including developing incident objectives and managing all incident operations.Life safety. The Incident Commander's first priority is always the life safety of the emergency responders and the public. Incident stability. The Incident Commander is responsible for determining the strategy that will: Minimize the effect that the incident may have on the surrounding area. Maximize the response effort while using resources efficiently. The size and complexity of the command system that the Incident Commander develops should be in keeping with the complexity (i.e., level of difficulty in the response) of the incident, not the size (which is based on geographic area or number of resources). Property conservation. The Incident Commander is responsible for minimizing damage to property while achieving the incident objectives. As incidents become more involved, the Incident Commander can activate additional General Staff sections (that is, Planning, Operations, Logistics, and/or Finance/Administration), as necessary. The IC is faced with many responsibilities when he/she arrives on scene. Unless specifically assigned to another member of the Command or General Staffs, these responsibilities remain with the IC. Some of the more complex responsibilities include: Establish immediate priorities especially the safety of responders, other emergency workers, bystanders, and people involved in the incident. Stabilize the incident by ensuring life safety and managing resources efficiently and cost effectively. Determine incident objectives and strategy to achieve the objectives. Establish and monitor incident organization.Approve the implementation of the written or oral Incident Action Plan.Ensure adequate health and safety measures are in place. The IC is responsible until authority is delegated to another qualified person.(Q01) The IC position is always staffed.(Q04)The Incident Commander (IC) or the Unified Command (UC) is responsible for all aspects of the response, including developing incident objectives and managing all incident operations.

28. Command Staff THIS CHART IS THE DIAGRAM FOR THE SLIDE TO FOLLOW. THIS CHART IS THE DIAGRAM FOR THE SLIDE TO FOLLOW.

29. Command Staff Positions Incident Commander Safety Officer * Liaison Officer Public Information Officer Incident Commander - one per incident. Unless incident is multi- jurisdictional. Multi-jurisdictional incidents establish Unified Command with each jurisdiction supplying individual to represent agency in Unified Command Structure. Incident Commander may have Deputy. Command Staff Officer - one per function per incident. Command Staff may have assistants as needed. Agency Representatives report to Liaison Officer on Command Staff. The Command Staff is responsible for public affairs, health and safety, and liaison activities within the incident command structure. The IC/UC remains responsible for these activities or may assign individuals to carry out these responsibilities and report directly to the IC/UC.(Q06) The Information Officer’s role is to develop and release information about the incident to the news media, incident personnel, and other appropriate agencies and organizations.(Q11)The Liaison Officer’s role is to serve as the point of contact for assisting and coordinating activities between the IC/UC and various agencies and groups. This may include Congressional personnel, local government officials, and criminal investigating organizations and investigators arriving on the scene.(Q22)The Safety Officer’s role is to develop and recommend measures to the IC/UC for assuring personnel health and safety and to assess and/or anticipate hazardous and unsafe situations.(Q16) The Safety Officer also develops the Site Safety Plan, reviews the Incident Action Plan for safety implications, and provides timely, complete, specific, and accurate assessment of hazards and required controls. Incident Commander - one per incident. Unless incident is multi- jurisdictional. Multi-jurisdictional incidents establish Unified Command with each jurisdiction supplying individual to represent agency in Unified Command Structure. Incident Commander may have Deputy. Command Staff Officer - one per function per incident. Command Staff may have assistants as needed. Agency Representatives report to Liaison Officer on Command Staff. The Command Staff is responsible for public affairs, health and safety, and liaison activities within the incident command structure. The IC/UC remains responsible for these activities or may assign individuals to carry out these responsibilities and report directly to the IC/UC.(Q06) The Information Officer’s role is to develop and release information about the incident to the news media, incident personnel, and other appropriate agencies and organizations.(Q11)

30. General Staff Sections Incident Commander position is always filled.(Q04) IC responsible for the incident until authority is delegated/transferred to another person with the same or better qualifications for the position.(Q01) If IC requires to delegate authority for the performance of the functional areas, He appoints a GENERAL STAFF to manage the OPERATIONS, PLANNING, LOGISTICS AND FINANCE SECTIONS.(Q02) The General Staff includes Operations, Planning, Logistics, and Finance/Administrative responsibilities.(Q02) The Operations Staff is responsible for all operations directly applicable to the primary mission of the response.This includes developing, implementing and directing tactical operations.(Q10) The Planning Staff is responsible for collecting, evaluating, and disseminating the tactical information related to the incident, and for preparing and documenting Incident Action Plans (IAP's).(Q13)The Logistics Staff is responsible for providing facilities, services, and materials for the incident response. The Finance and Administrative Staff is responsible for all financial, administrative, and cost analysis aspects of the incident. The following is a list of Command Staff and General Staff responsibilities that either the IC or UC of any response should perform or assign to appropriate members of the Command or General Staffs: Provide response direction; Coordinate effective communication; Coordinate resources; Establish incident priorities; Develop mutually agreed-upon incident objectives and approve response strategies; Assign objectives to the response structure; Review and approve IAP's; Ensure integration of response organizations into the ICS/UC; Establish protocols; Ensure worker and public health and safety; and Inform the media. Every incident must have a verbal or written incident action plan. The incident action plan provides personnel the direction for the actions to be implemented for the next operational period.Incident Commander position is always filled.(Q04) IC responsible for the incident until authority is delegated/transferred to another person with the same or better qualifications for the position.(Q01) If IC requires to delegate authority for the performance of the functional areas, He appoints a GENERAL STAFF to manage the OPERATIONS, PLANNING, LOGISTICS AND FINANCE SECTIONS.(Q02) The General Staff includes Operations, Planning, Logistics, and Finance/Administrative responsibilities.(Q02) The Operations Staff is responsible for all operations directly applicable to the primary mission of the response.This includes developing, implementing and directing tactical operations.(Q10) The Planning Staff is responsible for collecting, evaluating, and disseminating the tactical information related to the incident, and for preparing and documenting Incident Action Plans (IAP's).(Q13)The Logistics Staff is responsible for providing facilities, services, and materials for the incident response. The Finance and Administrative Staff is responsible for all financial, administrative, and cost analysis aspects of the incident. The following is a list of Command Staff and General Staff responsibilities that either the IC or UC of any response should perform or assign to appropriate members of the Command or General Staffs: Provide response direction; Coordinate effective communication; Coordinate resources; Establish incident priorities; Develop mutually agreed-upon incident objectives and approve response strategies; Assign objectives to the response structure; Review and approve IAP's; Ensure integration of response organizations into the ICS/UC; Establish protocols; Ensure worker and public health and safety; and Inform the media. Every incident must have a verbal or written incident action plan. The incident action plan provides personnel the direction for the actions to be implemented for the next operational period.

31. Operations Section Position Title - Operations Chief Executes IAP Operations Responsible for Reports to IC Accomplishing Objectives Strategies Tactics Tasks OPERATIONS SECTION DOES THE FIELD WORK The OPS activates and supervises organization elements in accordance with the Incident Action Plan (IAP) and directs its execution. The OPS also directs the preparation of Unit operational plans, requests or releases resources, makes expedient changes to the IAP, as necessary; and reports such to the Incident Command (IC). The major responsibilities of the Operations Section Chief are: Develop operations portion of IAP.Brief and assign Operations Section personnel in accordance with the IAP.Supervise Operations Section.Determine need and request additional resources.Review suggested list of resources to be released and initiate recommendation for release of resources.Assemble and disassemble strike teams assigned to the Operations Section.Report information about special activities, events, and occurrences to the IC.Respond to resource requests in support of Natural Resource Damage Assessment (NRDAR) activities.The Operations Staff is responsible for all operations directly applicable to the primary mission of the response. The roles of the ICS participants will also vary depending on the incident and may even vary during the same incident. Staffing considerations are based on the needs of the incident. The number of personnel and the organization structure are dependent on the size and complexity of the incident. There is no absolute standard to follow. However, large-scale incidents will usually require that each component, or section, is set up separately with different staff members managing each section. A basic operating guideline is that the Incident Commander is responsible for all activities until command authority is transferred to another person.OPERATIONS SECTION DOES THE FIELD WORK The OPS activates and supervises organization elements in accordance with the Incident Action Plan (IAP) and directs its execution. The OPS also directs the preparation of Unit operational plans, requests or releases resources, makes expedient changes to the IAP, as necessary; and reports such to the Incident Command (IC). The major responsibilities of the Operations Section Chief are:

32. Planning Section Position Title - Planning Chief Develops the IAP Responsible for Reports to IC Data Evaluation Long Term Direction Technical Specialists The Planning Section Chief - (PSC), a member of the General Staff, is responsible for the collection, evaluation, dissemination and use of information about the development of the incident and the status of resources. Information is needed to: Understand the current situationPredict the probable course of incident events; and Prepare alternative strategies for the incident.   Planning Section Chief - Specific Responsibilities The major responsibilities of the Planning Section Chief are: Collect and process situation information about the incident. Supervise preparation of the Incident Action Plan (IAP).(Q13) Provide input to the Incident Commander (IC) and the Operations Section Chief (OPS) in preparing the IAP. Chair planning meetings and participate in other meetings as required. Reassign out-of-service personnel already onsite to Incident Command System (ICS) organizational positions as appropriate. Establish information requirements and reporting schedules for Planning Section Units(e.g., Resources, Situation Units). Determine the need for any specialized resources in support of the incident. If requested, assemble and disassemble Strike Teams and Task Forces not assigned toOperations. Establish special information collection activities as necessary (e.g., weather, environmental,toxic's, etc.). Assemble information on alternative strategies. Provide periodic predictions on incident potential. Report any significant changes in incident status. Compile and display incident status information. Oversee preparation and implementation of the Incident Demobilization Plan. Incorporate plans (e.g., Traffic, Medical, Communications, Site Safety) into the IAP.The Planning Section Chief - (PSC), a member of the General Staff, is responsible for the collection, evaluation, dissemination and use of information about the development of the incident and the status of resources. Information is needed to: Understand the current situationPredict the probable course of incident events; and Prepare alternative strategies for the incident.   Planning Section Chief - Specific Responsibilities The major responsibilities of the Planning Section Chief are: Collect and process situation information about the incident. Supervise preparation of the Incident Action Plan (IAP).(Q13) Provide input to the Incident Commander (IC) and the Operations Section Chief (OPS) in preparing the IAP. Chair planning meetings and participate in other meetings as required. Reassign out-of-service personnel already onsite to Incident Command System (ICS) organizational positions as appropriate. Establish information requirements and reporting schedules for Planning Section Units(e.g., Resources, Situation Units). Determine the need for any specialized resources in support of the incident. If requested, assemble and disassemble Strike Teams and Task Forces not assigned toOperations. Establish special information collection activities as necessary (e.g., weather, environmental,toxic's, etc.). Assemble information on alternative strategies. Provide periodic predictions on incident potential. Report any significant changes in incident status. Compile and display incident status information. Oversee preparation and implementation of the Incident Demobilization Plan. Incorporate plans (e.g., Traffic, Medical, Communications, Site Safety) into the IAP.

33. Incident Action Plan Every Incident - Verbal or Written Provides Direction for: Operational Period Measurable Tactical Operations Minimum of Four Elements What do We Want to do? Who is Responsible for Job? How to Communicate? Procedures for Injuries? Every incident must have a verbal or written Incident Action Plan which covers the objectives and support activities that are needed during the next operational period.(Q07) A written plan is preferable to an oral plan because it clearly demonstrates responsibility, helps protect the community from liability suits, and provides documentation when requesting State and Federal assistance. Incident Action Plans that include the measurable goals and objectives to be achieved are always prepared around a timeframe called an operational period. Operational periods can be of various lengths, but should be no longer than 24 hours. Twelve-hour operational periods are common for large-scale incidents. The Incident Commander determines the length of the operational period based on the complexity and size of the incident. A manageable span of control is defined as the number of individuals one supervisor can manage effectively. In ICS, the span of control for any supervisor falls within a range of three to seven resources, with five being the optimum. If those numbers increase or decrease, the Incident Commander should reexamine the organizational structure. Every incident must have a verbal or written Incident Action Plan which covers the objectives and support activities that are needed during the next operational period.(Q07) A written plan is preferable to an oral plan because it clearly demonstrates responsibility, helps protect the community from liability suits, and provides documentation when requesting State and Federal assistance. Incident Action Plans that include the measurable goals and objectives to be achieved are always prepared around a timeframe called an operational period. Operational periods can be of various lengths, but should be no longer than 24 hours. Twelve-hour operational periods are common for large-scale incidents. The Incident Commander determines the length of the operational period based on the complexity and size of the incident. A manageable span of control is defined as the number of individuals one supervisor can manage effectively. In ICS, the span of control for any supervisor falls within a range of three to seven resources, with five being the optimum. If those numbers increase or decrease, the Incident Commander should reexamine the organizational structure.

35. Planning SectionTechnical Specialists Certain Incidents or Events May Require the use of Technical Specialists who Have Specialized Knowledge and Expertise. Assigned Wherever Their Services are Required. In the Planning Section, Technical Specialists May Report to the Following: Planning Section Chief A Designated Unit Leader

36. Logistics Section Position Title - Logistics Chief Provides Support, Resources Inputs into the IAP Responsible for Process Requests Advise on Capabilities Report to IC The Logistics Section Chief - (LSC), a member of the General Staff, is responsible for providing facilities, services, and material in support of the incident. The LSC participates in the development and implementation of the Incident Action Plan (IAP) and activates and supervises the Branches and Units within the Logistics Section. Provides Resourses to met the objectives.(Q15) The major responsibilities of the Logistics Section Chief are: Plan the organization of the Logistics Section.Assign work locations and preliminary work tasks to Section personnel.Notify the Resources Unit of the Logistics Section units activated including names and locations of assigned personnel.Assemble and brief Branch Directors and Unit Leaders.Participate in preparation of the Incident Action Plan (IAP).Identify service and support requirements for planned and expected operations.Provide input to and review the Communications Plan, Medical Plan and Traffic Plan.Coordinate and process requests for additional resources.Review the IAP and estimate Section needs for the next operational period.Advise on current service and support capabilities.Prepare service and support elements of the IAP.Estimate future service and support requirements.Receive Incident Demobilization Plan from Planning Section. Recommend release of Unit resources in conformity with Incident Demobilization Plan.Ensure the general welfare and safety of Logistics Section personnel. The Logistics Staff is responsible for providing facilities, services, and materials for the incident response.(Q15) The Logistics Section Chief - (LSC), a member of the General Staff, is responsible for providing facilities, services, and material in support of the incident. The LSC participates in the development and implementation of the Incident Action Plan (IAP) and activates and supervises the Branches and Units within the Logistics Section.

37. Finance Section Position Title - Finance Chief Provides Support, Resources Inputs into the IAP Responsible for Process Requests Advise on Capabilities Report to IC The Finance and Administrative Staff is responsible for all financial, administrative, and cost analysis aspects of the incident.(Q19)  The major responsibilities of the Finance/Administration Section Chief are: Attend planning meetings as required.Manage all financial aspects of an incident.Provide financial and cost analysis information as requested.Gather pertinent information from briefings with responsible agencies.Develop an operating plan for the Finance/Administration Section; fill supply and support needs.Determine the need to set up and operate an incident commissary.Meet with Assisting and Cooperating Agency Representatives, as needed.Maintain daily contact with agency(s) administrative headquarters on Finance/Administration matters.Ensure that all personnel time records are accurately completed and transmitted to home agencies, according to policy.Provide financial input to demobilization planning.Ensure that all obligation documents initiated at the incident are properly prepared and completed.Brief agency administrative personnel on all incident-related financial issues needing attention or follow-up prior to leaving incident. The Finance and Administrative Staff is responsible for all financial, administrative, and cost analysis aspects of the incident.(Q19) The major responsibilities of the Finance/Administration Section Chief are: Attend planning meetings as required.Manage all financial aspects of an incident.Provide financial and cost analysis information as requested.Gather pertinent information from briefings with responsible agencies.Develop an operating plan for the Finance/Administration Section; fill supply and support needs.Determine the need to set up and operate an incident commissary.Meet with Assisting and Cooperating Agency Representatives, as needed.Maintain daily contact with agency(s) administrative headquarters on Finance/Administration matters.Ensure that all personnel time records are accurately completed and transmitted to home agencies, according to policy.Provide financial input to demobilization planning.Ensure that all obligation documents initiated at the incident are properly prepared and completed.Brief agency administrative personnel on all incident-related financial issues needing attention or follow-up prior to leaving incident.

38. Types of Incident Facilities Incident Location Incident Command Post Staging Area Camps Base Incident Location: Origin of the incident to which the ICS is responding to. Incident Command Post: Location at which the primary command functions are executed and usually located with the incident base. The Incident Command Post is positioned outside of the present and potential hazard zone and is close enough to the incident to maintain command.(Q20) Incident Base: Location at which primary logistic functions are coordinated and administered. Service and support activities such as feeding and re-supplying responders Incident name or indicator will be added to the term "base." One base per incident. Helibase: Location within the general incident area for parking, fueling, maintenance and loading of helicopters. Camp(s): One or more established by the general staff to better support operations. Camps may be stationary or mobile. Types of camps include: Supply, medical, food, ground support, communications, and finance/administration.  The staging area is a temporary location where personnel and equipment are ready for deployment and are waiting for tactical assignments.(Q18) Staging: Determine any support needs for equipment, feeding, sanitation and security.Establish check-in function as appropriate.Post areas for identification and traffic control.Incident Location: Origin of the incident to which the ICS is responding to. Incident Command Post: Location at which the primary command functions are executed and usually located with the incident base. The Incident Command Post is positioned outside of the present and potential hazard zone and is close enough to the incident to maintain command.(Q20) Incident Base: Location at which primary logistic functions are coordinated and administered. Service and support activities such as feeding and re-supplying responders Incident name or indicator will be added to the term "base." One base per incident. Helibase: Location within the general incident area for parking, fueling, maintenance and loading of helicopters. Camp(s): One or more established by the general staff to better support operations. Camps may be stationary or mobile. Types of camps include: Supply, medical, food, ground support, communications, and finance/administration. The staging area is a temporary location where personnel and equipment are ready for deployment and are waiting for tactical assignments.(Q18) Staging: Determine any support needs for equipment, feeding, sanitation and security.Establish check-in function as appropriate.Post areas for identification and traffic control.

39. Responder Responsibilities Check In Process Locate Personnel for Emergencies Ensures Accountability Organize the Demobilization Tracking Resources Prepare for Assignments No Freelancing Pre-deployment preparations includes keeping your equipment in an operational state of readiness, personal effects in go-kits and contact numbers. Let people know where you are being deployed. Report and check in once. This allows for accountability of personnel and where to locate you in the case of emergency.(Q21) Get an initial briefing from the supervisor that you have been assigned to report to within the ICS structure.(Q23) Establish a clear understanding of your level of decision making authority. Financial expenses and accountability. Response personnel should use common names for all personnel and equipment resources, as well as for all facilities in and around the incident area Radio transmissions should use clear text (that is, plain English, without "ten" codes or agency-specific codes) Pre-deployment preparations includes keeping your equipment in an operational state of readiness, personal effects in go-kits and contact numbers. Let people know where you are being deployed. Report and check in once. This allows for accountability of personnel and where to locate you in the case of emergency.(Q21) Get an initial briefing from the supervisor that you have been assigned to report to within the ICS structure.(Q23) Establish a clear understanding of your level of decision making authority. Financial expenses and accountability. Response personnel should use common names for all personnel and equipment resources, as well as for all facilities in and around the incident area Radio transmissions should use clear text (that is, plain English, without "ten" codes or agency-specific codes)

40. Summary of ICS Concepts IC Position Always Filled Command Staff-Officers General Staff – Section Chiefs IAP for Operational Period Common Terminology Used ICS Organization Independent IC Position always filled. Authority can be delegated to another person trained at the same level Command Staff that works for IC includes Safety, Liaison and Information Officers. General Staff :Section Chiefs Operations do things Planning Plans puts together IAP Logistics gets stuff to be used and takes care of accommodations Finance- Tracks expenses. Operational Periods are in the range of 12-24 hours. The Incident Command System concept is designed to be organizationally flexible and interdisciplinary such that it can also be used for routine events as well as large and complex emergency incidents.(Q24)IC Position always filled. Authority can be delegated to another person trained at the same level Command Staff that works for IC includes Safety, Liaison and Information Officers. General Staff :Section Chiefs Operations do things Planning Plans puts together IAP Logistics gets stuff to be used and takes care of accommodations Finance- Tracks expenses. Operational Periods are in the range of 12-24 hours. The Incident Command System concept is designed to be organizationally flexible and interdisciplinary such that it can also be used for routine events as well as large and complex emergency incidents.(Q24)

41. Summary of ICS Concepts Span of Control 3-7 persons Briefings Must Take Place Only One Base Facility - Fixed Camps Can Move Staging – Waiting Area for Assets ICS - Flexible Management Tool Span Of Control- 3-7 optimal is 5 Briefings must take place when there is a change of personnel in a position. There is only one BASE established per incident. There can be more than one camp to provide resources in support of the incident operations if base is not accessible to all resources.(Q25) Staging Area is the location that is close to the incident where operational components that are equipped and are ready to be deployed but have not received assignments wait for assignments. Span Of Control- 3-7 optimal is 5 Briefings must take place when there is a change of personnel in a position. There is only one BASE established per incident. There can be more than one camp to provide resources in support of the incident operations if base is not accessible to all resources.(Q25) Staging Area is the location that is close to the incident where operational components that are equipped and are ready to be deployed but have not received assignments wait for assignments.

42. Questions on FEMA IS-100

43. Quiz A. Truck with a Hemi B. Animal C. Random Access Memory D. Radioactive Material E. Rapid Access Mass Decon

44. Do You Understand Me Communication with Common Language is KEY to Success NO Acronyms NO Codes Ten Four Big Buddy Understand the Big Picture Quick - to the Point Solutions

45. Ten Things Not to Say to a FR Sievert Gray Depth Dose Equivalent Let Me Think About That We Can’t Do That You Can’t Do That Committed Dose Effective Dose Be Gentle With The Equipment Discuss the Quantum Theory

46. Get to Know Your Local Responders Fire Police EMS Lower the Better Offer Training Assistance Get to Know Local/State Assets and Response Organizations

47. FEMA CERT Program Citizen’s Emergency Response Teams National Program Local Implementation Prepares Communities to Respond Training is Local by Local Emergency and Non-Emergency The Community Emergency Response Team (CERT) program helps train people to be better prepared to respond to emergency situations in their communities. When emergencies happen, CERT members can give critical support to first responders, provide immediate assistance to victims, and organize spontaneous volunteers at a disaster site. CERT members can also help with non-emergency projects that help improve the safety of the community. The CERT course is taught in the community by a trained team of first responders who have completed a CERT Train-the-Trainer course conducted by their state training office for emergency management, or FEMA's Emergency Management Institute (EMI), located in Emmitsburg, Maryland. CERT training includes disaster preparedness, disaster fire suppression, basic disaster medical operations, and light search and rescue operations. Over the next two years, the CERT program aims to double the number of participants, with over 400,000 individuals completing the 20 plus hours of training. Train-the-Trainer sessions will be held in all 56 states and territories over the next year to expand the program throughout the United States. The Community Emergency Response Team (CERT) program helps train people to be better prepared to respond to emergency situations in their communities. When emergencies happen, CERT members can give critical support to first responders, provide immediate assistance to victims, and organize spontaneous volunteers at a disaster site. CERT members can also help with non-emergency projects that help improve the safety of the community. The CERT course is taught in the community by a trained team of first responders who have completed a CERT Train-the-Trainer course conducted by their state training office for emergency management, or FEMA's Emergency Management Institute (EMI), located in Emmitsburg, Maryland. CERT training includes disaster preparedness, disaster fire suppression, basic disaster medical operations, and light search and rescue operations. Over the next two years, the CERT program aims to double the number of participants, with over 400,000 individuals completing the 20 plus hours of training. Train-the-Trainer sessions will be held in all 56 states and territories over the next year to expand the program throughout the United States.

48. FEMA CERT Program Benefits Better Understanding of Community Potential Community Hazards Understanding Develops Perspective Improves Disaster Response More Hands Make Lighter Work Credentialing http://training.fema.gov/emiweb/cert/dir.asp People who go through CERT training have a better understanding of the potential threats to their home, workplace and community and can take the right steps to lessen the effects of these hazards on themselves, their homes or workplace. If a disaster happens that overwhelms local response capability, CERT members can apply the training learned in the classroom and during exercises to give critical support to their family, loved ones, neighbors or associates in their immediate area until help arrives. When help does arrive, CERTs provide useful information to responders and support their efforts, as directed, at the disaster site. CERT members can also assist with non-emergency projects that improve the safety of the community. CERTs have been used to distribute and/or install smoke alarms, replace smoke alarm batteries in the home of elderly, distribute disaster education material, provide services at special events, such as parades, sporting events, concerts and more. http://training.fema.gov/EMIWeb/CERT/dir.asp People who go through CERT training have a better understanding of the potential threats to their home, workplace and community and can take the right steps to lessen the effects of these hazards on themselves, their homes or workplace. If a disaster happens that overwhelms local response capability, CERT members can apply the training learned in the classroom and during exercises to give critical support to their family, loved ones, neighbors or associates in their immediate area until help arrives. When help does arrive, CERTs provide useful information to responders and support their efforts, as directed, at the disaster site. CERT members can also assist with non-emergency projects that improve the safety of the community. CERTs have been used to distribute and/or install smoke alarms, replace smoke alarm batteries in the home of elderly, distribute disaster education material, provide services at special events, such as parades, sporting events, concerts and more. http://training.fema.gov/EMIWeb/CERT/dir.asp

49. State SERC / Local LEPC U.S. Environmental Protection Agency Emergency Planning and Community Right-to-Know Act (EPCRA) Clean Air Act (CAA) SERC State Emergency Response Commissions LEPC Local Emergency Planning Committee

50. Local LEPC Members Local Emergency Planning Committee Appointed by the SERC Must Contain Representatives from: Local Officials Local Public Safety Local Public Health Local Emergency Management Local Hospitals Community Groups Facilities Subjected to EPCRA

51. Local LEPC Activities Develop Emergency Plans Community Specific Prepare for And Respond to Chemical Annual Review of Plan Exercise the Plan Work with Facilities to Minimize Risk Inform Population of Chemical Risks http://www.rtknet.org/resources.php

52. Summary Learn the Responder’s View of Incidents Get Integrated into Your Community Understand Your Audience’s Needs Fast Breaking Events…Fast Solutions Understand the Response Systems Learn the Systems Volunteer Your Expertise ……There is Always a Solution……