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Incident Command System for JEFFERSON COUNTY DEPARTMENT OF EMERGENCY MGMT.Elected Officials
Course Purpose training.fema.govTo receive official certification from FEMA for completion, take the tests online at FEMA National Incident Management System 700FEMA Incident Command
System 200FEMA Incident Command System 100Command System for Elected Officials. It combines: official version of FEMA ICS 402, Incident -This class combines is an un
•Management SystemStandardized Emergency Oakland Hills Fire of 1991 •Earthquake of 1989PrietaLoma •two major events: Also similar to NIMS, was implemented after lessons learned from
•Improves mobilization of mutual aid resources•responding agenciesof information between and within Facilitates flow •cooperation between responding agencies: Similar to NIMS, goal
of SEMS to improve coordination and •CalOESadministered by by California Government Code 8607 in 1993; Mandated
•National Incident Management System cooperation between various entities. management, and serves to improve coordination and NIMS provides a common standard for overall incident •organizations
to work together during domestic incidents.”sector, and nongovernmental -all government, privateIntended to provide “consistent, nationwide template to enable •Developed after lessons
learned during 9/11 attacks•5. -under Homeland Security Presidential DirectiveMandated
NIMS NIMS Functions Updating plans, policies, procedures•Ongoing management and maintenance•Supporting technologies•informationProper tracking and dissemination of •Communications and
Information Management•resourcesTyping, inventorying, and proper utilization of •Resource Management•Planning, training, and exercising•Preparedness•Coordinationagency -Incident Command
System, Multi•Command and Management•consists of six primary components:
•Incident Command SystemNIMS Component: Efficient use of resources•Achievement of tactical objectives•Safety of first responders•ICS ensures:•Based on best practices, lessons learned
from thousands of response•Developed by FIRESCOPE (federal, state and local services)•communications, no systematic planning process, poor integrationsystem due to lack of accountability,
poor need for standardized Initiated after statewide wildfires in California in 1970’s that demonstrated
ICS Definition structure. Allows for integration within a common organizational management of resources.Establishes common processes for planning and jurisdictions and agencies.Enables
a coordinated response among various management concept. hazards incident -scene, all-Is a standardized, on
ICS is used/can be used for: Incident Command SystemNIMS Component: (parades, sporting events)emergency, large events -made -Natural disasters (fires, earthquakes), man•Single and multiple
jurisdictions•Single and multiple agency incidents•and complexIncidents ranging from small and straightforward to large •
•Features of ICS Accountability•Communication/Information Management•Facility Definitions•tructureSPlanning/Organizational •Chain of Command•Standard Terminology
Common Terminology EMT = Email Money TransferEMT = Electron Microscope Tomography EMT = El Monte, CA (airport code) EMT = Effects Management Tool EMT = Effective Methods Team
EMT = Eastern Mediterranean Time (GMT+0200) EMT = Emergency Management Team EMT = Emergency Medical Technician EMT = Emergency Medical Treatment
Command Principles 7 subordinates per supervisor. –Span of Control: 3 change in complexity, shift changeTransfer of Command: more qualified, legal jurisdiction, one supervisor only.
Chain of Command: report to and receive assignments from
Standard ICS Organization
Within his or her scope of Role of Incident Commander Action Plan. safety. Approves Incident resources, and ICS determines strategies, incident objectives, then Commander establishes
elsewhere), the Incident authority (derived from law
►Safety OfficerLiasion OfficerOfficerInformation Public CommanderIncident Command Section the incident. Provides overall leadership for ►Management GroupProvides updates to Policy ►Approves
action plans►objectivesSets incident priorities and ►Incident Commander: ►coordination. of the EOC and external responsible for overall operation The Command Section is
►Safety OfficerLiasion OfficerOfficerInformation Public CommanderIncident Command Section Continued recommendations, and creates safety planMonitors safety conditions, makes ►Safety
Officer►in incidentPoint of contact for outside agencies assisting ►Liaison Officer►coordinates with media, monitors social mediaDevelops messaging, issues press releases, ►Public Information
Officer:
The Unified Command CommanderIncidentHazMatCommanderIncident Enforcement Local Law CommanderIncident Rescue Fire & Unified Command command structuretogether to form a single organizations
operating the various jurisdictions or Incident Commanders from organization consists of the
ChiefOperations Section CommanderIncident SectionsResourcesBranchesUnitsGroupsDivisions Expanding Incidents structure as needed.the organizational add supervisory layers to Expanding
incidents may
EngineerFacilityEngineerFacilitySpecialistITSpecialistITSection ChiefOperationsSection ChiefOperationsHygienistIndustrialHygienistIndustrial Expanding Incidents and single resources.Operations
Section Chief be comprised of an Operations Section may On a smaller incident, the
Resource Kinds and Types specific kind of resource. staffing qualifications of a the size, capability, and Describe Types of Resources:bulldozer).combustible gas indicator, helicopter,
ambulance, Planning Section Chief, example: medic, firefighter, what the resource is (for Describe Kinds of Resources:ICS resources are categorized by:
ComplexityType 5Type 1 Resource Kinds and Types complex.Type 1 the most complex and are the least Type 5 incidents complexity. based on into five types be categorized resources, may
Incidents, like
Task ForcePublic WorksTask ForcePublic WorksTask ForceShelter and FeedingTask ForceShelter and FeedingTask ForceDamage AssessmentTask ForceDamage AssessmentSection ChiefOperationsSection
ChiefOperationsStrike TeamPerimeter SecurityStrike TeamPerimeter SecurityStrike TeamMedical AidStrike TeamMedical AidStrike TeamSearch & RescueStrike TeamSearch & Rescue Expanding Incidents
supervised by a Leader. common communications with similar resourcesall , which include Strike Teamssupervised by a Leader. communications with common resourcescombination of mixed
, which are a Task Forces
Section ChiefOperationsSection ChiefOperationsTask Force 2Damage AssessmentTask Force 2Damage AssessmentStrike Team 1Search & RescueStrike Team 1Search & RescueStrike Team 2Search &
RescueStrike Team 2Search & RescueStrike Team 2Medical AidStrike Team 2Medical AidTask Force 1Damage AssessmentTask Force 1Damage AssessmentStrike Team 1Perimeter SecurityStrike Team
1Perimeter SecurityStrike Team 2Perimeter SecurityStrike Team 2Perimeter SecurityStrike Team 1Medical AidStrike Team 1Medical AidTask ForcePublic WorksTask ForcePublic WorksTask ForceShelter
and FeedingTask ForceShelter and Feeding Expanding Incidents manageablespan of control is not Too many teams =
Strike Team 2Medical AidStrike Team 2Medical AidGroup SupervisorEmergency ServicesGroup SupervisorEmergency ServicesSection ChiefOperationsSection ChiefOperationsStrike Team 1Medical
AidStrike Team 1Medical AidTask ForceShelter and FeedingTask ForceShelter and FeedingStrike Team 2Perimeter SecurityStrike Team 2Perimeter SecurityStrike Team 1Perimeter SecurityStrike
Team 1Perimeter SecurityGroup SupervisorPerimeter SecurityGroup SupervisorPerimeter SecurityTask ForceRestoration/RecoveryTask ForceRestoration/RecoveryTask ForceDamage AssessmentTask
ForceDamage AssessmentStrike Team 2Search & RescueStrike Team 2Search & RescueStrike Team 1Search & RescueStrike Team 1Search & RescueGroup SupervisorResponse & RecoveryGroup SupervisorResponse
& Recovery Expanding Incidents areas of operation.perform functional Supervisor, are used to Groups, led by a
Section ChiefOperationsSection ChiefOperationsTask Force 2Shelter and FeedingTask Force 2Shelter and FeedingStrike Team 2Medical AidStrike Team 2Medical AidStrike Team 2Perimeter SecurityStrike
Team 2Perimeter SecurityStrike Team 2Search & RescueStrike Team 2Search & RescueSupervisorWest DivisionSupervisorWest DivisionTask ForceRestoration/RecoveryTask ForceRestoration/RecoveryTask
ForceDamage AssessmentTask ForceDamage AssessmentGroup SupervisorRecovery Group SupervisorRecovery Task Force 1Shelter and FeedingTask Force 1Shelter and FeedingStrike Team 1Medical
AidStrike Team 1Medical AidStrike Team 1Perimeter SecurityStrike Team 1Perimeter SecurityStrike Team 1Search & RescueStrike Team 1Search & RescueSupervisorEast DivisionSupervisorEast
Division Expanding Incidents geographically.divide an incident Supervisor, are used to Divisions, led by a
Branch DirectorServicesBranch DirectorServicesGroup SupervisorCrisis InterventionGroup SupervisorCrisis InterventionSection ChiefOperationsSection ChiefOperationsBranch DirectorEmergency
ResponseBranch DirectorEmergency ResponseGroup SupervisorShelter & FeedingGroup SupervisorShelter & FeedingGroup SupervisorEvacuation Group SupervisorEvacuation Group SupervisorPerimeter
SecurityGroup SupervisorPerimeter SecurityGroup SupervisorMedical AidGroup SupervisorMedical AidGroup SupervisorSearch & RescueGroup SupervisorSearch & Rescue Expanding Incidents control.
Further reduce span of Divisions.Supervise Groups and Adding Branches helps to:
ICS Supervisory Titles Single Resource BossLeaderStrike Team/Task ForceManagerLeaderUnitN/ASupervisorDivision/GroupDeputyDirectorBranchDeputyChiefGeneral Staff (Section)AssistantOfficerCommand
StaffDeputyIncident CommanderIncident Command Support Position TitleSupervisor TitleOrganizational Level
Other Sections SpecialistsTechnicalSpecialistsTechnicalUnitDocumentationUnitDocumentationUnitDemobilizationUnitDemobilizationUnitSituationUnitSituationUnitResourcesUnitResources Planning
SectionPlanning Section
Other Sections Support BranchSupport BranchUnitGround SupportUnitGround SupportUnitFoodUnitFoodService BranchService BranchLogistics SectionLogistics SectionUnitFacilitiesUnitFacilitiesUnitSupplyUnit
SupplyUnitMedicalUnitMedicalUnitCommunicationsUnitCommunications
Other Sections Claims UnitCompensation/Claims UnitCompensation/UnitCostUnitCostUnitTimeUnitTimeUnitProcurementUnitProcurement SectionFinance/AdministrationSectionFinance/Administration
Full ICS Organization
Expansion and Contraction response.Busiest through the end of the Finance Section. .initial and final stages of the incidentCommunications Units will be very active in the The Supply
and Logistics Section. incident. Units will be very busy in the initial phases of the The Resources and Situation Planning Section. Operations is immediate and often massive.
The workload of Section. Operations maintainedmust be An effective span of control person in charge.Each activated element must have a to achieve incident objectives are filled.Only
functions/positions that are necessary Remember that:
Combining Positions cooperating personnel. unrecognizable to assisting or hybrid positions. These titles may be Do not use nonstandard titles or positions should remain distinct.
supervise multiple units, but the on staffing. Individuals may Do not combine ICS positions to save
TimeResources Elements of Complexity Availability of resourcesArea involved, jurisdictional boundariesmedia relationsPolitical sensitivity, external influences, and Potential crime
scene (including terrorism)Likelihood of cascading eventsinfluencesWeather and other environmental Potential hazardous materials Impacts to life, property, and the economyCommunity
and responder safety
Facility Definitions Helispotand , HelibaseCamp, BaseStaging AreaPostCommandIncident
Incident communications are facilitated through: CommunicationsIntegrated procedures, and systems.The interoperability of communication equipment, plan.
Communication Tasking work assignments.resources.Formal requests for additional Is NOT used for:information only.used to exchange incident or event Is Informal communication:.Reporting
progress of assigned tasksresources.Requesting support or additional Receiving and giving work assignments. when:Formal communication must be used
Communication: Briefings presents Incident Action Plan for upcoming period.Operational Period briefings .period briefingare delivered to an entire Section and include the operational
level briefings -Sectionoperational tasks and/or work at or near the incident site.are delivered to individual resources or crews who are assigned to level briefings -Fieldtasks at
the Incident Command Post or Base.are delivered to resources assigned to nonoperational and support briefings level -StaffIntended to pass along vital information.An essential element
of good supervision and incident management.Effective briefings and meetings are:
Communication: Briefings Questions or ConcernsWork SchedulesProcess for Acquiring Resources, Supplies, and EquipmentSupervisory/Performance ExpectationsCommunications ProtocolsFacilities
and Work AreasWork TasksSafety Issues and Emergency ProceduresCurrent Situation and Objectives
Incident communications are facilitated through: Accountability Supervisors record and report resource status changes. 7 subordinates. -Each individual has one supervisor; each supervisor
has 3Response operations outlined in IAPprocedures.in according to established -All responders check
ICS Forms eventStatus of resources assigned or ordered for the incident or Summary of current actionsIncident objectivesIncident situation (map, significant events)Assortment of
forms; compiled to form IAP.
ICS Forms ICS Form 214, Unit LogICS Form 213, General MessageIn List-ICS Form 211, CheckForm 204, Assignment ListICS ICS Form 201, Incident Briefing
Incident ProcessPlanning Action
)ningIncident Action Plan(Definition: those goals will be achieved. upcoming operational period, and the strategies by which physical document that outlines overarching goals for the
The Incident Action Plan: The outcome of the IAP process, a .”objectivesof incident conducted in support are incident operations that operations… ensures synchronize provides a tool
to Incident Action Planning process: “
Purpose of Incident Action Planning did you achieve them?–You’ve set your goals –Evaluation aid based on documented findings.Enables leadership to make resource allocation decisions
-Decision making aid If you didn’t write it down, it didn’t happen. –Documentation predictable, repeatable activity amidst the chaos. –Establish a “battle rhythm” ensure the entire
response apparatus in on the same page.–Overall communication what is occurring in the field. ensure leadership’s goals are aligned with the realities of –Bottom up communication leadership’s
goals. ensure operations in the field are aligned with –Top down communication identify what to do next. Be proactive, rather than reactive.–“Lean forward”
IAP Process Phases 5. Execute, evaluate, and revise the plan4. Prepare and disseminate the plan3. Develop the plan2. Establish incident objectives1. Understand the situationfollowing
phases:The incident action planning process is built on the
Incident ProcessPlanning Action
Incident Action Planning Process In everything is a priority, nothing is a priority. “Search and rescue;”“Mass care and sheltering;” “Building safety inspections:”“Safety of first
responders and community;” Examples: Overarching items of importance, in order. Can/will be used to make decisions. Set by Incident Commander, with input from Chiefs. Priorities:
Incident Action Planning Process“Clear emergency egress and ingress routes to staging areas on campus by 3PM”“Provide shelter and meals for 500 community members next day”“Complete
damage assessments for all buildings by end of Op Period;”Examples: bound-focused, and time-specific, measurable, achievable, resultsSMART: and available resources?Chiefs. What do
you want to achieve in the next operational period, based on priorities SMART Goals for next Operational Period, set by Incident Commander with input from Objectives:
Incident Action Planning Process etc. Ops should work collaboratively with Logistics, Safety Officer, etc. Strategies developed must be weighed against available resources available,
time, “Open shelter in Gym, staffed by Red Cross with assistance from CERT members.” “Public Works deploys 2 teams of building engineers to conduct building surveys;” Examples: Describe
what actions and resources are required to achieve objectives. Strategies:
Incident Action Planning Process the tactical plan based on this analysis.Draft necessary. Request additional resources from Logs, if necessary. discuss with Ops chief if available;
with resources required the resources Compare to achieve success.likely are and what method(s) strategy, what has to be done to implement a Determine Determining Tactics:Examples:
“Employees X, Y, and Z report to location A at 0800 hours to assist in shelter.”resources; Who, what, where, when, how? Specific, detailed work assignments, describing the deployment
and direction of Tactics:
Incident ProcessPlanning Action
ICS 100 + 200 Summary. integrated communicationspractices, and ensuring managementresource , implementing incident facilities, establishing predesignated controlmanageable span of Ensures
full utilization of incident resources by maintaining a . commandtransfer of , and unity of command, chain of commandUtilizes the principles of .and intelligence managementinformation
Supports responders by providing data they need through effective . Incident Action Plansand management by objectivesthrough the use of planningEmphasizes effective .modular organizational
structureand a use of common terminologyUtilizes management features including the
►Operations CenterRole of Emergency resources to assist in the response. burden of external coordination, and secure additional scene command from the -(share information), relieve onform
a common operating picture for the incident EOCs ►problems.and solve together to coordinate resources Multiple agencies come
EOC Definition Strategic versus tacticalKey word: SUPPORTand resources. coordination of information operations through the supports emergency organizational structure that The physical
location and
EOC Structure
►Policy Management Group located with EOC-Typically not coMake recommendations on Declarations of EmergencyCoordinate directly with Incident Commander, Public Information OfficerWork
on public messaging strategies►jurisdiction’s Comprehensive Emergency Management Plan.Provide policy guidance on priorities and objectives based on situational needs and the
Policy Management Group covered by RCW 36.40.180. A joint resolution can be made under RCW 38.52.070(2).19 declaration/resolution is made under RCW 35.33.081 whereas a county declaration
is city legislative body by adoption of an ordinance or resolution. A city federal assistance in a major emergency. Such declaration is made by the county or emergency powers described
above and is the prerequisite for requesting state and A local declaration of emergency activates the -DECLARATION OF EMERGENCY
Policy Management Group enacted in the absence of a quorum.Continuity of Government procedures will be of the legislative body according to the rules. The Manager will arrange for an
emergency session County Administrator and/or the City The community. resources to bear in meeting the needs of the intent of government to bring all the available and affirm the seriousness
of the event and the a declaration is necessary to emphasize When emergency without further notice or hearing. expenditures associated with the Make victims. and providing emergency
assistance to the the health and safety of persons and property, necessary to combat such disaster, protecting entering into contracts and incurring obligations procedures defined by
law. Such powers include activation of the emergency powers and response to the emergency requires Effective resources to combat the emergency. commitment of county and/or municipal
nature of the incident requires extraordinary The following general guidance: of requesting a declaration using the or designee shall determine the necessity The Director of Emergency
Management
Policy Management Group funds and expenditure of public Appropriation of taxes Levying of supplies and materials Purchase rental Equipment of temporary workers Employment obligations
Incurring into contracts Entering of public works pertaining to the performance Provisions of notices Publication of competitive bidding Requirements law limitations Budget to):requirements)
including (but not limited law (except mandatory constitutional procedures and formalities prescribed by consuming -without regard to the timeCouncil may exercise those powers County
Commissioners and/or the City carrying out this plan the Board of In
Policy Management Group estimated amount of money required to meet the emergency if known.The time limitation to the emergency declaration. A .emergencythat release of specified city/county
resources is authorized in responding to the Notification safeguard life and property. statement that an emergency exists and that unusual measures will be necessary in order to A
definition of the impact areas. A description of the nature of the emergency. A following elements: A Declaration of Emergency will be made by adoption of a resolution including
the
Policy Management Group How City/County work togetherWho participatesWhat is expected during briefings, format, etc.When, how often, and what point in the incidentWhere PMG meetsDoes
not define: Other than that, CEMP does not mention anything else for function of Policy Group.
Next Steps Other areas of concern, questions for PMG? Joint tabletop in Fall? DEM provides same ICS training for PT City Council
Next Steps EOC Reorganization projectGeneral EOC orientations scheduled for JuneRecruiting/training
Policy Mgmt SupportESF#20 Military PreparednessNeighborhood ESF#19 Sectorand Private ESF#18 Business Recovery/COADTerm ESF #14 Long Liaison OfficerInformationCostFinanceResource MgmtSupport/DAARTESF#
21 Air DonationsVols and Spontaneous ESF#17 ESF#2 Support/LogsESF#7 Resource GIS SupportUnitand PlanningESF#5 Information ESF#12 EnergyWorksESF#3 Public ESF#1 WaterESF#16 Food and AnimalsMedicalESF#8
Health and ESF#6 Mass Care EnforcementESF#13 Law ESF#10 HazMatRescueESF#9 Search and ESF#4 FirefightingServicesEmergency LeaderCoordination Unit DirectorEOC SV/DEM Group
Next Steps Update of CEMPat 10:17AM th October 17–Great Shakeout Drill planwide -DEM will scheduled trainings, work with departments on individual plans, work with PMG on countyBusiness
Continuity
Thank you!