Incident Command System and National Incident Management System for FQHCs

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Incident Command System and National Incident
Management System for FQHCs
Amelia Muccio Amuccio_at_njpca.org Director of
Disaster Planning NEW JERSEY PRIMARY CARE
ASSOCIATION
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Introductions

1. Name
2. Job Title
3. Organization
4. Experience in emergencies disasters
5. Knowledge of IS 100, 200 and 700
6. Grant funded for EP
7. Expectations from this course

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The Human Condition It Cannot Happen to Me!

• Panic, fear and denial are inevitable in a
  disaster situation
• Brain will perform best in a stressful situation
  if you have already put it through a few
  rehearsals
• I.E. fire drills
• Brain works in pattern recognition (respond
  quicker)

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Foundation to Professional Emergency Mgt

• Personal Preparedness
• Do you have a family communications plan?
• Do you have a go bag?
• Do you have a pet go bag?
• Have you made arrangements for childcare if you
  are needed at work?
• What about your other family members including
  elderly and pets?

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Be Prepared!

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Objectives/Competencies Today

• HVA/EMP/COOP other emergency plans
• Incident Command System
• Command and control
• Functional positions and areas
• Leadership
• The Planning P
• NIMS
• Multiagency Coordination Systems
• Public Information Systems
• Resource Mgt
• Federal Guidelines/Tools
• NPS/TCL/UTL

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ICS Overview and the Emergency Management Program

• Pubic health agencies and healthcare
  organizations must learn and use ICS in order to
  be able to integrate into the larger emergency
  management system.
• Including FQHCs

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Comprehensive Emergency Mgt Program

• A comprehensive CEM addresses all hazards through
  the four phases
• Mitigation (including prevention)
• Preparedness
• Response
• Recovery
• ICS is used for response and recovery phases as
  well as for preparedness pre-planning activities.

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CEM-4 Phases

• Mitigation (including prevention) reduce or
  eliminate impact of hazards (generators)
• Every 1 on mitigation saves 7 in post-disaster
  costs
• Preparedness build capabilities to respond and
  recover from the impacts of those hazards (this
  training)
• Response gain control over on-going negative
  effects of the hazards (staying open)
• Recovery return to pre-disaster condition
  (normal business operations)
• Where should FQHCs focus their efforts? MPgtRR

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Emergency Management Plans

• EMP is comprehensive, self-contained document
  that includes the components necessary to guide
  all emergency activities.
• Is essential to minimize the disruption of
  services
• Ensure predictable staff behavior during an
  emergency
• All-Hazards approach
• Review ESF 8
• EMP should be aligned and integrated in local and
  State EMPs unified front.

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Risk Assessment/HVA

• BASED ON HAZARD VULNERABILITY ANALYSIS
• Identifies potential emergencies and the
  direct/indirect effects these emergencies may
  have on CHCs operation and demand for services.
  
• The risks identified should be prioritized based
  on likelihood of occurrence and severity.

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What Are Your Centers Hazards?

• List 3-5 possible hazards that can impact your
  Center

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FQHCs EMP Elements (Emergencies Happen-NACHC)

• Certification of plan approval
• Record of plan and annex revisions
• EMP distribution list
• Introduction
• Phases of emergency mgt
• Scope
• Responsibility
• HVA

• Schedule of exercises
• Corrective Action Plan
• Operational Policies
• Legal basis and references
• Command and control
• Emergency response training
• Continuity of Operations
• Support

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Other Emergency Plans

• EOPs-how org will respond to emergencies
• Basic plan
• Functional annexes
• Incident-Specific appendices
• Procedures-SOPs
• Preparedness plans-training needs
• Corrective action/mitigation plans-activities
  required to implement lessons learned
• Recovery plans-long term actions needed

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EP Rules and Regs

• HSPD 5 (NRF and NIMS)
• HSPD 7
• HSPD 8 (National Preparedness Goals includes
  healthcare orgs)
• Joint Commission
• NFPA 1600 2007 (9/11 Comm.)
• HRSA PIN 2007-15
• FEMAs PS Prep
• Executive Order 50

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National Preparedness Guidelines

• National Planning Scenarios15 high consequence
  threat scenarios for govt and private sector
• Universal Task Listmenu of 1,600 unique tasks
  than can facilitate efforts to prevent, protect
  against, respond to, and recover from NPS common
  voc and key tasks that support development of
  essential capabilities
• Target Capabilities Listdefines 37 specific
  capabilities that communities, private sector,
  and all levels of govt should collectively
  possess in order to respond effective to disasters

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National Planning Scenarios (15)

1. Improvised nuclear device
2. Aerosol anthrax
3. Pandemic influenza
4. Plague
5. Blister agent
6. Toxic industrial chemicals
7. Nerve agent
8. Chorine tank explosion
9. Major earthquake
10. Major hurricane
11. Radiological dispersal device
12. Improvised explosive device
13. Food contamination
14. Foreign animal disease
15. Cyber attack

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Elements of Capability

1. Planning
2. Organization and leadership
3. Personnel
4. Equipment and systems
5. Training
6. Exercises, evaluations, and corrective actions

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TCL (Common Mission Area)

• Communications
• Community preparedness participation
• Planning
• Risk Mgt
• Intelligence/Information sharing and
  dissemination

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TCL (Prevent Mission Area)

• CBRNE detection
• Information gathering and recognition of
  indicators and warnings
• Intelligence analysis and Production
• Counter-Terror investigations and law enforcement

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TCL (Respond Mission Area)

• Animal health emergency support
• Citizen evacuation and shelter-in-place
• Critical resource logistics and distribution
• Emergency operations center mgt
• Emergency public info and warnings
• Environmental health
• Explosive device response operations
• Fatality mgt
• Fire incident response support
• Isolation and quarantine

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TCL (Respond Mission Area) CONT

• Mass care (shelter, food, related services)
• Mass prophylaxis
• Medical supplies mgt and distribution
• Medical surge
• Onsite incident mgt
• Emergency public safety and security response
• Responder safety and health
• Emergency triage and pre-hospital treatment
• Search and rescue (land-based)
• Volunteer mgt and donations
• WMD/Hazardous materials response and
  decontamination

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TCL (Protect Mission Area)

• Critical infrastructure protection
• Epidemiological surveillance and investigation
• Food and agriculture safety and defense
• Laboratory testing

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TCL (Recover Mission Area)

• Economic and community recovery
• Restoration of lifelines
• Structural damage assessment

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National Priorities HSPD 8

• Expand regional collaboration
• UASI
• Implement NIMS and NRF
• HSPD 5
• Implement NIPP
• CI/KR, IS 860
• Strengthen information sharing and collaboration
  capabilities
• TCL metrics
• Strengthen interoperable and operable
  communications capabilities
• TCL metrics, SAFECOM
• Strengthen CBRNE detection, response and decon
• TCL metrics

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National Priorities Continuedstrengthen
medical surge and mass prophylaxis capabilities

• Bioterrorism, pandemic influenza and other public
  health emergencies
• Medical surge is prioritized b/c of urgent need
  to enable our healthcare system to handle large
  number of patients requiring care
• The ability to triage and provide decontamination
• For mass casualty event that exceeds hospital's
  surge community based healthcare systems must
  have provisions in place to immediately
  accommodate an influx of patients and supplies
• Staffing for mass prophylaxis plan
• Strategic National Stockpile
• National BT hospital preparedness program

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National Priorities Continued

• Community preparedness strengthening planning
  and citizen capabilities
• TCL metrics
• Lessons learned from Hurricane Katrina

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Private SectorHSPD 8

• Incorporate the safety and security of people and
  assets into business plans and corporate
  strategies
• Participate in the development and implementation
  of the mgt and maintenance structure and process
  for the Guidelines, including capabilities based
  preparedness tools and assessment system
• Participate in Guidelines implementation by
  determining requirements and achieving
  capabilities and by consulting in the development
  of program plans
• Participate in State, local, tribal, territorial
  and regional planning and assessment process to
  comply with Guidelines and TCL

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Private SectorHSPD 7

• Work with relevant SSAs (Sector-Specific
  Agencies) to identify, prioritize and coordinate
  the protection of critical infrastructure and key
  resources in conformance with the NIPP
• Share info about physical, and cyber threats,
  vulnerabilities, incidents, potential protective
  measures and effective practices

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FQHCs

• Role of Private Sector (FQHCs)
• At risk individuals
• Special planning considerations
  (barriers/obstacles)
• HVA
• Identify hazards
• Prioritize hazards
• Develop plan to mitigate hazards
• COOP
• Develop plan for continuity of operations during
  an emergency
• Uninterrupted medical services
• Essential staff
• Vital records
• Facilities and alternate site

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What is the Incident Command System?

• Incident-Focused organizational structure that
  can be implemented along side of day-to-day
  administrative structure of an organization
• Allows its users to adopt an integrated
  organizational structure to match the demands of
  the incident
• Based on best practices
• Promotes incident safety
• Achievement of tactical objectives
• Efficient use of resources
• 3 Priorities of ICS
• Life Saving
• Incident Stabilization
• Property Preservation

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ICS

• Interdisciplinary (various responders meld
  rapidly into a common mgt structure)
• Organizationally flexible
• Cost-Effective (reduces duplication)
• Incidents (small or largeplanned or unplanned)
• Key feature in NIMS

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ICSs origin

• California, 1970s
• FIRESCOPE
• Series of catastrophic fires
• Inadequate management greatest failure in response

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Weaknesses in Incident Mgt without Proper ICS

• Lack of accountability
• Poor communication
• Lack of a planning process
• Overloaded Incident Commanders
• Non-Integration

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National Response Framework (NRF)

• National, all discipline, all hazards plan that
  provides the framework and mechanisms to
  coordinate Federal, State, local, Tribal, private
  sector, and non-governmental entities during
  national emergencies.
• NRF is based on functions
• Incident of National Significance, HSPD 5,
  Stafford Act
• Emergency Support Functions (HHS 8)

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SEMS

• SEMS is intended to standardize response to
  emergencies involving multiple jurisdictions or
  multiple agencies.
• SEMS is intended to be flexible and adaptable to
  the needs of all emergency responders in
  California.
• SEMS requires emergency response agencies use
  basic principles and components of emergency
  management including ICS, multi-agency or
  inter-agency coordination, the operational area
  concept, and established mutual aid systems.

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Key Features of ICS

• Common terminology
• Modular organization
• Management by objectives
• Reliance on IAP
• Chain of command/unity of command
• Unified command
• Manageable span of control
• Predesignated incident locations and facilities
• Resource management
• Information and intelligence management
• Integrated communications
• Transfer of command
• Accountability
• Dispatch/Deployment

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Standardization

• Plain English, clear text
• No jargon
• No use of day-to-day titles
• Common Terminology
• Organizational functions, incident facilities,
  resource descriptions, position titles
• What is wrong with acronyms and slang?
• Bus?
• Line?

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Use of Title Positions

• Provides a common standard for performance
  expectations
• Helps to ensure that qualified individuals fill
  positions
• Standardizes communication and reduces confusion
• Describes the responsibilities of the position
• No day-to-day titles

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Command

• Establishment IC assumes command
• Transfer of command more qualified, incident
  changes, normal turnover, conclusion (effective
  time and date of transfer)
• Chain of command orderly line of authority
• Unity of command Report to only one supervisor
• Unified command Multiple agencies working
  together one set of objectives, Incident
  Commanders make joint decisions, improved
  information and optimized effort

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Planning/Organization Structure

• Management by objectives ICS is managed by
  objectives based on 3 priorities
• Incident Action Plan (IAP) specifies incident
  objectives and states activities to be completed,
  covers operational period, written or oral
• Modular organization top-down modules based on
  incident size and complexity (use only what is
  needed)
• Manageable span of control number that one
  supervisor can handle for effective and efficient
  mgt (3-7) 5 optimal

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Facilities and Resources

• Comprehensive resource management categorizing,
  ordering, dispatching, tracking and recovering
  resources (personnel, teams, equipment,
  facilities, supplies)
• Tactical (assigned, available and out of service)
  and support resources
• Incident locations and facilities
• ICP-on scene command but out of harms way
• Base-primary Logistics (one)
• Staging area-ready resources awaiting assignment
  (labor pool, equip, cars)
• Camp-separate from base and provides support
  services (can use camp if base is not accessible)
• Helibase/Helispots

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Communications/Information Mgt

• Integrated communications
• Common interoperable communication plan (modes,
  planning and networks)
• Information and intelligence management
• Critical info for response (gather, share and
  manage info)
• Weather info, risk assessments, surveillance)

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Professionalism

• Accountability
• Check-in (locate in emergency)
• IAP
• Unity of command
• Span of control
• Resource tracking
• Dispatch/Deployment
• Situation assessed
• Manage resources safely and only when requested

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Check-In

• Check-In once (Form 211)
• Report to Supervisor to obtain initial incident
  briefing (current situation, job
  responsibilities, location of work, procedures,
  safety info)
• Ensures accountability, track resources, prepare
  personnel and locate personnel in case of an
  emergency

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Mobilization

• Stage of initial response, the initial ICS
  organization takes shape based on the type of
  incident
• Predesignated level of staffing

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ICS Structure

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Unified Command (UC with One Command and Multiple
IC)

• There is more than one responding agency with
  incident jurisdiction
• Incidents cross political jurisdictions
• Analyze intelligence information
• Establish a common set of objectives and
  strategies for a single IAP

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Area Command (AC with multiple ICP)

• Oversee the mgt of multiple incidents that are
  each being managed by an ICS org
• Oversee the mgt of large incidents that cross
  jurisdictional boundaries
• Public health emergencies (nonsite specific, not
  immediately identifiable, evolve over time)
• AC sets overall strategy, allocates critical
  resources, ensures compliancy to strategies AC
  may become Unified Area Command when incidents
  are multijurisdictional or involve multiple
  agencies
• AC has no Operations Section b/c Operations are
  conducted on scene

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Incident Commander

• At scene, highest ranking person can either
  assume command, maintain command as is, or
  transfer command to a third party.

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IC

• Provides overall leadership for incident response
• Only position that must always be filled
• Ensures safety
• Communicates with stakeholders
• Develops objectives
• Responsible for all activities and functions
  undelegated or unassigned
• Establishes incident objectives
• Delegates authority to others
• Takes general direction from Agency Executive
• Approves IAP with signature

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Deputy IC

• Performs specific tasks as requested by IC
• Performs IC function in relief capacity
• Represent an assisting agency
• Must be as qualified as IC
• Deputies available for IC, Section and Branch
  levels

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Command Staff (PIO, LNO, SO)

• IC delegates to Command Staff
• Provide information, liaison, and safety services
  for the entire organization
• Report directly to IC

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Public Information Officer (PIO)

• Conduit for information to internal and external
  stakeholders
• Advises IC on info dissemination and media issues
• Obtains info from and provides info to planning
  section
• Obtains info from and provides info to the
  community and media
• IC approves all info releases

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Safety Officer (SO)

• Monitors safety conditions
• Advises IC on incident safety issues
• Works with Operations Section to ensure safety of
  field personnel
• Ensures safety of all incident personnel

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Liaison Officer (LNO)

• Primary contact for supporting agencies
• Assists IC by serving as point of contact for
  agency reps who are helping to support the
  operation
• Provides briefings to and answers questions from
  supporting agencies (assisting and cooperating)

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General Staff Functions

• Planning thinkers
• Logistics getters
• Finance/Admin payers
• Operations doers
• Each section is lead by a Section Chief

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Operations Section Chief

• Assists in identifying strategies
• Develops and implements strategy and tactics to
  carry out the incident objectives
• Organizes, assigns, and supervises the tactical
  field resources
• Determines work assignments and resource
  requirements
• Supervises air operations and resources in Staging

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Operations Section

• Directs and coordinates all incident tactical
  operations
• Typically one of the first sections be to
  assigned
• Expands from the bottom up
• Has the most resources
• May have Staging Areas and special organizations

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Operations Section Challenges

• Span of control is maintained by using Divisions,
  Branches and Groups
• Divisions-divide incident geographically
• Groups-functional areas of operation
• Branches-used when Division or Groups exceed span
  of control (can be geo or functional)
• May have a Deputy Operations Section Chief
• Depends on other General Staff for support

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Divisions

• Geographically divided based on needs of incident
• Labeled using alphabet (A,B,C)
• A Division is managed by Supervisor

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Groups

• Needs of incident
• Labeled according to job they are assigned
  (Health, Public Works)
• Managed by Supervisor
• Work wherever assigned and are not limited
  geographically
• Divisions and Groups can be used together and are
  equal in structure)

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Branches

• Established when number of Divisions or Groups
  exceeds span of control
• Functional or geographical responsibility
• Identified by Roman numerals or functional name
• Managed by Branch Director

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Operations

• Task Forces-combo of mixed resources with common
  communications operating under supervision of
  Task Force Leader
• Strike Team-set number of resources of the same
  kind and type with community communications under
  supervision of Strike Team Leader
• Single Resources-may be individuals, piece of
  equipment with personnel or crew/team with
  supervisor

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Planning Section Chief

• Gathers, analyzes, and disseminates information
  and intelligence
• Manages the planning process
• Compiles the IAP
• Conducts the Planning Mtg
• Manages Technical Specialists (SMEs when needed,
  infection control, epidemiology)

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Planning Section

• Maintains resource status
• Maintains and displays situation status
• Prepares IAP
• Develops alternative strategies
• Provides documentation services
• Prepares the Demobilization Plan
• Look beyond current operational period to next
  and anticipate potential problems

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Information and Intelligence

• I I function may be activated as a fifth
  General Staff section, as an element within
  Operations or Planning Sections or as part of the
  Command Staff.

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Planning Section Units

• Resources conducts check in and maintains status
  of all resources, prepares written IAP
• Situation collects and analyzes info on current
  situation, prepared sit reps, develops maps and
  projections
• Demobilization assists in ensuring that
  resources are released in orderly, safe and cost
  effective manner
• Documentation provides duplication services
  including written IAP, maintains and archives all
  incident documents

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Logistics Section Chief

• Provides resources and services required to
  support incident activities
• Develops portions of IAP and forwards them to
  Planning
• Ensures that Logistics can support IAP
• Contracts for and purchases good and services
  needed at the incident
• Places orders for resources
• Develops a transportation system to support
  operational needs

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Logistics Section

• Communications
• Medical support for incident personnel
• Food for personnel
• Supplies
• Facilities
• Ground support

• Service Branch
• Communications Unit
• Medical Unit
• Food Unit
• Support Branch
• Supply Unit
• Facilities Unit
• Ground Unit

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Communications Unit (Service)

• Prepares and supports the Incident Communication
  Plan (Form 205)
• Distributes and maintains communication equipment
• Supervises the Incident Communications Center
• Establishes adequate communications over the
  incident

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Medical Unit (Service)

• Develops the Medical Plan (Form 206)
• Provides first aid and light medical care
• Screening, evaluation and follow-up of employees
  assigned
• Prepares procedures for a major medical emergency

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Food Unit (Service)

• Supplies the food and potable water
• Obtains equipment and supplies to operate food
  service facilities

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Supply Unit (Support)

• Assists in determining what and how much supplies
  are needed
• Orders, receives, stores and distributes supplies
• Services nonexpendable equipment
• Places all resource orders
• Maintain inventory of supplies and equipment

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Facilities Unit (Support)

• Sets up and maintains facilities
• Provides managers for Base and Camps
• Provides facility security and maintenance
  services (sanitation, lighting, cleanup)

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Ground Support Unit (Support)

• Prepares the Transportation Plan
• Arranges for, activates and documents the fueling
  and maintenance of ground resources
• Arranges for transportation of personnel,
  supplies, food and equipment

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Finance/Administration Section Chief

• Responsible for financial and cost analysis
• Provides cost implications of incident objectives
• Ensures that IAP is within financial limits by IC
• Oversees contract negotiations
• Tracks personnel and equipment time
• Processes claims for accidents and injuries
• Works with Logistics to ensure resources are
  procured

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Finance/Admin Section

• Contract negotiation and monitoring
• Timekeeping
• Cost analysis
• Compensation for injury and damage to property

• Time Unit
• Procurement Unit
• Comp/Claims Unit
• Cost Unit

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Finance/Admin Units

• Time-responsible for incident personnel time
  recording
• Procurement-financial matters on vendor
  contracts, leases and fiscal agreements
• Compensation/Claims-administrative matters on
  compensation for injury and claims related
  activities kept for incident
• Cost-collects all cost data, performs cost
  effectiveness analyses, provides cost estimates,
  makes cost saving recommendations

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Cooperating and Assisting Agencies

• Assisting-agencies that provide personnel,
  services, or other resources to the org with
  direct responsibility for the incident mgt
• Cooperating-organizations that supply assistance
  other than direct operational or support
  functions and resources to the incident mgt effort

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Agency Representative

• An Agency Representative is an individual who
  speaks on behalf of an assisting or cooperating
  agency
• Work with Liaison Officer

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Agency Executive

• The IC reports to the Agency Executive whose role
  is to manage the day to day administrative
  affairs of the organization

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Assistants

• In large scale events, Assistants work with
  Command Staff to help them manage their workloads
• Can be assigned to Unit Leaders too

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Formal Communication

• Following lines of authority, FC must be used
  when
• Receiving and giving work assignments
• Requesting support or additional resources
• Reporting progress of assigned tasks

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Informal Communication

• Is used to exchange incident or event information
  only
• Can be passed vertically or horizontally without
  restriction
• Critical information must flow freely

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Incident Leadership

• As a leader during an incident you must provide
  purpose, direction, and motivation for responders
  who are working to accomplish difficult tasks
  under dangerous, stressful circumstances

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Common Leadership Responsibilities

• Ensure safe work practices
• Takes command of assigned resources
• Motivates with a can do safely attitude
• Demonstrates initiative by taking action
• Communicates by giving specific instructions and
  asking for feedback
• Supervises the scene
• Evaluates the effectiveness of the plan
• Understands and accepts the need to modify plans
  or instructions

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ICS Tools

• ICS forms
• Position descriptions and responsibilities
  document(Job Action Sheets, JAS)
• Emergency Operations Plan
• Organization policies and procedures manual
• Maps

• JAS Position title
• Report to
• Mission/Description
• Qualifications
• Immediate responsibilities
• Appoint all Section Chiefs and the Medical Staff
  Director positions??
• Intermediate responsibilities
• Ensure that all news releases have the approval
  of the Incident Commander??
• Extended responsibilities
• Assure that all communications are copied to the
  Communications Unit Leader??

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ICS Forms

• Form 201, Incident Briefing (Section Chief) Serve
  as IAP
• Form 202, Response Objectives (Section Chief)
• Form 203, Organizational Assignment List
  (Resources Unit)
• Form 206, Medical Plan (Medical Unit)
• Form 215, Operational Planning Worksheet (Staff)
• Form 215a, Incident Action Plan Safety Analysis
  (SO, staff)

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Operational Periods

• Within each operational periods there are six
  activities that take place within the ICS
  management structure
• Situation briefing/shift change Form 201)
• Management meeting Form 202(overall policies and
  priorities, AE)
• Planning meeting Form 203, 204, 215(tactics,
  resources)
• Operations briefing (OSC presents IAP)(PSC
  facilitates briefing)
• Implementation
• Assessment of situation and progress

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Post Incident Evaluation and Corrective Action

• Assessment methods include
• Debriefing
• Post-Incident critique
• After action review mtg
• AAR
• Corrective action plans

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92
The Planning P and Initial Response

1. Incident/Threat?
2. Notification?
3. Initial Response and Assessment?
4. Incident Briefing (Form 201) ?
5. Initial IC/UC Meeting ?
6. IC/UC Sets Objectives ?
7. Tactics Meeting ?
8. Preparing for Planning Meeting ?
9. Planning Meeting ?
10. IAP Prep and Approval ?
11. Operations Briefing ?
12. Execute Plan and Assess Progress

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The Planning P

• The Planning P illustrates the process and
  steps involved in planning for an incident
• Leg items are completed initially
• Circular sequence starts with IC/UC sets
  objectives and ends with execute plan and assess
  progress
• Rinse and repeat (circular part of P)
• New operational period begins after the Ops
  briefing

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Initial Response Actions

• IC must
• Size up the situation
• Determine if life is at immediate risk
• Ensure personnel safety factors are taken into
  account
• Determine if there are any environmental issues
  that need to be addressed

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Size-Up

• The first responder must assume command and size
  up the situation by determining
• Nature and magnitude of the incident
• Hazards and safety concerns
• Initial priorities and immediate resource
  requirements
• Location of ICP and Staging
• Entrance and exit routes

96
Situational Awareness

• Is the perception of what the incident is doing
  and what you are doing in relation to the
  incident and your objectives
• Involves an awareness of potential incident
  behavior and the ability to predict where the
  incident and you will be in the future

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Complexity Analysis Factors

• Impacts to life, property and the economy
• Community and responder safety
• Potential hazardous materials
• Weather and other environmental influences
• Likelihood of cascading events
• Potential crime scene
• Political sensitivity, external influences and
  media relations
• Area involved
• Availability of resources

98
Objectives

• Develop incident objectives
• Objectives are based on 3 ICS priorities
• Writing SMART objectives
• Specific precise and unambiguous
• Measurable conduct a final accounting-was it
  achieved?
• Action Oriented action verb that describes
  expected accomplishments
• Realistic achievable with the resources
  available/feasible
• Time Sensitive timeframe should be specified

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Sample Objectives

• Complete preliminary damage assessments of all
  damaged residential structures in Anytown within
  the next 24 hours
• Restore water to the business district by 0900
  hours tomorrow

100
Incident Briefing (Form 201)

• Provides Command staff with info about the
  incident and the resources allocated
• Serves as a permanent record of the initial
  response to the incident
• Can be used for transfer of command

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101
Initial IC/UC Meeting

• Transfer of command (time and date of transfer)
• Assuming command
• Assess the situation with the current IC
• Receive a briefing from the current IC
• Determine an appropriate time for the transfer of
  command and document the transfer (Form 201)
• Notify others of the change in incident command
• Assign the current IC to another position

102
Planning Process

• The IAP is the central tool for the planning
  during a response
• The incident action planning process allows the
  organization to divide incident objectives into
  tactical assignments for specific operational
  periods

103
The Planning P Applicability

• Planning for events and incidents
• Incident action planning is essential for a
  successful response to expanding incidents

104
Operational Period

• The designated time period in which tactical
  objectives are to be accomplished and reevaluated
• Typically 12-24 hours

105
The Start of Each Planning Cycle

• Incident objectives should be developed that
  cover the entire course of the incident
• The cyclical planning process is designed to take
  the overall incident objectives and break them
  down into tactical assignments for each
  operational period
• Objectives must conform to legal and mgt
  objectives of all affected agencies

106
IC/UC Sets Objectives

• Planning for each operational period begins with
  the IC or UC setting objectives
• Objectives are set based on the continued
  assessment of the situation and the progress made

107
Assessing Current Objectives

• Is the incident stable or is it increasing in
  size and complexity?
• What are the current incident objectives,
  strategy and tactics?
• Safety issues
• Are objectives effective?
• What is current status of resources?
• Are there sufficient resources?

108
The Tactics Meeting

• Purpose Review the tactics developed by the Ops
  Section Chief
• Determining how selective strategy will
  accomplish objectives
• Assigning resources to implement tactics
• Identifying how to monitor tactics and resources
• Who attends Ops Section Chief, SO, PSC, LSC, and
  Resources Unit Leader
• Who leads Ops Section Chief
• Documentation ICS 215 Form, Operational Planning
  Worksheet

109
Objectives, Strategies and Tactics

• Incident objectives state what is to be
  accomplished in the operational period
• Strategies establish the general plan or
  direction for accomplishing the incident
  objectives
• Tactics specify how the strategies will be
  executed

110
Developing Appropriate Strategy

• Generate a list of alternative strategies
• Select the strategy that
• Within acceptable safety norms
• Makes good sense (feasible)
• Is cost effective
• Is consistent with sound practice
• Meets political considerations

111
Executing Tactical Direction

• Establish tactics tactics needed to implement
  the selected strategy tactics are within op
  period or realistic timeframe
• Assign resources determine and assign the kind
  and type of resources appropriate for the
  selected tactics kind-type-number of resources
  available and needed to achieve tactical
  operations
• Monitor performance will determine if the
  tactics and resources selected for various
  strategies are both valid and adequate

112
Preparing for the Planning Meeting

• Planning section
• Analyze the ICS 215 developed in the tactics mtg
• Review the incident safety analysis (215a)
  completed by SO
• Assess current operations effectiveness and
  resource efficiency
• Gather info to support incident mgt decisions

• .

113
The Planning Mtg

• Purposes review/validate the operational plan
  identify resource requirements
• Who attends Command and General Staff other
  incident mgt personnel, AE, cooperating/assisting
  agencies
• Who leads Planning Section Chief leads following
  a fixed agenda

114
The Planning Mtg Activities

• PSC situation briefing
• IC states incident objectives and policy issues
• OSC states strategies
• P L SC develops the resources, support and
  overhead orders
• LSC considers additional support requirements

115
IAP Prep and Approval

• Organizational elements prepare IAP assignments
  and submit them to the Planning Section
• Planning Section collates, prepares, and
  duplicates the IAP document for the operational
  period briefing
• Resources Unit coordinates with the Logistics
  Section to acquire the amount and type of
  resources
• IC approves the IAP and General Staff implements
  it

116
IAPVerbal or Written

• Verbal
• short duration, simple incidents
• Written
• Two or more jurisdictions are involved in
  response
• The incident continues into the next operational
  period
• A number of ICS organizational elements are
  activated
• Required by agency policy
• Hazmat incident is involved

117
Written IAP

• A clear statement of objectives and actions
• A basis for measuring work effectiveness and cost
  effectiveness
• A basis for measuring work progress and providing
  accountability
• Documentation for post-incident fiscal and legal
  activities

118
Written IAP

• IAP Cover Sheet
• 202, incident objectives
• 203, org assignment list
• 204, Division or Group assignment list
• 205, incident communications plan
• 206, incident medical plan
• Safety messages, maps, etc.

• .

119
Operational Period Briefing

• May be referred to as the shift change
• Is conducted at the beginning of each operational
  period
• Presents the IAP to supervisors of tactical
  resources
• Should be concise
• Planning Section Chief facilitates the briefing

120
Operational Period Briefing

• PSC reviews agenda and facilitates mtg
• IC presents incident objectives and confirms
  existing objectives
• Current OSC provides current assessment and
  accomplishments
• Oncoming OSC covers the work assignments and
  staffing for upcoming op period (Division/Group)
• Technical Specialists Present updates on
  conditions affecting response

121
Operational Period Briefing

• SO reviews risks and safety issues
• Section Chief/Unit Leaders present information
  related to ensuring safe and efficient operations
• IC Reiterates his or her operational concerns
  and directs resources to deploy
• PSC Announces next planning meeting and
  operational period briefing adjourns the mtg

122
Operational Period Briefing

• Supervisors conduct team briefings with their
  assigned resources in order to implement
  operational assignments
• OSC assesses the IAP implementation, incident
  objectives, strategies, and tactics prior to next
  operational period

123
Operational Period Briefing Agenda

1. Situation Update(PSC update)
2. Status of current tactical assignments
3. Response issues
4. New tactical assignments
5. Projections that may impact the next operational
   period
6. Plan Review
7. IAP questions
8. Discussion of Logistical Support Details
9. Review of transportation, communications, and
   medical plans as well as plans for
   feeding/resting
10. Review of Safety Message
11. Cover safety message and remind the Supervisors
    of the safety precautions

124
IS 700 (NIMS)

• National Incident Management System (NIMS) is a
  comprehensive, national approach to incident
  management that is applicable at all
  jurisdictional levels and across functional
  disciplines (lowest jurisdictional level)
• Building on the foundation provided by existing
  emergency management and incident response
  systems used by jurisdictions, organizations, and
  functional disciplines at all levels, NIMS
  integrates best practices into a comprehensive
  framework
• Applicable across a full spectrum of potential
  incidents and hazard scenarios, regardless of
  size or complexity
• Improves coordination and cooperation between
  public and private entities in a variety of
  domestic incident management activities

125
NIMS

• NIMS is not an operational incident management or
  resource allocation plan
• A comprehensive, nationwide, systematic approach
  to incident management, including the Incident
  Command System, Multiagency Coordination Systems,
  and Public Information
• A set of preparedness concepts and principles for
  all hazards
• Essential principles for a common operating
  picture and interoperability of communications
  and information management
• Standardized resource management procedures that
  enable coordination among different jurisdictions
  or organizations

126
Standardization

• NIMS provides a set of standardized
  organizational structures that improve
  integration and connectivity among jurisdictions
  and disciplines, starting with a common
  foundation of preparedness and planning.
• Personnel and organizations that have adopted the
  common NIMS framework are able to work together,
  thereby fostering cohesion among the various
  organizations involved in all aspects of an
  incident.

127
NIMS Document

• Originally published on March 1, 2004, the NIMS
  document was revised in December 2008 to reflect
  contributions from stakeholders and lessons
  learned during recent incidents

128
NIMS Compliance

• The NIMS Mandate
• HSPD-5 requires all Federal departments and
  agencies to
• Adopt NIMS and use it in their individual
  incident management programs and activities
• Make adoption of NIMS by State, tribal, and local
  organizations a condition for Federal
  preparedness assistance (through grants,
  contracts, and other activities)
• 16 elements

129
NIMS Adoption

• The State promotes and encourages NIMS adoption
  by associations, utilities, NGOs, private sector
  emergency management and incident response
  organizations in order to comply with HSPD 5.

130
NIMS Elements 1 2

• Element 1-Adopt the National Incident Management
  System (NIMS) at the organizational level for all
  appropriate departments and business units, as
  well as promote and encourage NIMS adoption by
  associations, utilities, partners and suppliers.
• Element 2-Manage all emergency incidents,
  exercises and preplanned (recurring/special)
  events in accordance with ICS organizational
  structures, doctrine, and procedures, as defined
  in NIMS. ICS implementation must include
  consistent application of Incident Action
  Planning and Common Communication Plans.

131
Elements 3 4

• Element 3-Multi-agency Coordination System
  Coordinates and supports emergency incident and
  event management through the development and use
  of integrated multiagency coordination systems
  (MACs). That is, develop and coordinate
  connectivity capability with Hospital Command
  Center (HCC) and local Incident Command Posts
  (ICPs), local 911 centers, local Emergency
  Operations Centers (EOCs), the state EOC and
  others as applicable.
• Element 4-Public Information System (PIS)
  Implements processes and/or plans to communicate
  timely accurate information through a Joint
  Information System (JIS) and Joint Information
  Center (JIC).

132
Elements 5, 6 7

• Element 5-Hospitals and healthcare systems will
  track NIMS implementation annually as part of the
  organizations emergency management program
• Element 6-Develop and implement a system to
  coordinate appropriate hospital preparedness
  funding to employ NIMS across the organization.
• Element 7-Revise and update plans i.e. Emergency
  Operations Plan (EOPs) and standard operating
  procedures (SOPs) to incorporate NIMS components,
  principles and policies, to include
  planning,training, response, exercises,
  equipment, evaluation, and corrective actions.

133
Elements 8, 9, 10 11

• Element 8-Participate in and promote interagency
  mutual-aid agreements, to include agreements with
  public and private sector and/or nongovernmental
  organizations.
• Element 9-Complete IS-700 NIMS An Introduction
• Element 10-Complete IS-800.A NRP An
  Introduction
• Element 11-Complete ICS 100 and ICS 200 Training
  or equivalent courses

134
Elements 12, 13, 14

• Element 12- Incorporate NIMS/ICS into internal
  and external local, regional, and state emergency
  management training and exercises.
• Element 13-Participate in an all-hazard exercise
  program based on NIMS that involves responders
  from multiple disciplines, multiple agencies and
  organizations
• Element 14-Hospitals and healthcare systems will
  incorporate corrective actions into preparedness
  and response plans and procedures.

135
Elements 15 16

• Element 15-Maintain an inventory of
  organizational response assets.
• Element 16-To the extent permissible by law,
  ensure that relevant national standards and
  guidance to achieve equipment, communication, and
  data interoperability are incorporated into
  acquisition programs.

136
3 Key Organization Systems in NIMS Incident Mgt

1. ICS (Veni, vidi, vici)
2. Multiagency Coordination Systems define the
   operating characteristics, management components,
   and organizational structure of supporting
   entities
3. Public Information Systems include the
   processes, procedures and systems for
   communicating timely and accurate information to
   the public during an emergency

137
Preparedness

• Preparedness involves
• Planning, training and exercising
• Personnel qualification and certification
  standards
• Equipment acquisition and certification standards
• Publication mgt processed and activities
• Mutual aid agreements and EMACs

• .

138
Preparedness

• Preparedness is a continual cycle of planning,
  training, equipping, exercising and evaluating
• Actions to establish and sustain prescribed
  levels of capability
• Ensures mission integration and interoperability
• NIMS Integration Center?National Integration
  Center (NIC)

139
National Integration Center

• HSPD-5 required the Secretary of Homeland
  Security to establish a mechanism for ensuring
  the ongoing management and maintenance of NIMS.
• The Secretary established the National
  Integration Center (NIC) to serve as an asset for
  government agencies, the private sector, and
  nongovernmental organizations that are
  implementing NIMS.
• The NIC is responsible for the following
  functions
• Administration and compliance
• Standards and credentialing
• Training and exercise support
• publication management

140
Supporting Technologies

• NIMS relies on scientifically based technical
  standards that support incident management.
  Ongoing development of science and technology
  supports the continual improvement and refinement
  of NIMS.
• Strategic research and development ensures that
  this development takes place.
• To be successful, the NIC must
• Form a long-term collaborative effort among NIMS
  partners to maintain an appropriate focus on
  science and technology solutions.
• Work in coordination with the DHS Under Secretary
  for Science and Technology to assess the needs of
  emergency management/response personnel and their
  affiliated organizations.

141
Preparedness

• Public-Private partnerships
• Emergency managers should establish
  public-private partnerships were appropriate to
  gain a better perspective on available emergency
  resources to meet the public need.

142
Training and Exercising

• NIC will disseminate national standards, general
  training requirements
• HSEEP is a capabilities and performance-based
  exercise program that provides a standardized
  policy, methodology, and language for designing,
  developing, conducting, and evaluating all
  exercises

• .

143
Training

• Personnel with roles in emergency management and
  incident response should be appropriately trained
  to improve all-hazards capabilities nationwide.
  Training should allow practitioners to
• Use the concepts and principles of NIMS in
  exercises, planned events, and actual incidents.
• Become more comfortable using NIMS, including the
  Incident Command System.  
• Training and exercises should be specifically
  tailored to the responsibilities of the personnel
  involved in incident management. The National
  Integration Center (NIC) has developed
  requirements and guidance for NIMS training
  materials.

144
Exercises

• To improve NIMS performance, emergency
  management/response personnel need to participate
  in realistic exercises. Exercises should
• Include multidisciplinary, multijurisdictional
  incidents.
• Require interactions with the private sector and
  nongovernmental organizations.
• Cover all aspects of preparedness plans,
  particularly the processes and procedures for
  activating local, intrastate, and/or interstate
  mutual aid agreements and assistance agreements.
• Contain a mechanism for incorporating corrective
  actions and lessons learned from incidents into
  the planning process.

145
Personnel Qualification and Certification

• Standards (knowledge, skills and experience)
• Training
• Experience
• Credentialing
• Currency
• Physical and medical fitness

• .

146
Personnel Qualifications and Certification

• A critical element of NIMS preparedness is the
  use of national standards that allow for common
  or compatible structures for the qualification,
  licensure, and certification of emergency
  management/response personnel.
• Help ensure that personnel possess the minimum
  knowledge, skills, and experience necessary to
  execute incident management and emergency
  response activities safely and effectively
• Typically include training, experience,
  credentialing, validation, and physical and
  medical fitness
• The baseline criteria for voluntary credentialing
  will be established by the National Integration
  Center.

147
Incident Mgt Team

• An Incident Management Team (IMT) is an incident
  command organization made up of the Command and
  General Staff members and appropriate functional
  units in an ICS organization and can be deployed
  or activated, as needed.
• National, State, and some local IMTs have formal
  certification and qualification, notification,
  deployment, and operational procedures in place.
  In other cases, IMTs are formed at an incident or
  for specific events.

148
Equipment Certification

• National equipment standards (NIMS IC)
• Interoperability
• Review and approve equipment meeting national
  standards

149
Equipment Certification

• We all count on having the right tools to do the
  job. Being able to certify equipment is a
  critical component of preparedness.
• Helps ensure that the equipment acquired will
  perform to certain standards (as designated by
  organizations such as the National Fire
  Protection Association or National Institute of
  Standards and Technology).
• Supports planning and rapid fulfillment of needs
  based on a common understanding of the abilities
  of distinct types of equipment.

150
Mutual Aid and EMACs

• Provide resources or other support to another org
  during emergency
• Jurisdictions at all levels are encouraged to
  enter into agreements with
• Other jurisdictions
• Private Sector and NGOs
• Private orgs

151
EMAC

• The Emergency Management Assistance Compact
  (EMAC) is a congressionally ratified organization
  that provides form and structure to interstate
  mutual aid. Through EMAC, a disaster-impacted
  State can request and receive assistance from
  other member States quickly and efficiently,
  resolving two key issues upfront liability and
  reimbursement.

152
Mutual Aid

• NIMS encourages
• Jurisdictions to enter into mutual aid and
  assistance agreements with other jurisdictions
  and/or organizations from which they expect to
  receive, or to which they expect to provide,
  assistance.
• States to participate in interstate compacts and
  to consider establishing intrastate agreements
  that encompass all local jurisdictions.

• .

153
Standardized Approach to Resource Management

• NIMS establishes a standardized approach for
  managing resources before, during, and after an
  incident. This standardized approach is based on
  the underlying concepts
• Consistency
• Standardization
• Coordination
• Use
• Information Management
• Credentialing

154
Planning

• Jurisdictions should work together in advance of
  an incident to develop plans for identifying,
  ordering, managing, and employing resources.
• Identification of resource needs based on the
  threats to and vulnerabilities of the
  jurisdiction
• Development of alternative strategies to obtain
  the needed resources
• Creation of new policies to encourage positioning
  of resources
• Identification of conditions that may trigger a
  specific action, such as restocking supplies when
  inventories reach a predetermined minimum.

155
Use of Agreements

• Agreements among all parties providing or
  requesting resources help to enable effective and
  efficient resource management during incident
  operations.
• You might want to consider developing and
  maintaining standing agreements and contracts for
  services and supplies that may be needed during
  an incident.

156
Effective Resource Management Acquisition
Strategies

• Effective resource management includes
  establishing resource acquisition procedures.
• It is important to consider the tradeoffs (e.g.,
  shelf life, warehousing costs) and determine the
  optimal acquisition strategies, including
• Acquiring critical resources in advance and
  storing them in a warehouse (i.e.,
  stockpiling).
• Supplying resources just in time, typically
  using a pre-incident contract.

157
Effective Resource Management

• Systems Management information systems collect,
  update, and process resource data and track the
  status and location of resources.
• It is critical to have redundant information
  systems or backup systems to manage resources in
  the event that the primary system is disrupted or
  unavailable.
• Protocols Preparedness organizations develop
  standard protocols to request resources,
  prioritize requests, activate and mobilize
  resources to incidents, and return resources to
  normal status.

158
7 Ste