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Instructor Guide G191–IG/July 1995

ICS/EOCINTERFACEWORKSHOP

Emergency Management Institute

ICS/EOC INTERFACE WORKSHOP

EMERGENCY MANAGEMENT INSTITUTE July 1995

NATIONAL EMERGENCY TRAINING CENTER


INSTRUCTOR GUIDE

IG i

TABLE OF CONTENTS

Page

Rationale...................................................................................................................... iii

Purpose .........................................................................................................................iv

Instructional Methodology .............................................................................................v

Classroom Requirements............................................................................................. vii

UNIT 1: COURSE INTRODUCTION ...................................................................... 1-1

Welcome and Introductions ............................................................................ 1-3Administrative Information ............................................................................ 1-4Course Overview.............................................................................................1-4Course Materials .............................................................................................1-9

UNIT 2: ICS/EOC INTERFACE EXERCISE I ........................................................ 2-1

Introduction.....................................................................................................2-3Small–Group Exercise.....................................................................................2-3Unit Summary .................................................................................................2-5

UNIT 3: INTRODUCITON TO THE INCIDENTCOMMAND SYSTEM (ICS) .................................................................................... 3-1

Introduction.....................................................................................................3-4ICS History and Laws Relating to ICS ............................................................3-5 ICS History ..................................................................................................3-5 Laws Relating to ICS ...................................................................................3-7ICS Concepts, Principles, and Structure ..........................................................3-8 Common Terminology................................................................................3-11 Modular Organization.................................................................................3-12 Integrated Communications ........................................................................3-13 Unity of Command.....................................................................................3-13 Unified Command ......................................................................................3-14 Consolidated Action Plan ...........................................................................3-16 Span of Control ..........................................................................................3-17 Designated Incident Facilities .....................................................................3-18 Comprehensive Resource Management ......................................................3-19

Functional Elements of ICS ........................................................................... 3-19 Unit Summary ............................................................................................... 3-22

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TABLE OF CONTENTS

UNIT 4: INTRODUCTION TO THE EMERGENCY OPERATING CENTER (EOC)................................................................................ 4-1

Introduction........................................................................................................... 4-4 EOC Principles and Purpose.................................................................................. 4-5 EOC Representatives............................................................................................. 4-7 Organizational Structure................................................................................... 4-9 Unit Summary ......................................................................................................4-12

UNIT 5: ICS/EOC RELATIONSHIPS...................................................................... 5-1

Introduction........................................................................................................... 5-4 Exercise: ICS and EOC Roles and Responsibilities............................................... 5-5 Unit Summary ....................................................................................................... 5-6

UNIT 6: ICS/EOC INTERFACE EXERCISE II........................................................ 6-1

Introduction........................................................................................................... 6-3 Small-Group Exercise ........................................................................................... 6-4 Unit Summary ....................................................................................................... 6-5

UNIT 7: ICS/EOC ACTION PLANNING................................................................. 7-1

Introduction........................................................................................................... 7-4 Small-Group Exercise ........................................................................................... 7-5 Unit Summary ....................................................................................................... 7-6

UNIT 8: COURSE SUMMARY ............................................................................... 8-1

Course Review and Discussion.............................................................................. 8-3 Course Evaluation ................................................................................................. 8-4 Closing Remarks/Certificate Presentations ............................................................ 8-5

APPENDIX: GLOSSARY ........................................................................................A-1

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RATIONALE

Although several systems exist throughout the nation for the command and control ofresources required in disasters, the Federal Emergency Management Agency (FEMA)uses the Emergency Operating Center (EOC) as the primary model for coordinatingdisaster operations. In addition, the Incident Command System (ICS) has gainedrecognition as an on-scene management system for use in State and local emergencyresponse.

The interrelatedness of these two operational models, over a wide range of State and localorganizations and the full spectrum of hazards, has created a need for a training activitythat addresses the “interface” issues between “all-hazard” ICS operations and EOCcoordination activities.

These interface issues are not simply confined to intra-jurisdictional resourcemanagement and decisiomaking. Rather, they are complicated by inter-jurisdictionalcoordination, not only in horizontal relationships such as city-to-city and county-to-county but also in vertical relationships of local-to-local, local-to-State, State-to-State,and State-to-Federal levels of government.

Local public officials need to understand the complexity of preparedness, response, andrecovery issues. Specifically, they need to understand the complexity of making criticallife-saving decisions in fast-building crisis operations. This course focuses on onepossible trouble spot—coordination between on-scene incident management (the ICS)and the central location for local government coordination and decisiomaking (the EOC).

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PURPOSE

This course is designed to enable participants to develop ICS/EOC interfaceimplementation strategies, or action plans, for their communities. The course reviews theICS and EOC models of emergency management operations, including coordination,communication, and chief executive decisiomaking. It enhances knowledge and skillsneeded for clarifying roles, responsibilities, and relationships prior to a disaster throughsmall-group and large-group exercises.

The course stresses that final coordination and operation structures are a matter for localgovernments to resolve in the planning process. It is the intent of the course to stimulatethinking and, ultimately, action in this area.

The audience for this course should include emergency managers and responders whomust operationalize the ICS/EOC interface in the field. If possible, it is preferable for allparticipants to be from a single jurisdiction. In any case, all players in the ICS/EOCinterface should be represented in the audience for this course.

Be certain that the participants understand that this course is neither an ICS nor an EOCoperations course. If the participants believe that they require additional ICS or EOCtraining, suggest that they see their Training Officer for additional information on courseofferings.

Emphasize that this course only begins the ICS/EOC interface process for a community.To make an ICS/EOC interface work effectively, the participants will need to worktogether after this course to plan, train, exercise, and revise their interface strategies.

NOTE: While there are no rigid solutions to theICS/EOC interface issues, this course provides anopportunity to propose and discuss options in a neutralenvironment. If the course is successful, the concept ofoperations will be in place and exercised prior to thenext major emergency or disaster.

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INSTRUCTIONAL METHODOLOGY

As the instructor, you should set a tone for this session that clearly communicates thefollowing information:

§ The course is designed to encourage maximum interaction between the instructorsand the participants and among the participants themselves.

§ Participants should compare what they know from their own experience with what ispresented in instructor-led discussions on the concepts of emergency managementand teamwork.

§ In many cases, participants need not be concerned with correct answers or with theexpected outcome of any discussion or activity. This course demonstrates approachesand ideas that participants can, and should, modify to fit their own needs andcircumstances.

Consider the following general suggestions:

§ Your preparation to teach this course is critical and will require study beyond thenotes and suggestions provided in each lesson plan.

While this course is designed to encourage participant interaction, your own readinessto establish direction, content, and substance is essential for discussions to work well.

§ Your role in this course should be more as facilitator than instructor. Allow theparticipants to learn experientially rather than through lecture.

§ Throughout this course, participants will be required to share information and insightsfrom their own experiences. To facilitate this process, be certain that work groups arecomposed of participants from the same community.

§ Use a flipchart or chalkboard to record both participants’ comments and your ownobservations. Displaying participants’ views in this way creates a data base againstwhich you and the class can analyze the concepts presented.

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INSTRUCTIONAL METHODOLOGY

§ Pacing this course to accommodate the interests and skills of participants should be aparamount goal. While the material to be covered is extensive, the level of interestand skill demonstrated by the group should dictate your sense of timing and the speedwith which you proceed through the activities and points of discussion.

§ This course uses class working groups extensively in activities that support instructor-provided information as well as team teaching. Because these group experiences areso vital to the success of the course, examine how the different members of eachgroup interact.

NOTE: You will find it helpful if each participant brings to class acopy of his or her community’s EOP and/or SOPs for use with theexercises—particularly Units 5 and 7. Please advise the participantsto bring their EOPs to class.

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CLASSROOM REQUIREMENTS

Optimum class size is 25 to 35 participants. The classroom must be suitable for theappropriate number of course participants and have adequate space and electrical outletsfor audiovisual equipment and a large screen. Flipcharts and/or chalkboards and aninstructor table are required for the instructors.

The classroom should be arranged for table groups of four to six participants. Oneflipchart and set of markers should be available for use by each table group. Groups alsowill need access to blank clear overhead acetates and markers.

UNIT SCREENVCR/TV

MONITORSOVERHEADPROJECTOR

TABLEGROUPS

1 X X

2 X X X

3 X X X

4 X X X

5 X X X

6 X X X

7 X X X

8


EMERGENCY MANAGEMENT INSTITUTE


UNIT 1

COURSE INTRODUCTION

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COURSE INTRODUCTION

COURSE TITLE: ICS/EOC Interface Workshop

UNIT TITLE: Course Introduction

TIME ½ Hour

OBJECTIVES At the conclusion of this unit, participants should beable to do the following:

1. Relate course objectives to lessons in the courseschedule.

2. Identify course materials and describe how theywill be used during the course.

SCOPE § Welcome§ Instructor and participant introductions§ Administrative information§ Course overview§ Course materials

METHODOLOGY The course manager will welcome the class andintroduce the instructors. Class members will have theopportunity to introduce themselves and state theirindividual learning objectives. The course manager willcover administrative details and then introduce thecourse objectives, scope, and time plan. A shortorientation to using the course materials will beprovided.

IG 1-2

COURSE INTRODUCTION

REFERENCES § Instructor:

� Instructor Guide (IG).� Agenda.� Participant Handbook (PH).

§ Participant:

� Agenda.� Participant Handbook.

REQUIREMENTS § Visuals 1.1 through 1.12.

§ Overhead projector.

§ Screen.

§ Flipchart and markers.

REMARKS The suggested time plan for the unit is shown below.

Topic Time

§ Welcome and Introductions(may take longer)

10 Minutes

§ Administrative Information 5 Minutes

§ Course Overview 10 Minutes

§ Course Materials 5 Minutes

TOTAL TIME ½ Hour

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COURSE INTRODUCTION

INSTRUCTOR NOTES CONTENT/ACTIVITY

A. WELCOME ANDINTRODUCTIONS

10 Minutes

Introduce the instructor team. Includerelevant aspects of the instructors’backgrounds to establish credibility, orallow each instructor to introduce himselfor herself.

Welcome to the Incident CommandSystem (ICS)/Emergency OperatingCenter (EOC) Interface Workshop.

My name is , and Iwill serve as Course Manager.

VISUAL 1.1, PH 1-1

Course Introduction Visual 1.1

PARTICIPANT INTRODUCTIONS

3 Name.

3 Job Title.

3 Organization.

3 Length of Time in Job.

3 Job Responsibilities.

3 Individual Learning Goal.

Facilitate the participant introductions.Record individual goals on a flipchart forlater reference.

This course is highly interactive. Add an icebreaker, if necessary, to facilitate groupinteraction.

Finally, the most important source ofinformation must be introduced—theparticipants.

Introduce yourselves by stating your:

§ Name.

§ Job title, organization, and how longyou have been in your currentposition.

§ Job responsibilities.

§ Individual goal for attending thiscourse.

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COURSE INTRODUCTION


B. ADMINISTRATIVEINFORMATION

5 Minutes

VISUAL 1.2


ADMINISTRATIVE INFORMATION

§ Restroom locations.

§ Breaks.

§ Mail.

§ Parking.

§ Meals.

§ Smoking policy.

§ Classroom etiquette.

§ Medical services.

§ Telephone.

§ Campus facilities.

§ Fire Exits.

There are administrative details that mustbe covered.

Please feel free to consult a member of theinstructor team if you have questions orexperience any difficulties at any time inthe workshop.

Briefly review the followingadministrative information.

§ Restroom locations.§ Smoking policy.§ Breaks.§ Classroom etiquette.§ Mail.§ Medical services.§ Parking.§ Telephone.§ Meals.§ Campus facilities.§ Fire exits.§ Other site-specific information.

C. COURSE OVERVIEW

10 Minutes

The overall goal of this course is to enablethe participants to develop ICS/ECOinterface implementation strategies oraction plans for their communities. Theparticipants should understand that thiscourse is intended to help them begin theplanning process by proposing anddiscussing options in a neutralenvironment, and to help them understandthat there are no rigid solutions to theICS/EOC interface issues. This coursewill not present a detailed discussion ofeither ICS or the EOC. Upon completionof this course, each participant should beable to:

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COURSE INTRODUCTION


C. COURSE OVERVIEW (Continued)

VISUAL 1.3, PH 1-2


COURSE OBJECTIVES

3 Describe the principles of ICS.

3 Describe the principles of the EOC.

3Identify the roles of ICS and EOC during emergency operations.

VISUAL 1.4, PH 1-2

§ Describe the principles of the IncidentCommand System (ICS), including itspurpose and key roles andresponsibilities under ICS.

§ Describe the principle of theEmergency Operating Center (EOC),including its purpose and key roles andresponsibilities in the EOC.

§ Identify the roles of ICS and EOCoperations.

§ Using scenarios, analyze the ICS andEOC systems and list various interfaceissues.

§ Apply ICS/EOC interface concepts inan exercise situation.

§ Begin developing an ICS/EOCinterface action plan for yourcommunity.


COURSE OBJECTIVES

3 Identify potential ICS/EOC interface issues.

3 Apply ICS/EOC interface concepts in and exercise situation.

3 Begin developing an ICS/EOC interface action plan.

IG 1-6

COURSE INTRODUCTION



VISUAL 1.5, PH 1-3


COURSE OVERVIEW

UNIT 1: Course Introduction

UNIT 2: ICS/EOC Interface Exercise I

UNIT 3: Introduction to ICS

UNIT 4: Introduction to the EOC

VISUAL 1.6, PH 1-4


COURSE OVERVIEW

UNIT 5: ICS/EOC Relationships

UNIT 6: ICS/EOC Interface Exercise II

UNIT 7: ICS/EOC Action Planning

UNIT 8: Course Summary

The course agenda is also located at thebeginning of the Participant Handbook. Itmay be helpful to follow along on theagenda as I review the schedule.

§ Unit 2 will involve you in an ICS/EOCinterface exercise.

§ Unit 3 will provide you with the basicprinciples of ICS.

§ Unit 4 will provide you with the basicprinciples of the EOC.

§ Unit 5 will address the differing needsand assets of ICS and EOC.

§ Unit 6 will involve you in anotherICS/EOC exercise.

§ Unit 7 will focus on developing anICS/EOC interface action plan.

§ Unit 8 is a course summary. You willhave an opportunity to evaluate andcritique the course at that time.

IG 1-7

COURSE INTRODUCTION



VISUAL 1.7, PH 1-4


EMI EXERCISE FUNCTIONS TESTED

3Communications.

3Alert/Notification.

3Law Enforcement.

3EOC Direction & Control.

3Warning.

3Emergency Public Information.

3Commo Interagency.

VISUAL 1.8, PH 1-5


EMI EXERCISE PROBLEMS IDENTIFIED

3Poor Communication.

3Inadequate Training.

3Lack of Resources.

3Poor SOPs.

3Lack of Personnel.

Visuals 1.7 and 1.8 provide backgroundinformation related to the need fordeveloping and conducting a seminar thatprovides a focus to ICS/EOC interfaceissues.

Visual 1.7 shows the seven areasexercised most often. Note that EOCoperation is not shown.

The most common problems identifiedthrough these exercises were:

§ Poor communication.§ Inadequate training.§ Lack of resources.§ Poor SOPs.§ Lack of personnel.

You can see that when several areas aregrouped together, they relate directly tothe ICS/EOC interface, particularly:

§ Communication.§ Resources.§ Personnel.

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COURSE INTRODUCTION



VISUAL 1.9, PH 1-5


ICS/EOC INTERACTION

E.O.C.Director

Public Works LE Chief Fire Chief

EquipmentOperators

Law EnforcementOfficers

Fire Fighters

I.C.S.

VISUAL 1.10, PH 1-6


COURSE OVERVIEW

Good News:

There has not been a need to open EOCs.

Bad News:

EOC Staff have probably not operated in a multi- incident, multi-jurisdictional emergency.

Generally, the Policy and Coordinationfunctions are completed in the EOC, whilethe Operations and Operator tasks arecompleted on-scene within the ICSstructure.

During a single-incident, single-jurisdiction emergency, staff at theoperator and operations levels are bettertrained and able to get the job done.However, as an emergency escalates to amulti-incident, multi-jurisdiction event,some central coordination is needed. Thisis where the Policy and Coordination rolewithin the EOC is required.

The point of overlap is usually the area ofdisconnect in emergency planning. Thisworkshop, therefore, will provide anopportunity for you to analyze theplanning in your community to ensure thatthis problem is adequately addressed.

DiscussionQuestion

How many of you have shared your planswith all players in ICS or EOCoperations?

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COURSE INTRODUCTION



VISUAL 1.11, PH 1-6


ICS/EOC STRUCTURES

INCIDENTCOMMAND SYSTEM MODEL

EMERGENCYOPERATIONSCENTERMODEL

Chief Executive

Policy Group

Executive Heads

Department Heads

EmergencyManagement

Director

Staff Functions

Public Information OfficerMilitary Liaison OfficerCommunications Chief (Warning Officer)Message Center

Disaster Analysis&

Coordination

Operations &OperationalResponse Resources

IncidentCommander

Staff Functions

Safety Officer

Liaison Officer

Information Officer

OperationsAdministration/

FinancePlanning Logistics

These two structures provide a frame ofreference for this workshop. The EOCdiagram is taken from the FEMA guidancein CPG 1-20. The ICS diagram is used bythe National Fire Academy (NFA). Ashort review of ICS and EOC principlesand concepts is presented in Units 3 and 4.

D. COURSE MATERIALS

5 Minutes

Hold up the PH as you introduce it. Showsamples of the content included in the PH.

VISUAL 1.12


PARTICIPANT HANDBOOK

3 Important course content.

3 Exercise/activity materials.

3Background information.

3Glossary.

The Participant Handbook (PH) is theprimary support document for this course.The PH contains:

§ Important course content.

§ Exercise and activity materials.

§ Background information on selectedtopics.

§ A glossary.

We encourage you to follow along in thePH throughout the course and to takenotes about points you want to remember.




UNIT 2

ICS/EOC INTERFACE EXERCISE I

IG 2-1



UNIT TITLE: ICS/EOC Interface Exercise ITIME: 2 Hours

OBJECTIVES At the conclusion of this unit, the participant should be ableto:

1. Identify situations that would trigger EOC activationand related “phase-up/phase-down” decision points.

2. Describe the ICS and EOC responsibilities.

3. List the problems arising from terminology differencesin the ICS and EOC systems and describe possiblesolutions.

SCOPE § Scenarios to focus participant attention on issues thatmay face a community in an emergency or disaster

§ When the EOC should be activated§ How an EOC is activated§ Issues related to “phase-up” and “phase-down”§ Communications terminology problems and solutions

METHODOLOGY The class will be divided into small discussion groups forcase-study analysis. Select two case studies from thoseincluded in the course materials. Case studies may bemodified or substituted to meet specific class needs.Answers to case-study discussion questions should bepresented to the entire class by each small group.

This exercise has two purposes. It will:

§ Draw out ICS and EOC roles and responsibilities.§ Facilitate team building.

IG 2-2


REFERENCES § Instructor:

� IG.� PH.� Handout 1.

§ Participants:

� PH.� Handout 1.

REQUIREMENTS § Visuals 2.1 and 2.2.

§ Overhead projector and blank transparency films.

§ Screen.

§ Flipcharts and markers.

REMARKS The suggested time plan for this unit is shown below.

Topic Time

§ Introduction 10 Minutes

§ Small-Group Exercise 90 Minutes

§ Unit Summary 20 minutes

TOTAL TIME 2 Hours

NOTE: The answers that the participants provide for theexercise in this unit will be dependent on the size and levelof organization of each community. There are, therefore, no“correct” answers. Base your response to the participantson the rationale that they provide for the decisions theymake.

IG 2-3



A. INTRODUCTION

10 Minutes

VISUAL 2.1, PH 2-1

ICS/EOC Interface Exercise I Visual 2.1

UNIT 2: OBJECTIVES

3 Identify situations that would trigger EOC activation.

3 Describe ICS and EOC responsibilities.

3 List common terminology problems and describe possible solutions.

At the end of this unit, you should be ableto:

§ Identify situations that would triggerEOC activation and related “phase-up”

decision points.

§ Describe ICS and EOC responsibilities.

§ List common terminology problemsand differences between the ICS andEOC systems and describe possiblesolutions.

B. SMALL-GROUP EXERCISE

90 Minutes

Copy the exercises at the end of this unitand use specific examples from theparticipants’ jurisdictions.

Many participants will be unfamiliar withICS or EOC concepts. Avoid introducingthe concepts included in Units 3 and 4,however. Focus the participants onbecoming involved in these exercisesimmediately, as this facilitates teambuilding. Do NOT get into tactics in thisexercise!

Instructions: Use the following steps toconduct this exercise:

1. Introduce the exercise by telling thegroup that this unit includes scenariosto generate interest in and awareness ofICS/EOC interface issues in theircommunities and to build teams withinjurisdictions. The scenarios shouldfocus attention on some immediateissues that may face their communitiesin an emergency or following adisaster:

IG 2-4



B. SMALL-GROUP EXERCISE (Continued)

§ Would the EOC be activated?

§ What support might the EOC providethe Incident Commander?

§ Which agencies or functions should berepresented at the EOC?

§ How is communication conductedbetween the incident and the EOC?

§ Can you identify where terminologydifferences between ICS and the EOCmight create problems?

These scenarios also call attention tonecessary linkages between the EOCand field operations.

Divide the participants intogroups.

Handout 1

If necessary, you may substitute anotherexercise that better meets local needs.

You may also use the chart provided onpage 4 at the end of this unit, or you mayallow the participants to build their owncharts.

2. Divide the participants into groups offour or five. Group participants fromthe same jurisdiction together.

3. Distribute Handout 1 to participants.

4. Explain that the groups will have 45minutes to complete each scenario.

5. When all groups have finished, askeach to select a spokesperson to presenttheir responses to the class.

IG 2-5




6. Facilitate a group discussion of theresponses. Ask the participants to shareanecdotes to support points made in thediscussion.

C. UNIT SUMMARY

20 Minutes

VISUAL 2.2, PH 2-3

ICS/EOC Interface Exercise I Visual 2.2

UNIT 2: SUMMARY

1. Situations requiring EOC activation . . .

2. ICS/EOC responsibilities might include . . .

3. Terminology differences could create the following problems . . .

§ Situations requiring EOC activationinclude:

§ ICS/EOC responsibilities mightinclude:

§ Terminology differences could createthe following problems:

Handout 1 Page 1


INSTRUCTIONS: Read the scenarios assigned by the instructor. Then, for eachscenario, answer the following questions:

1. Would the EOC be activated? If not, why not? If yes, what is the rule?

2. What support might the EOC provide the Incident Commander?

3. Which agencies or functions should be represented in the EOC? At what level ofseniority?

4. How is communication conducted between the incident and the EOC? By whom?

5. Can you identify where terminology differences between the ICS and the EOC mightcreate problems?

6. Identify the common interests/goals of the IC and the EOC.

- Interests/goals of the IC.

- Interests/goals of the EOC.

7. How will the rules of the EOC and the IC change as the incident progresses?

After you answer the questions, work in your group to develop a list of potential interfaceissues and a plan for addressing the issues.

When your group is finished, identify a group reporter to summarize your discussion in apresentation to the group. Blank acetate and flipchart materials will be provided to assistyou with your report.

You will have 45 minutes to complete this exercise.

Handout 1 Page 2


SCENARIO 1: GYMNASIUM COLLAPSE

SITUATION:

A sudden turbulent change in the weather during a thunderstorm causes a small tornadoto set down outside of the Packard School. The wind collapses a section of thegymnasium during a volleyball game involving 250 occupants.

CONDITIONS:

The weather is cold with rain and heavy fog. The local temperature is approximately 40degrees F. There is a strong wind from the west at 40 mph.

PROBLEM:

One hundred of the spectators are uninjured and flee into the parking lot. Of theremaining 150 people, 45 are critically injured and 80 are only slightly injured. Twenty-five people are missing and believed to be trapped under the wreckage.

POTENTIAL HAZARDS:

4 Additional building collapse4 Potential gas explosion4 Fire from electrical or other sources4 Continuing hazardous weather

RESOURCES AVAILABLE:

*List the resources available within your jurisdiction.

Handout 1 Page 3


SCENARIO 1: GYMNASIUM COLLAPSE(Continued)

Classrooms

Gymnasium

Handout 1 Page 4



Chief Executive

Emergency ManagementDirector

PolicyGroup Staff

Functions

P.I.OMilitary LiaisonComm ChiefMessage Center

Disaster Analysisand Coordination

Operations andOperationalResponse

Resources

ICS/EOC Interface

ICFire Chief

LiaisonP.I.O.Safety

Operations Logistics Planning

PoliceBranch

FireBranch

EMSBranch

Staging

Note: These charts are for illustrative purposes only to focus on the ICS/EOC interface issues.They are not to be considered school solutions.

Handout 1 Page 5






Handout 1 Page 6






– Interests/goals of the IC

– Interests/goals of the EOC

Handout 1 Page 7




List potential interface issues and your plan to address the issues in the space below.

Handout 1 Page 8


SCENARIO 2: SHIP FIRE

SITUATION:

The S.S. Flounder, a registered commercial vessel, set sail at 5:30 a.m. for a fishingexcursion with 45 passengers and a crew of 10 on board. About 50 yards from the pier,an explosion rocked the boat, causing it to develop an immediate list to starboard. Theexplosion was followed by an on-board fire which engulfed the aft section of the 75-footvessel. Within 10 minutes of the initial explosion, the ship had sunk, leaving debrisstrewn across the surface along with large oil slicks.

CONDITIONS:

The weather is cool. The local temperature is approximately 62 degrees F, with a watertemperature of 50 degrees F. There is a wind from the east at 15 knots. The accidentoccurred during low tide and within the enclosure of the harbor. Wave heights wereminimal. There were no boats in the immediate vicinity of the Flounder. Several fishingboats, however, were located within 100 yards of the site.

PROBLEM:

Twenty of the original 55 people on board are missing. Of the 35 remaining, 15sustained severe burns as well as traumatic injuries secondary to the explosion. These 15victims were unable to swim to shore and are currently clinging to wreckage or otherwiseattempting to stay afloat. Ten others have some degree of injury and are attempting toswim to shore along a 300-yard front. The remaining 10 people have no injuries and aremaking their way to shore.

POTENTIAL HAZARDS:

4 Drowning4 Hypothermia4 Surface oil fire4 Inattentive marine traffic

Handout 1 Page 9


SCENARIO 2: SHIP FIRE(Continued)



Handout 1 Page 10



Chief Executive

PolicyGroup


StaffFunctions

PIOMilitary LiaisonComm ChiefMessage Center


Operations andOperational Response Resources

ICS/EOC Interface

ICState Police/Coast

Guard

LiaisonSafetyP.I.O.

OperationsS.P. Marine Bureau

PoliceBranch

EMSBranch

Note: These charts are for illustrative purposes only to focus on the ICS/EOC interfaceissues. They are not to be considered school solutions.

Handout 1 Page 11






Handout 1 Page 12








Handout 1 Page 13





Handout 1 Page 14


SCENARIO 3: HOSPITAL FIRE

SITUATION:

Suburban General, a 120-bed rural community hospital, experiences a fire in the loadingdock area. Several lower-level storage rooms are engulfed by flames, causing thick blacksmoke to billow up across patient floors. The hospital currently has 96 of its bedsoccupied, including 20 patients in the critical care unit.

CONDITIONS:

The weather is warm. The local temperature is approximately 73 degrees F. there is awind from the east at 15 mph.

PROBLEM:

Due to the wind direction, it is decided to evacuate the entire hospital as a precautionarymeasure. In addition to the patients, several firefighters are injured while controlling theblaze, which had spread to the hospital basement.

POTENTIAL HAZARDS:

4Explosion of oxygen tanks (which are located within 50 feet of the loading dock).4Fire4Hazardous Materials



Handout 1 Page 15


SCENARIO 3: HOSPITAL FIRE(Continued)

Handout 1 Page 16



Chief Executive


PolicyGroup Staff

Functions

P.O.I.Military LiaisonComm ChiefMessage Center


Operations andOperational Response

Resources

ICS/EOC Interface

ICFire Chief

LiaisonP.I.O.Safety

OperationsChief

PoliceBranch

FireBranch

EMSBranch Staging


Handout 1 Page 17






Handout 1 Page 18








Handout 1 Page 19





Handout 1 Page 20


SCENARIO 4: HAZARDOUS MATERIAL LEAK

SCENARIO:

Acme Ammonia, an ammonia bottling company, is located on a 50-acre site outside oftown. Early in the morning, a fire alarm activated in the building adjacent to Acme’sammonia storage tanks. First arriving fire units reported seeing smoke and flames.During size-up, however, fire units reported that the storage tank closest to the buildinghad been damaged by the explosion and that ammonia was leaking from the tank.

CONDITIONS:

Although conditions at the moment were relatively cool 65 degrees, the daytimetemperature was forecast to be 92 degrees F. There was a wind blowing from thenortheast at 10 mph, gusting to 15 mph.

PROBLEM:

As the air temperature rose, the ammonia leaking from the tank vaporized. Initialcalculations forecast the vapor plume to travel in a southeast direction, with windscarrying it across approximately 4,000 residences; 20 businesses; 4 farms; and severalcritical facilities, including 1 nursing home, 1 hospital, 2 elementary schools, and 1 juniorhigh school.

POTENTIAL HAZARDS:

4Toxic fumes4Explosion



Handout 1 Page 21


SCENARIO 4: HAZARDOUS MATERIAL LEAK(Continued)

Chief Executive


PolicyGroup Staff

Functions

P.O.I.Military LiaisonComm ChiefMessage Center


Operations andOperational Response

Resources

ICS/EOC Interface

ICFire Chief

LiaisonP.I.O.Safety

OperationsChief

PoliceBranch

FireBranch

EMSBranch Staging


Handout 1 Page 22






Handout 1 Page 23




5. Can you identify where terminology differences between the ICS and EOC mightcreate problems?




Handout 1 Page 24


SCENARIO 4: HAZARDOUS MATERIALS LEAK(Continued)






UNIT 3

INTRODUCTION TO THEINCIDENT COMMAND SYSTEM (ICS)

IG 3-1

INTRODUCTION TO ICS


UNIT TITLE: Introduction to ICS

TIME: 1 Hour, 15 Minutes

OBJECTIVES At the conclusion of this unit, the participants should be able to:

1. Define ICS.

2. Describe the history of ICS.

3. Identify the legal basis of ICS.

4. Identify the provisions of the various laws that relate to ICS.

5. Identify concepts and principles of ICS.

6. Identify functional elements of ICS.

SCOPE + The need for ICS+ The laws related to ICS and the history of ICS+ Concepts, principles, and structure of ICS

METHODOLOGY The instructor will introduce basic ICS concepts, addressingeach component from a business perspective and explaining thatICS apples business management techniques to emergencymanagement.

IG 3-2

INTRODUCTION TO ICS

REFERENCES + Instructor.

� IG.� PH.� Videotape, Out of Chaos (optional).

+ Participant:

� PH.

REQUIREMENTS + Visuals 3.1 through 3.24.

+ Overhead projector.

+ Screen.

+ Videotape, Out of Chaos (optional)

+ Videotape player.

+ Television monitor.


Topic Time

+ Introduction 5 Minutes

+ ICS History and Laws Relating to ICS 10 Minutes

+ Concepts, Principles, and Structure ofICS

45 Minutes

+ Unit Summary 15 Minutes

TOTAL TIME 1 Hour, 15 Minutes

IG 3-3

INTRODUCTION TO ICS

REMARKS (Continued)It may be preferable to use local responders as guestinstructors for this unit, provided that they are well-versed in ICS concepts and principles.

NOTE: Emphasize that this unit presents an overviewonly and does not cover the details of ICS operations.

IG 3-4

INTRODUCTION TO ICS


A. INTRODUCTION

5 Minutes

VISUAL 3.1, PH 3-1

Introduction to ICS Visual 3.1

UNIT 3: OBJECTIVES

3 Define ICS.

3 Describe the history of ICS.

3 Identify the legal basis of ICS.

3 Identify the provisions of the various laws relating to ICS.

3 Identify ICS concepts, principles, and structure.

3 Identify functional elements of ICS.


+ Define ICS.

+ Describe the history of ICS.

+ Identify the legal basis of ICS.

+ Identify the provisions of the variouslaws that relate to ICS.

+ Identify the concepts, principles, andstructure of ICS.

+ Identify functional elements of ICS.

IG 3-5

INTRODUCTION TO ICS


B. ICS HISTORY AND LAWSRELATING TO ICS

10 Minutes

ICS History

VISUAL 3.2, PH 3-2


FIRESCOPE

3 Resulted from wildland fires in 1970s.

3 Involved multiple agencies.

3 Addressed organizational difficulties.

3 Developed the original ICS structure.

ICS has been adopted by a variety ofemergency service organizations, such aslaw enforcement, emergency managementservices, and public works.

In the early 1970s, a series of majorwildland fires in Southern Californiaprompted municipal, county, State, andFederal fire authorities to form anorganization known as “FirefightingResources of California Organized forPotential Emergencies” (FIRESCOPE).

Recurring problems in all of the firesincluded:

+ Nonstandard terminology amongresponding agencies.

+ Lack of the capability to expand andcontract as required by the situation..

+ Nonstandard and nonintegratedcommunications.

+ Unmanageable span of control.+ Lack of designated incident response

facilities.+ Lack of a comprehensive resource

management strategy.

IG 3-6

INTRODUCTION TO ICS


ICS History (Continued)

VISUAL 3.3, PH 3-3


HISTORY OF ICS

3 National curriculum advisory committee recommended ICS as an all-risk, all-agency system.

3 NFA adopted ICS as its model system.

3 IACP endorsed ICS in 1987.

3 Developed the original ICS structure.

FIRESCOPE was able to develop anorganizational structure and guidelines toaddress these issues:

+ Although originally developed forwildland settings, the systemultimately evolved into an “all-risk”system, appropriate for all types of fireand nonfire emergencies.

+ Due to the need for and increasedinterest in a model emergency incidentmanagement system, the NationalCurriculum Advisory Committee ofthe Incident Command Systems/Emergency Operations ManagementSystems recommended adoption ofICS as an all-risk/all-agency system.

+ ICS was then adopted by the NFA asits model system and, in 1987,received endorsement by theInternational Association of Chiefs ofPolice (IACP).

IG 3-7

INTRODUCTION TO ICS


Laws Relating to ICS

VISUAL 3.4, PH 3-4


FEDERAL REGULATIONS REQUIRING ICS

g 29 CFR 1910.120 (OSHA) requires ICS for hazardous materials operations.

g 40 CFR 311.1 (EPA) applies the 29 CFR 1910.120 standards to States that do not have a State plan under Section 18 of the OSHA Act of 1970.

There is a legal basis for adopting ICSbecause there are Federal laws that requireits use for specific types of incidents.

+ SARA, the Superfund Amendmentsand Reauthorization Act of 1986,established Federal regulations forhandling hazardous materials. SARAdirected the Occupational Safety andHealth Administration (OSHA) toestablish rules for operations athazardous materials incidents.

+ OSHA rule 1940.120, effective March6, 1990, requires that all organizationsthat handle hazardous materials useICS. The regulation states:

The Incident Command System shallbe established by those employers forthe incidents that will be under theircontrol and shall be interfaced withthe other organizations or agencieswho may respond to such an incident.

+ The Environmental Protection Agencyrequires non-OSHA States to use ICSat hazardous materials incidents.

IG 3-8

INTRODUCTION TO ICS


B. ICS CONCEPTS, PRINCIPLES, AND STRUCTURE

45 Minutes

VISUAL 3.5, PH 3-5


ICS CONCEPTS, PRINCIPLES, ANDSTRUCTURE

The ICS structure:

g Lends consistency.

g Fosters efficiency.

g Uses an integrated approach.

Many incidents require a response from anumber of different agencies. Forexample, a multi-car traffic accidentwould require medical services, lawenforcement, and even public works—ifdamage is done to utilities. To coordinateand use all of these resources mostefficiently, a system for organizing theresources must be functioning. Such asystem:

+ Lends consistency to the way teammembers and agencies function in anemergency.

+ Fosters efficiency by eliminating theneed to “reinvent the wheel” for eachnew emergency.

To be truly effective, the system also usesan integrated approach to ensure itsapplicability to all incidents.

IG 3-9

INTRODUCTION TO ICS


C. ICS CONCEPTS, PRINCIPLES, AND STRUCTURE (Continued)

VISUAL 3.6, PH 3-6


ICS CONCEPTS, PRINCIPLES, ANDSTRUCTURE

3 Common terminology.

3 Modular organization.

3 Integrated communications.

3 Unified command structure.

3 Consolidated action plans.

3 Manageable span of control.

3 Designated incident facilities.

3 Comprehensive resource management.

VISUAL 3.7, PH 3-7


BUSINESS MANAGER TASKS

Based on what was reported in theFIRESCOPE study, there are eightprimary components of a good emergencymanagement system:

+ Common terminology.

+ Modular organization.

+ Integrated communications.

+ A unified command structure.

+ Consolidated action plans.

+ Manageable span of control.

+ Designated incident facilities.

+ Comprehensive resource management.

ICS is basic business managementtechniques. Regardless of what yourbusiness is, you are still performing thetasks of planning, organizing, directing,coordinating, delegating, communicating,and evaluating.

Business managers perform many tasks aspart of their routine managementfunctions.

IG 3-10

INTRODUCTION TO ICS



VISUAL 3.8, PH 3-7


INCIDENT COMMAND SYSTEM

. . . is recognized as the foundation foran effective all-risk emergency planning and response capability.

ICS is recognized as the foundation for aneffective all-risk emergency planning andresponse capability.

A “critical incident” is any natural or man-made event, civil disturbance, or any otheroccurrence of unusual or severe naturethat threatens to cause or causes the loss oflife or injury to citizens and/or severedamage to property. Critical incidentsrequire extraordinary measures to protectlives, meet human needs, and achieverecovery.

The “Golden Hour” also must beconsidered. The lives of victims dependon the arrival of human rescue resources.For serious injuries, medical aid must beadministered at the scene and the victimtransported to a medical facility within 1hour of occurrence. Such rapid responseprovides the victim with the greatestchance of survival.

IG 3-11

INTRODUCTION TO ICS



For a critical incident to be handledeffectively, “economy of resources” mustbe considered. Economy of resources ismanagement practice applied to on-scenemanagement and requires:

+ Establishing goals.

+ Setting priorities.

+ Assigning resources.

Common Terminology

VISUAL 3.9, PH 3-8


COMMON TERMINOLOGY

Common terminology is essential in anyemergency management system.

g Assign a name to each incident.

g Use common names for personnel, equipment, and facilities.

The need for common terminology in anyemergency management system isessential, especially when used by diverseagencies. In ICS, major organizationalfunctions and units are predesignated andthe system’s terminology is standard andconsistent.

To prevent confusion when multipleincidents occur within the samejurisdiction or on the same radiofrequency, each incident should be named.For example, if an incident occurs at 16th

and Rivermont, it could be called the“Rivermont Street Command.” Anincident that occurs at 16th andBellingham could be called the“Bellingham Street Command.”

IG 3-12

INTRODUCTION TO ICS


Common Terminology (Continued) Common names are established and usedfor all personnel and equipment as well asfor all facilities in and around the incidentarea.

Modular Organization

VISUAL 3.10, PH 3-9


MODULAR ORGANIZATION

The ICS structure. . .

g Develops from the “first in unit” at any incident.

g Is based on the incident’s management needs.

ICS organizational structure developsfrom the “first in” unit at any incident.

VISUAL 3.11, PH 3-9


MODULAR ORGANIZATION

Command

Operations

Logistics

Planning

Finance/Administration

Five functional elements:

Five functional areas that are implementedas the need develops at an incident siteare:

+ Command.+ Operations.+ Logistics.+ Planning.+ Finance/Administration.

The command function is alwaysestablished. Specific ICS organizationalstructure for any incident is based on theincident’s management needs.

A modular organization can expand orcontract, depending on the magnitude ofthe incident or operational necessity.

IG 3-14

INTRODUCTION TO ICS


Unity Of Command (Continued)

NOTE: Point out that the concept ofunified command should not be confusedwith unity of command.

Unified command is shared responsibilityfor overall incident management as aresult of a multijurisdictional or multi-agency incident.

In the event of conflicting priorities ofgoals—or where resources are scarce—there must be a clear line of authority fordecisionmaking.

Unified Command

VISUAL 3.14, PH 3-11


UNIFIED COMMAND

n Single-jurisdiction, multiple-agency incidents.

n Multi-jurisdictional incidents.

n Individuals representing involved agencies or jurisdictions share command responsibility.

The command function within ICS may beconducted in two general ways:

+ Single command may be applied whenthere is no overlap of jurisdictionalboundaries or when a single IncidentCommand (IC) is designated by theagency with overall responsibility formanaging the incident.

IG 3-15

INTRODUCTION TO ICS


Unified Command (Continued)

Point out that assisting agencies (such asthe American Red Cross or utilitycompanies) are not part of the unifiedcommand.

+ Unified command may be appliedwhen the incident is within onejurisdiction but more than one agencyshare management responsibility.

Unified command also is used when anincident is multi-jurisdictional in nature—or when more than one individual,designated by his or her jurisdiction oragency, shares overall managementresponsibility.



UNIFIED COMMAND

Agencies contribute to unified command by . . .

g Determining overall goals and objectives.

g Jointly planning for tactical activities.

g Conducting integrated tactical operations.

g Maximizing the use of all assigned resources.

The concept of unified command meansthat all involved agencies contribute to thecommand process by:

+ Determining overall goals andobjectives.

+ Jointly planning for tactical activities.

+ Conducting integrated tacticaloperations.

+ Maximizing the use of all assignedresources.

Selection of participants to workeffectively within a unified commandstructure depends on the location and typeof incident. Previous training orexperience of the individuals as a groupmay be an additional factor.

IG 3-16

INTRODUCTION TO ICS


Unified Command (Continued) A unified command structure couldconsist of one key official from eachjurisdiction or representatives of severalfunctional departments within a singlepolitical jurisdiction.

Implementing action plans under a unifiedcommand is the responsibility ofOperations Section Chief. He or sheusually represents the agency with thegreatest jurisdictional involvement.

Under the unified command concept, allagencies involved contribute to thecommand process.

Consolidated Action Plan



CONSOLIDATED ACTION PLAN

Consolidated action plans . . .

g Are required when multiple agencies are involved.

g Cover:

• Strategic goals.

• Tactical objectives.

• Support activities.

Every incident needs some sort ofconsolidated action plan. Action planscan be either written or verbal—but allshould cover:

+ Strategic goals.

+ Tactical objectives.

+ Support activities needed during theentire operational period.

IG 3-17

INTRODUCTION TO ICS


Consolidated Action Plan (Continued) Written action plans may be requiredwhen:

+ Resources from multiple agencies areused.

+ Several jurisdictions are involved.

+ Personnel and/or equipment ischanged.

In prolonged incidents, it may benecessary to develop action planscovering specific operational periods.

Span of Control



SPAN OF CONTROL

The number of subordinates one supervisor canmanage effectively.

g Usually 3–7.

g Optimum 5.

Another important component of aneffective emergency management systemis a manageable span of control.

“Span of control” is defined as thenumber of subordinates one supervisorcan manage effectively. Guidelines forthe desirable span of control recommendfrom three to seven persons. Theoptimum number of subordinates is fiveper supervisor.

IG 3-18

INTRODUCTION TO ICS


Designated Incident Facilities



DESIGNATED INCIDENT FACILITIES

n Command Post

n Staging Areas

StagingArea

StagingArea

StagingArea

CommandPost

The Command Post (CP) is the locationfrom which all incident operations aredirected. There is only one CP. The CP isthe location from which direction, control,coordination, and resource managementare exerted over the incident. Ideally, theCP houses the:

+ Incident Commander.

+ Planning function.

+ Communications Center.

+ All agency representatives.

In some incidents, however, housing all ofthese persons at the CP may not bepractical. In this case, separate areasmust be clearly designated for thatincident.

IG 3-19

INTRODUCTION TO ICS


Comprehensive Resource Management



COMPREHENSIVE RESOURCEMANAGEMENT

3 Maximizes resource use.

3 Consolidates control.

3 Reduces communications load.

3 Provides accountability.

3 Reduces self-assignment.

When performed effectively,comprehensive resource managementshould:

+ Maximize resource use.

+ Consolidate control of large numbersof single resources.

+ Reduce the communications load.

+ Provide accountability.

+ Reduce self-assignment.

ICS provides for all of these componentsand more to constitute an organization thatis multidisciplinary in nature.

ICS is capable of combating the factorsthat contribute to making emergencymanagement more difficult.

D. FUNCTIONAL ELEMENTS OF ICS



INCIDENT COMMAND SYSTEM

Incident Commander

Information

Safety

Liaison

Operations Planning Logistics Finance/Administration

Command

CommandStaff

GeneralStaff

ICS minimizes communication andcoordination problems and facilitates theprotection of life and property bypreestablishing a command structure forany incident. The command structureidentifies the:

+ Commander.

+ Command Staff.

+ General Staff.

IG 3-20

INTRODUCTION TO ICS


D. FUNCTIONAL ELEMENTS OF ICS (Continued)

VISUAL 3.21


SIMPLE INCIDENT

IC

Fire AttackSearch and

RescueEMT

In a simple incident, the IncidentCommander may be able to manage allcommand functions, including workingwith the media.

# When an incident becomes large-scaleor complex, or if the IncidentCommander cannot effectivelymanage the command functions, aCommand Staff is implemented. In alarge-scale or complex incident, theexpanded ICS structure includes:

� Command– Information.– Liaison.– Safety.

� Operations.

� Logistics.

� Planning.

� Finance/Administration.

+ In ICS, the Information Officer workswith the media and provides them withaccurate and consistent information.The Incident Commander appoints anInformation Officer when he or shecannot mange the incident and themedia.

IG 3-21

INTRODUCTION TO ICS


B. FUNCTIONAL ELEMENTS OF ICS(Continued)

+ The Liaison Officer acts as a diplomatand a point of contact for assisting andcoordinating agencies, providing linesof authority, responsibility, andcommunication.

+ The Safety Officer ensures that safetyprocedures and safe practices areobserved, and identifies unsafe orhazardous conditions that may exist ordevelop. The Safety Officer alsoformulates measures to protect thesafety of personnel, and takesimmediate action to stop or preventunsafe acts when time or conditionsrequire such action.

+ The Operations function managestactical operations while the Planningsection collects, evaluates,disseminates, and uses informationabout the incident and the status ofresources to plan a course of action.

+ Finally, the Logistics functionprovides the facilities, services, andmaterials to carry out the plan, whilethe Finance/Administration functionmanages all costs and financialconsiderations of the incident.

+ Each major function may be furtherexpanded to allow a large-scale orcomplex incident to remainmanageable and allow information tocontinue to flow in an organizedfashion.

IG 3-22

INTRODUCTION TO ICS


E. UNIT SUMMARY

15 Minutes

Video (Optional)

You may want to present only excerpts fromthis video. Emphasize the video’s commentsabout all agencies working together andplanning a course of action before anemergency situation occurs. Be sure tocarefully review the video before the course.



UNIT 3: SUMMARY

ICS . . .

3 Is the foundation for all-risk emergency planning and response.

3 Has a basis in Federal law.

3 Has common elements in organization, terminology, and procedures.

3 Provides for timely combining of resources.

The videotape Out of Chaos proposes asolution to the chaos and confusioninherent in any emergency situation. Thetape shows a great deal about human errorand how to learn from the hardships andsuffering of others.

The objective is to learn from this tape,not simply to criticize the actions ofothers.

ICS is recognized as the foundation for aneffective all-risk emergency planning andresponse capability.

A “critical incident” is any natural orman-made event, civil disturbance, or anyother occurrence of an unusual or severenature that threatens citizens and/orproperty.

IG 3-23

INTRODUCTION TO ICS


E. UNIT SUMMARY (Continued)



UNIT 3: SUMMARY

ICS concepts, principles, and structure include:

3 Unity of command.

3 Modular organization.

3 Consolidated action plan.

3 Common terminology.

3 Unified command.

3Effective span of control.

3 Designated incident facilities.

As a result of a series of major wildlandfires in the early 1970s, municipal, county,State, and Federal fire authorities formedFIRESCOPE.

SARA established rules for operations athazardous materials incidents.

OSHA rule 1940.120 requires allorganizations that respond to hazardousmaterials incidents to use ICS.

Concepts, principles, and structure of ICSinclude:

+ Unity of command.

+ Common Terminology.

+ A modular organization.

+ Unified command.

+ A consolidated action plan.

+ Effective span of control.

+ Designated incident facilities.




UNIT 4

INTRODUCTION TO THEEMERGENCY OPERATING CENTER (EOC)

IG 4-1

INTRODUCTION TO THE EOC


UNIT TITLE: Introduction to the EOCTIME: 1 Hour

OBJECTIVES At the conclusion of this unit, the participants should beable to:

1. State the purpose of the EOC.

2. List the agencies and departments that may berepresented at the EOC.

3. Provide examples of how the EOC supports andcoordinates field activities during an emergency.

SCOPE + EOC principles and purpose+ Roles and responsibilities of EOC representatives+ EOC support and coordination activities

METHODOLOGY The videotape, The Role of the Emergency OperatingCenter, may be used to introduce this unit. Using visualsas teaching aids, the instructor will relate how the EOCserves as a coordination point for community-wideresponse activities in support of an emergency event.

Roles and responsibilities of the key agency anddepartmental representatives will be discussed,emphasizing support at the emergency site.

This unit is intended to provide sufficient information anddepth to allow the participants a basic understanding ofEOC concepts to support the remaining workshop units.

IG 4-2


REFERENCES + Instructor:

� IG.� PH.� Videotape, The Role of the Emergency Operating

Center (optional).

+ Participant:

� PH.

REQUIREMENTS + Visuals 4.1 through 4.15.


+ Screen.

+ Flipchart and markers.

+ Videotape, The Role of the Emergency OperatingCenter (optional).

+ Videotape player.

+ Television monitor.

IG 4-3



Topic Time


+ EOC Principles and Purpose 10 Minutes

+ EOC Representatives 10 Minutes

+ EOC Support and CoordinationActivities

20 Minutes


TOTAL TIME 1 Hour

It may be desirable to have the local Emergency Managerpresent this section using a local model.

IG 4-4



A. INTRODUCTION

15 Minutes

VISUAL 4.1, PH 4-1

Introduction to the EOC Visual 4.1

UNIT 4: OBJECTIVES

3 State the purpose of the EOC.

3 List the agencies/departments that may be represented at the EOC.

3 Give examples of how the EOC supports and coordinates field activities during an emergency.


+ State the purpose of the EOC.

+ List the agencies and departments thatmay be represented at the EOC.

+ Provide examples of how the EOCsupports and coordinates fieldactivities during an emergency.

Video (optional)

Show the video, The Role of the EmergencyOperating Center. Afterward, summarizethe key points of the video.

You may want to present only the excerptsfrom this video. Be sure to review the videocarefully before the course.

IG 4-5



B. EOC PRINCIPLES AND PURPOSE

10 Minutes

VISUAL 4.2, PH 4-2


EOC PURPOSE

. . . to provide a central location wheregovernment at any level can provideinteragency coordination and executivedecisionmaking for managing responseand recovery.

The purpose of the EOC is to provide acentral location from which government atany level can provide interagencycoordination and executivedecisionmaking for managing disasterresponse and recovery.

VISUAL 4.3, PH 4-2


ADVANTAGES OF A SINGLE LOCATION

A single location:

g Centralizes direction and control.

g Facilitates long-term operations.

g Increases continuity.

g Provides ready access to all available information.

g Simplifies information verification.

g Aids resource identification and use.

Advantages of a single EOC locationinclude:

+ Centralized direction and control.

+ Simplified long-term operation.

+ Increased continuity.

+ Better access to all availableinformation.

+ Easier verification of information.

+ Easier identification and deploymentof available resources.

IG 4-6



B. EOC PRINCIPLES AND PURPOSE (Continued)

An EOC should be located away fromvulnerable, high-risk areas in thecommunity. It should, however, beaccessible to local officials who will useit. A convenient, secure location will:

+ Provide a single, recognizable focalpoint for emergency or disastermanagement.

+ Allow emergency organizations torespond as a team.

+ Permit a faster response and recoverythan a fragmented approach wouldprovide.

The single facility can function moreefficiently because calls for assistance canbe made to a single location where keyofficials can:

+ Meet.

+ Make decisions.

+ Coordinate activities.

IG 4-7



B. EOC PRINCIPLES AND PURPOSE (Continued)

VISUAL 4.4, PH 4-3


EOC FUNCTIONS

The EOC’s five functions are:

g Direction and control.

g Situation assessment.

g Coordination.

g Priority establishment.

g Resource management.

The EOC has five functions:

+ Direction and control (broad guidance;not tactical).

+ Situation assessment.

+ Coordination.

+ Priority establishment.

+ Resource management.IMPORTANT: Discuss EOC functions interms of the allocation of scarce resourcesand priority setting. EOC is not on-scenemanagement. However, EOC does havepolicy-setting functions and providesresource allocation services to thecommander.

IG 4-8



C. EOC REPRESENTATIVES

10 Minutes

VISUALS 4.5, PH 4-5


EOC STAFF

3 Staff should be carefully selected, trained, and led.

3 EOC leadership is critical.

3 The CEO is responsible for the emerging response.

3 The CEO depends on assistance from the EOC staff.

The EOC staff should be carefullyselected, trained, and led. Ultimately, oneperson directs an emergency response. Atthe top of the EOC organization is theChief Elected Official (CEO) for thejurisdiction, but the CEO is dependent onthe efficient assistance of many people.

The Emergency Manager (EM) worksclosely with the CEO. The EM isresponsible for:

+ Designing and developing the EOC.

+ Making sure that the EOC runssmoothly.

+ Working with various agencies todevelop their emergency plans.

Additionally, the EM oversees the EOC’sadministrative staff and ensures thatclerical help is available during activation,and facilitates/coordinates staff meetings.The EM does not have line authority overdepartment heads unless specified by localregulations.

IG 4-9



C. EOC REPRESENTATIVES (Continued)

The remainder of the EOC staff includes:

+ Department heads.

+ Technicians.

+ Representatives from private agencies(e.g., the American Red Cross andutility companies).

+ Clerical support.

Use Visuals 4.6, 4.7, and 4.8 to showexamples of different organizationalstructures that can be used for EOCoperations.

Organizational Structure

VISUALS 4.6, PH 4-6


EOC ORGANIZATIONAL CHART

Chief Executive

Policy Function

EmergencyManagement

Director

Support Staff

Human ServicesBranch

Public InformationBranch

Emergency ServiceOperations Branch

InfrastructureRestoration

Branch

DamageAssessment

Mass Care

PublicHealth Donations

AnimalProtection

LawEnforcement

DisasterMedical Services

MilitarySupport

Trans-portation

Communi-cations

PublicWorks Energy

DonatedGoods

DonatedServices

UnmetNeeds

Fire &Rescue Search &

Rescue

HazMat

Regardless of the structure, EOCoperations should include the followingfour functions:

+ Policymaking.

+ Information Analysis(Information Management).

+ Operations.

+ Resource Acquisition and Allocation.

IG 4-10



Organizational Structure (Continued)

VISUAL 4.7, PH 4-6


EOCPUBLIC INFORMATION BRANCH

Chief Executive

Policy Function

Public InformationEmergency

ManagementDirector

VISUAL 4.8, PH 4-6


THE CITY EMERGENCY ORGANIZATION

NOTE: Thick-sided shadow boxes denote supervisory role.

NOTE: Display the organization chartfrom your community if possible.

DiscussionQuestion

Please share your EOC structures. Pointout the similarities and differences amongthe structures.

Discuss advantages and disadvantages ofthe various structures.

IG 4-11



Organizational Structure (Continued) The Policy Function is composed of theChief Executive and his or her immediatestaff. The Policy Function focuses on:

+ Overall priorities for jurisdiction.

+ Policy setting.

Normally, the Policy Function wouldinclude the:

+ Chief Elected Official(s).

+ EM.

+ Public Information Officer (PlO).

+ Key department heads such as LawEnforcement, Public Works, and FireDepartment.

The Situation Assessment Function isresponsible for:

+ Collecting and analyzing data.

+ Interpreting and predicting damage.

+ Agency department managers.

+ Other staff, as necessary.

IG 4-12



Organizational Structure (Continued) The Operations Function coordinatesemergency operations. This functionhandles personnel and equipment from thevarious responding agencies in thejurisdiction. The Operations Function isdivided into five functional groups, asneeded:

+ Law enforcement.+ Fire and rescue.+ Public works.+ Medical.+ Welfare and shelter operations.

Each section may include:

+ A Chief Operations Officer.

+ Appropriate support staff.

+ Dispatching and communicationspersonnel for each department or linksto dispatch.

IG 4-13



Organizational Structure (Continued) Resource Function oversees operationalsupply functions (including donated goodsand services) and maintains contactbetween government and the variousprivate, commercial, and industrialorganizations that participate in theemergency operation. The ResourceFunction also provides logistical supportto ICS, including all actions necessary toensure the availability of resourcesrequired to support the operation.Government and nongovernmentpersonnel with resource assignments maybe located in the EOC as part of theResource Function.

D. UNIT SUMMARY

5 Minutes

VISUAL 4.9, PH 4-9


UNIT 4: SUMMARY

The EOC is the “Voice of Government” during anemergency or disaster. The EOC exists:

g To protect the population and property.

g To return the community to normalcy.

The EOC is the “Voice ofGovernment” during an emergency ordisaster. The EOC exists:

+ To protect the population andproperty.

+ To return the community tonormalcy.




UNIT 5

ICS/EOC RELATIONSHIPS

IG 5-1



UNIT TITLE: ICS/EOC Relationships

TIME: 1 Hour, 40 Minutes

OBJECTIVES At the conclusion of this unit, the participants should be ableto:

1. Describe the responsibilities and levels of authority givento EOC and ICS functions.

2. Identify ICS and EOC needs and assets.

3. Identify common and complementary interests betweenICS and the EOC.

SCOPE + Responsibilities and levels of authority given to EOC andICS functions

+ Common and complementary interests between ICS andthe EOC

+ Worksheet information to be shared by the groups

METHODOLOGY The instructor will begin by dividing the participants into thefollowing two groups:

+ Responders.+ EOC staff.

He or she will then ask each group to:

+ Develop a list of the assets that the group provides (i.e.,what does that group bring to the table?).

+ Develop a list of items needed from the other group.

IG 5-2


METHODOLOGY(Continued)

The instructor will then facilitate a group discussion of eachgroup’s assets and needs, pointing out that:

+ Each group has assets that the other group needs.

+ Needs are driven in two ways:

� The field drives during a single, yet large, eventinvolving one ICP.

� The EOC drives for catastrophic or other widespreadevents.

+ Identify issues in areas such as Logistics, Operations,Planning, and Financial/Administration.


� IG.� PH.

+ Participant:

� PH.

REQUIREMENTS + Visual 5.1.


+ Screen.

IG 5-3



Topic Time


+ Exercise: ICS and EOC Rolesand Responsibilities

80 Minutes

+ Summary 5 Minutes

TOTAL TIME 1 Hour, 40 Minutes

IG 5-4



A. INTRODUCTION

15 Minutes

VISUAL 5.1, PH 5-1

ICS/EOC Relationships Visual 5.1

UNIT 5: OBJECTIVES

3 Describe the responsibilities and level of authority given to the EOC and ICS commanders.

3 Identify ICS and EOC needs and assets.

3 Identify common and complementary interests between ICS and the EOC.


+ Describe the responsibilities and levelof authority given to EOC and ICSfunctions for your jurisdiction.

+ Identify ICS and EOC needs andassets.

+ Identify common and complementaryinterests between ICS and the EOC.

IG 5-5



B. EXERCISE: ICS AND EOCROLES ANDRESPONSIBILITIES

80 Minutes Instructions: Use the following steps toconduct this exercise:


Participant Handbook, pageEX 5-1.

NOTE: This exercise identifies theneeds, assets and responsibilities of theICS and EOC. It will provide discussionof complementary interests and maydiscuss how role confusion maycomplicate the planning process.

1. Divide the participants into their tablegroups for this exercise.

2. Refer the participants to page EX 5-1in the Participant Handbook

3. Ask the groups to complete theworksheet on page EX 5-1.

4. Tell the groups that they will have 45minutes to complete this exercise.

5. When all groups have finished, askeach group to select a spokesperson topresent their findings on the worksheetto the large group.

6. Discuss each group’s responses.Focus the discussion on how eachgroup’s assets fulfill the needs of theother.

IG 5-6



C. UNIT SUMMARY

5 Minutes

Summarize the key similarities anddifferences between ICS and the EOC:

+ Levels of authority.

+ Needs and assets.

+ Interests.

+ Roles and responsibilities.

EX 5-1


EXERCISE: ICS AND EOC ROLES AND RESPONSIBILITIES

INSTRUCTIONS: Use the worksheet below to list:

1. Your organization’s (either ICS or EOC) strengths (i.e., what your organizationbrings to the table).

2. What you need (e.g., equipment, personnel, information) from your counterpartorganization (either ICS or EOC).

3. Responsibilities.

Be prepared to discuss your assets and needs with the large group.

NOTE TO INSTRUCTOR: These are probable answers based on previous courses.The area of responsibilities may cause some disagreement if participants do notunderstand what their responsibilities are. If you are at an impasse, have the groups domission statements: identify customers; identify legal authority; etc.

ICS AND EOC ASSETS AND NEEDS

GROUP: ICS EOC (Check one)

ASSETS: NEEDS:

Probable answers: Probable answers:+ IC + IC - Information - Resources+ EOC ⋅ People - Resources: ⋅ Policy

⋅ People ⋅ Equipment/supplies⋅ Policy ⋅ Money⋅ Equipment/supplies + EOC⋅ Money - Information

RESPONSIBILITIES:

+ EOC - Broad policy support/direction

⋅ Resource, equipment/supplies⋅ Allocation

+ IC - On-site management of incident




UNIT 6

ICS/EOC INTERFACE EXERCISE II

IG 6-1



UNIT TITLE: ICS/EOC Interface Exercise IITIME: 2 Hours

OBJECTIVES At the conclusion of this unit, the participants should be ableto:

1. Determine ICS and EOC roles and responsibilities in anemergency or disaster situation.

2. Determine the role of the EOC and the point at which theEOC should be activated and deactivated.

3. Determine which ICS and EOC functions will be expandedor reduced during phase-up and phase-down operations andhow the expansion or reduction will be accomplished.

4. Determine what agencies will be involved in an emergencyor disaster situation.

SCOPE + ICS and EOC roles and responsibilities in an emergency ordisaster situation

+ EOC activation and deactivation+ ICS and EOC functions during phase-up and phase-down

operations+ Agency involvement during an emergency or disaster

situation

METHODOLOGY During this unit, the class will be divided into small groups tocomplete case studies. While the instructor may assign thesame case study to all groups, it is preferable to assign severalcase studies so that not more than two groups complete thesame case.

After all groups have completed their work, each will report tothe large group. The instructor will facilitate an interactivediscussion of each group’s analysis and problem-solvingmethods for the case.

IG 6-2



q IG.q PH.q Handout 2.

+ Participant:

q PH.q Handout 2.

REQUIREMENTS + Visuals 6.1 and 6.2.

+ Overhead projector and blank transparency films.

+ Screen.

+ Flipcharts and markers.


Topic Time


+ Small-Group Exercise 90 Minutes


NOTE: The answers that the participants provide forthe exercise in this unit will be dependent on the sizeand level of organization of each community. There are,therefore, no “correct” answers. Base your response tothe participants on the rationale that they provide for thedecisions they make.

TOTAL TIME 2 Hours

IG 6-3



A. INTRODUCTION

10 Minutes

VISUAL 6.1, PH 6-1

ICS/EOC Interface Exercise II Visual 6.1

UNIT 6: OBJECTIVES

3 Determine ICS and EOC roles and responsibilities in an emergency or disaster situation.

3 Determine the role of the EOC and the point at which the EOC should be activated and deactivated.

3 Determine which ICS and EOC functions will be expanded or reduced.

3 Determine what agencies will be involved in an emergency or disaster situation.

Create multiple events or incident sitesto stress EOC functions.


+ Determine ICS and EOC roles andresponsibilities in an emergency ordisaster situation.

+ Determine the role of the EOC and thepoint at which the EOC should beactivated and deactivated.

+ Determine which ICS and EOCfunctions will be expanded or reducedduring the phase-up and phase-downoperations, and how the expansion orreduction will be accomplished.

+ Determine what agencies will beinvolved in an emergency or disastersituation.

Unit 6 consists of a small-group exercisein which each group will consider phase-up and phase-down operational decisions.

IG 6-4




90 Minutes


Handout 2


1. Ask the participants to work in theirtable groups to complete this exercise.

2. Distribute Handout 2 to theparticipants.

3. Assign each group a scenario tocomplete.

4. Tell the groups that they will have 45minutes to read and discuss thescenarios in their groups and answerthe accompanying questions.

5. When all groups have finished, askeach group to select a spokesperson topresent its solutions to the large group.

6. Lead an interactive discussion abouteach group’s responses. Be sure todiscuss the rationale behind the actionssuggested. Solicit additionalsuggestions and approaches from thelarge group.

IG 6-5



C. UNIT SUMMARY

20 Minutes

VISUAL 6.2, PH 6-3

ICS/EOC Interface Exercise II Visual 6.2

UNIT 6: SUMMARY

Recommended solutions for problems arising betweenICS and the EOC.

n Determine ICS/EOC roles and responsibilities.

n Identify EOC activation points.

n Review ICS/EOC functions during phase-up and phase-down.

n Determine agency involvement.

Summarize the recommended solutionsby:

+ Determining ICS/EOC roles andresponsibilities.

+ Identifying EOC activation points.

+ Reviewing ICS/EOC functions duringphase-up and phase-down.

+ Determining agency involvement.

Handout 2 Page 1


INSTRUCTIONS: Read the scenarios assigned by the instructor. Then, for each scenario,answer the following questions:

1. When would the EOC be activated? Deactivated?

2. What support might the EOC provide to Incident Commanders?

3. Which agencies or functions should be represented in the EOC? At what level of seniority?

4. Identify the roles and responsibilities of the EOC and Incident Commanders.

- What are the EOC’s goals/policy issues?- What are the Incident Commanders’ goals/policy issues?

5. Identify key “phase-up” and “phase-down functions. Describe how responsibility or“command” might be transferred and to which agency or function the responsibility would betransferred.

6. How is communication conducted among the various incidents and the EOC? By whom?

- Who talks to who?

- What types of communication devices are used (cell phones, radios, etc.)?

7. How will the EOC make decisions about resource allocation?

Handout 2 Page 2


SCENARIO 1: HURRICANE

SITUATION:

For the last 3 days, the National Weather Service’s National Hurricane Center (NHC) has beenmonitoring Hurricane Luke. NHC posted a hurricane watch at 6:00 p.m. yesterday. At 6:00 a.m.this morning, NHC issued a hurricane warning for a 300-mile stretch of the coast. Hurricane Luke isconsidered a very dangerous hurricane, with 140-mph winds. Luke is forecast to cross the coast athigh tide, causing a storm surge of 8 to 12 feet above normal tide levels. Resort areas with largetourist populations are particularly vulnerable. Access roads are narrow and only 3 to 6 feet abovemean sea level.

On its present course, the hurricane is expected to make landfall tomorrow at approximately 4:00am. Flooding from rising tides and the onset of high winds could affect roads and bridges by thisevening.

Your jurisdiction is within the warning area. Elected officials and agency heads have been notified.News media have also been broadcasting the warning. The local emergency manager met with allappropriate emergency service personnel at 7:30 a.m.

On the third day, Hurricane Luke hit at 5:48 a.m. with the following results.

ASSUMED CONDITIONS:

[NOTE: This exercise is designed without regard for the size of the community.] The exerciseexpects decisionmaking at an EOC, or similar facility, in addition to those made on-scene. Thefollowing events have been identified as critical to this scenario:

> Evacuation of low-lying areas, camping areas, and trailer parks.> School officials advise of early dismissal or cancellation.> Major traffic congestion along main highways and bridges.> Nearest shelters filling rapidly.> Utilities threatened and/or disrupted.> A bridge on one of the evacuation routes is under repair and one lane is blocked.> Trees downed, power poles snapped, and other debris scattered so that roads are blocked and

damaged.> Casualties at a damaged shelter, requiring an EMS and fire response.> Fire, explosion, and hazardous materials incidents in a port and a refinery.> Flooding at municipal water treatment plan causes contamination of water.> Flooding of some of the access roads has occurred, and one small bridge washed out.> Several ICPs have been set up.

Handout 2 Page 3


SCENARIO 1: HURRICANE(Continued)



Handout 2 Page 4



ICS/EOC Interface


CountyEOC

LocalEOC

LocalEOC

LocalEOC

LocalEOC

Incident Incident

Incident Incident Incident IncidentIncident

IncidentIncidentIncident

GroupDivision

OperationsDivision Group

Operations Planning Logistics

Handout 2 Page 5






4. Identify the roles and/or responsibilities of the EOC and Incident Commanders.

- What are the EOC’s goals/policy issues?

- What are the Incident Commanders’ goals/policy issues?

Handout 2 Page 6



5. Identify key “phase-up” and “phase-down” functions. Describe how responsibility or“command” might be transferred and to which agency or function the responsibility would betransferred.


- Who talks to who?- What types of communication devices are used (cell phones, radios, etc.)?


Handout 2 Page 7


SCENARIO 2: SLOW-BUILDING RIVER FLOOD

SITUATION:

Spring thaws have brought the river to near flood levels. Additionally, ice flows are beginning tochoke narrow bends in the river and create ice and debris dams at bridge abutments. The groundremains frozen, causing peak water runoff. The National Weather Service (NWS) forecasts up to 3days of spring rains.

The first day of incessant rain guarantees some flooding in low-lying agricultural and recreationareas. The NWS issues a flood forecast and the River Forecast Center has issued flood and flashflood watches. All emergency services personnel go on standby alert and the EOC maintains a 24-hour communications watch.

By the end of the second day, upstream communities are experiencing severe flooding and theriver has not yet crested. Severe flooding is expected to affect this community during the night ofthe second day. Mutual aid agreements are reaffirmed with that neighboring communities that areout of the floodplain.

By 6:00 pm, the public is advised of imminent severe flooding. Probable flood zones arebroadcast by radio and television. Citizens in these areas are advised about procedures forpreparing for flooding. The EOC activates a highway traffic control plan to expedite evacuation offlooded areas.

An upstream community reports that a major ice dam has broken through an old bridge. It willcause rapid increases in flooding downstream. By 10:30 p.m., emergency personnel who arehelping evacuate citizens report that floodwater has already encroached on a major evacuationroute. The flood is more than 3 hours ahead of schedule.

The rains continue and by 12:00 midnight, it becomes obvious that the flood will not crest for atleast another 18 hours. Further, due to the break in the ice dam, citizens were unable to completeadequate preparations. LP gas tanks from a bulk storage business have floated off their standardsand are bobbing through the floodwaters into the commercial area of town.

EOC officials anticipate floodwaters so high that one hospital and one temporary shelter must nowbe evacuated. Some of the hospital patients must be transported to a facility in a neighboringcommunity. Municipal power supplies must be turned off in 33 percent of the community. Thecommunity’s water supply is contaminated and residents well outside the floodplain are required touse emergency water supplies.

Handout 2 Page 8


SCENARIO 2: SLOW-BUILDING RIVER FLOOD(Continued)

ASSUMED CONDITIONS:

[NOTE: This exercise is designed without regard for the size of the community.]

The exercise expects decisiomaking at an EOC, or similar facility, in addition to those made onscene. The following events have been identified as critical to this scenario:

> Local interpretation of NWS forecast information> Coordination with waste utility> Communication and coordination with the National Guard> Evacuation decisiomaking> Public information> Flood crest forecasting for the vicinity> Evacuation route monitoring> Search and rescue manpower deployment> Coordination with utility companies> Victim and/or relocatee identification> Debris clearance manpower allocation> Outside assistance decisions and request procedures



Handout 2 Page 9



ICS/EOC Interface


CountyEOC

LocalEOC

LocalEOC

LocalEOC

LocalEOC

Incident Incident

Incident Incident

IncidentIncidentIncident

GroupDivision

OperationsDivision Group

Operations Planning Logistics

Incident Incident Incident Incident

Handout 2 Page 10






4. Identify the roles and/or responsibilities of the EOC and Incident Commanders.



Handout 2 Page 11





- Who talks to who?- What communication devices are used (cell phones, radios, etc.)?


Handout 2 Page 12


SCENARIO 3: AIR CRASH

SITUATION:

A Boeing 737 that has experienced inexplicable in-flight engine problems will need to make anemergency landing at a large airport. Though plans have been made to land at a city 200 milesnorth, the latest communication with the pilot is that the plane has lost engine power and is losingaltitude too quickly to reach the planned airport. Though your city airport is actually too small tohandle the aircraft, the only hope of saving any of the 135 passengers and crew is to attempt alanding.

Conditions at the airport are clear, but the surrounding area is very dry due to a sustained rainlessperiod. A hot, dry wind is also a factor.

The main runway is in a relatively unpopulated suburban area. However, the likelihood of the pilotbeing able to control the plan and stay within the assigned glide path is slim. The plane’s approachpasses over populated suburban housing developments.

Airport tower control alerts its own Crash/Fire Rescue (CFR) units and requests that localemergency services provide backup assistance with fire, police, medical, health and welfare, andsearch and rescue capabilities.

Garbled radio communication from the airliner alerts tower control that an engine has dropped offthe aircraft. Hydraulic control has been lost. The pilot finally radios that he will attempt a softimpact landing but the aircraft breaks apart on impact. Debris and bodies are scattered the length ofthe runway, with the tail section near the point of touchdown. There is visible smoke. The aircraft’snose section skids to a stop beyond the end of the runway. Some passengers are seen escaping fromthe fuselage via slides. CFR units proceed to the main crash site. Traffic on the highway withinsight of the crash becomes congested as drivers slow and some stop and leave their vehicles to runto the crash site. A number of traffic accidents are being reported.

CONDITIONS:

The weather is mild. The local temperature is 68 degrees F. There is a wind from the south at 10mph.

Handout 2 Page 13


SCENARIO 3: AIR CRASH(Continued)

PROBLEM:

Seventy-five passengers require immediate hospitalization and 16 slightly injured passengers willneed guidance and transportation to the terminal. The remainder of the passengers and the entirecrew perished on impact or during the resulting fire.

POTENTIAL HAZARDS:

> Explosion and fire> Traffic> Injury to well-meaning citizen-volunteers



ASSUMED CONDITIONS:

[NOTE: This exercise -is designed without regard for size of community.]

The exercise expects decisionmaking at an EOC, or similar facility, in addition to those made on thescene. The following events have been identified as critical to this scenario:

> Fire crash and rescue> Victim identification> Mortuary services> Debris clearance> Public information> Outside assistance decisions and request procedures

Handout 2 Page 14




Chief Executive

PolicyGroup


StaffFunctions

PIOMilitary LiaisonComm ChiefMessage Center

Operations andOperations Response


Resources

ICS/EOC Interface

ICLocal Airport

LiaisonP.I.O.Safety

FinanceChief

Operations ChiefAirport Fire

LogisticsChief

PlanningChief

Fire/RescueBranch

PoliceBranch

EMSBranch

Handout 2 Page 15









Handout 2 Page 16







Handout 2 Page 17


SCENARIO 4A: TRAIN DERAILMENT

SITUATION:

Moments ago, a freight train derailed. Some cars are still in the adjacent county. The incident islocated in an industrial area. Three tank cars are on their sides—one is leaking liquid into a water-filled drainage ditch on the south side of the tracks. The car is placarded with a DOT placard thatreads: 1064 (see guide 13, DOT Emergency Response Book, included with this exercise). The windis steady from the northwest at 2 mph.

There is no visible fire. However, the fire department is on the scene. There are no known injuries.County law enforcement deputies and State police units are arriving on the scene. In addition, alarge crowd of spectators has begun to gather. The media has picked up the story and is beginningto broadcast sketchy details.

The Emergency Management Center also contains a number of city offices and is normally not a 24-hour operation. This dual-use facility can be converted into a functioning EOC. Past exercisesindicated that approximately 2 hours are needed to activate fully. Radio and telephonecommunications with other city departments are immediately available. Relations with the countyEOC, which is a 24-hour, centralized dispatch operation, are excellent.

ASSUMED CONDITIONS:

[NOTE: This exercise is designed without regard for size of community.]

This exercise expects decisionmaking at an EOC, or similar facility, in addition to those made onscene. The following events have been identified as critical to this scenario:

> Local interpretation of NWS forecast information> Coordination with waste facility> Evacuation decisionmaking> Evacuation route monitoring> Shelter availability> Communication with the National Response System> Outside assistance decisions and request procedures

Handout 2 Page 18


SCENARIO 4A: TRAIN DERAILMENT(Continued)



NOTE TO INSTRUCTOR: After participants have worked on this scenario for about 10 or 15minutes, tell them that another incident has just occurred and distribute Scenario 4B: School BusAccident. Tell the participants that at times there may be more than one incident requiring incidentcommand resources.

Handout 2 Page 19



ICS/EOC Interface

NOTE: These charts are for illustrative purposes only to focus on the ICS/EOC interface issues.They are not to be considered school solutions.

LocalEOC

IncidentCommander

LiaisonPIOSafety

Planning LogisticsOperations

Handout 2 Page 20


IDNo.

GuideNo.

Name of Material IDNo.

GuideNo.

Name of Material

1043 16 FERTILIZER ANMONIATINGSOLUTION, with more than 35% freeammonia

1060 17 METHYL ACETLYNEN andPROPADIENE MIXTURE, stabilized

1044 12 FIRE EXTINGUISHER, withcompressed or liquefied gas

1061 19 METHYLAMINE, anhydrous

1045 20 FLOURINE, compressed 1061 19 MONOMETHYLAMINE, anhydrous

1046 12 HELIUM, compressed 1062 55 METHYL BROMINE

1048 15 HYDROGEN BROMIDE, anhydrous 1063 18 METHYL CHLORIDE

1049 22 HYDROGEN, compressed 1064 13 METHYL MERCAPTAN

1050 15 HYDROCHLORIC ACID, anhydrous 1065 12 NEON, compressed

1050 15 HYDROGEN CHLORIDE, anhydrous 1066 12 NITROGEN, compressed

1051 13 HYDROCYANIC ACID 1067 20 DINITROGEN TETROXIDE

1051 13 HYDROGEN CYANIDE, anhydrous,stabilized

1067 20 NITROGEN DIOXIDE

1052 15 HYDROFLOURIC ACID, anhydrous 1067 20 NITROGEN PEROXIDE

1052 15 HYDROGEN FLOURIDE, anhydrous 1067 20 NITROGEN TETROXIDE

1053 13 HYDROGEN SULFIDE 1069 16 NITROSYL CHLORIDE

1053 13 HYDROGEN SULFIDE, liquefied 1070 14 NITROUS OXIDE, compressed

1055 22 ISOBUTYLENE 1071 22 OIL GAS

1056 12 KRYPTON, compressed 1072 14 OXYGEN, compressed

1057 17 CIGARETTE LIGHTER, withflammable gas

1073 23 OXYGEN, refrigerated liquid(cryogenic liquid)

1057 17 FLAMMABLE GASm in LIGHTER forcigars, cigarettes, etc.

1075 22 LIQUEFIED PETROLEUM GAS

1057 17 LIGHTER, for cigars, cigarettes, etc.,with flammable gas

1075 22 LPG, Liquefied petroleum gas

1057 17 LIGHTER REFILLS, cigarettes,

containing flammable gas

1075 22 PETROLEUM GAS, liquefied

1058 12 LIQUEFIED GAS, nonflammable,charged with nitrogen, carbon dioxide orair

1076 15 CARBONYL CHLORIDE

1058 12 LIQUEFIED NONFLAMMABLE GAScharged with NITROGEN, CARBONDIOXIDE or AIR

1076 15 PHOSGENE

1077 22 PROPYLENE

1078 12 CHLORODIFLUOROMETHANE andCHLOROPENTAFLUOROETHANEMIXTURE

1078 12 CHLOROTRIFLUOROMETHANE andTRIFLUOROMETHANE MIXTURE

1078 12 DICHLORODIFLOUROMETHANE andCHLORODIFLUOROMETHANEMIXTURE

Handout 2 Page 21


ERG90 GUIDE 13

POTENTIAL HAZARDS

HEALTH HAZARDSPoison: extremely hazardous.May be fatal if inhaled or absorbed through skin.Initial odor may be irritating, foul or absent and may deaden your sense of smell.Runoff from fire control or dilution water may cause pollution.

FIRE OR EXPLOSIONSome of these materials are extremely flammable.May be ignited by heat, sparks or flames.Vapors may travel to a source of ignition and flash back.Cylinder may explode in heat of fire.Vapor explosion and poison hazard indoors, outdoors or in sewers.

EMERGENCY ACTION

Keep unnecessary people away; isolate hazard area and deny entry.Stay upwind, out of low areas, and ventilate closed spaces before entering. Positive pressure self-contained breathing apparatus (SCBA) and chemical protective clothing which is specifically recommended by the shipper or manufacturer may be worn. It may provide little or no thermal protection.Structural firefighters’ protective clothing is not effective for these materials.Isolate the leak or spill area immediately for at least 150 feet in all directions.See the Table of Initial Isolation and Protective Action Distances. If you find the ID Number and thename of the material there, begin protective action.Isolate for 1/2 mile in all directions if tank, rail car or tank truck is involved in fire.Call CHEMTREC AT 1-800-442-9300 AS SOON AS POSSIBLE, especially if there is not localhazardous materials team available.

FIRESmall Fires: Let bum unless leak can be stopped immediately.Large Fires: Water spray, fog or regular foam.Move container from fire area if you can do it without risk.Withdraw immediately in case of rising sound from venting safety device or any discoloration of

tank due to fire.Cool container with water using unmanned device until well after fire is out.Isolate area until gas has dispersed.

SPILL OR LEAKDo not touch or walk through spilled material; stop leak if you can do it without risk.Shut off ignition sources; no flares, smoking or flames in hazard area.Use water spray to reduce vapor; do not put water directly on leak or spill area.Isolate area until gas has dispersed.

FIRST AIDMove victim to fresh air and call emergency medical care; if not breathing, give artificial respiration; if breathing is difficult, give oxygen.In case of contact with material, immediately flush skin or eyes with running water for at least 15 minutes.Keep victim quiet and maintain normal body temperature.Effects may be delayed; keep victim under observation.

Handout 2 Page 22









Handout 2 Page 23



5. Identify key “phase-up” and “phase-down” functions. Describe how responsibilityor “command” might be transferred and to which agency or function theresponsibility would be transferred.

6. How is communication conducted among the various incidents and the EOC? Bywhom?



Handout 2 Page 24


SCENARIO 4B: SCHOOL BUS ACCIDENT

SITUATION:

A school bus left the roadway, went into a ditch, and rolled over on its right side strikinga culvert.

The bus had middle school children on board, some of whom are trapped and many ofwhom are injured.

ASSUMED CONDITIONS:

> Preliminary reports indicate the driver and two children are dead.> 5-9 children are trapped.> 15-20 children are injured.> A number of resources have already been dispatched to a train derailment incident;

however, since there are no known injuries, medical resources should be readilyavailable.



Handout 2 Page 25


SCENARIO 4B: SCHOOL BUS ACCIDENT(Continued)

Incident Command

Safety

Liaison

Information

EMSFire

DepartmentLaw

Enforcement

Rescue Suppres-sion

Triage Transport Perimeter Security TrafficControl

Treat

Handout 2 Page 26









Handout 2 Page 27



5. Identify key “phase-up” and “phase-down” functions. Describe how responsibility or“command” might be transferred and to which agency or function the responsibilitywould be transferred.




Handout 2 Page 28


SCENARIO 5: TERRORIST BOMBING

SITUATION:

At 10:00 a.m. on a Tuesday, a large explosive device detonates in a crowded downtownarea. The device destroys part of a building and ignites several fires.

At 10:30 a.m., a second device creates an explosion at a major hospital.

At 11:00 a.m., two other devices detonate—one at the railyard and one at the city watertreatment plant.

By 12:00 p.m., a militant group claims responsibility for the explosions and says there areother devices planted around the city. The group demands $50 million or they willdetonate the remaining explosives.

ASSUMED CONDITIONS:

> The weather is warm at 71 degrees F, with a wind from the north at 15 mph.However, thunderstorms are predicted for late in the afternoon with strong, gustingwinds.

> There were at least 34 people injured in the downtown blast; however, injuries withinthe building are as yet unknown.

> The device at the hospital was apparently located in a trash barrel in the emergencywaiting area. One person was killed; 6 others injured. The blast also caused damageto the ambulance entryway.

> The device at the railyard did not cause injuries, but did damage a railcar containinganhydrous ammonia, which is now leaking.

> The blast at the city water treatment plant has caused seepage of untreated water intoa nearby river and has limited the capacity of the plant.



Handout 2 Page 29


SCENARIO 5: TERRORIST BOMBING(Continued)

DOWNTOWN EXPLOSION

Incident Command

Safety

Liaison

Information

LawEnforcement

FireDepartment

PublicWorks

Suppression TrafficRerouting

DebrisRemoval

BombSquad

Security Perimeter EVAC Investigation

EMS

Search& Rescue

Handout 2 Page 30



HOSPITAL EXPLOSION

Incident Command

Safety

Liaison

Information

Investigation Security Bomb Squad

BuildingInspection

Road/AccessRepair

LawEnforcementSuppression

Handout 2 Page 31



RAILYARD EXPLOSION

Incident Command

Safety

Liaison

Bomb SquadInvestigationHazMat

Information

Handout 2 Page 32



WATER TREATMENT PLANT EXPLOSION

Incident Command

Safety

Liaison

Bomb SquadRepairSuppression

Information

Investigation Diking

Handout 2 Page 33









Handout 2 Page 34



5. Identify key “phase-up” and “phase-down” functions. Describe how responsibility or“command” might be transferred and to which agency or function the responsibilitywould be transferred.







UNIT 7

ICS/EOC ACTION PLANNING

IG 7-1



UNIT TITLE: ICS/EOC Action PlanningTIME: 2 Hours

OBJECTIVES At the conclusion of this unit, the participants should be able todo the following for their jurisdictions:

1. Develop an interface implementation strategy or a strategy toimprove the existing ICS/EOC model.

2. Develop ICS/EOC interface organizational models or reviewthe existing model.

SCOPE + Developing an ICS/EOC interface model+ Developing an interface implementation strategy+ Identifying agencies and/or departments that must support

the action plan to ensure its success

METHODOLOGY The instructor will have the class remain in their groups for thisunit. (NOTE: If breakout rooms are available, it is preferable forthe group to adjourn to the breakout rooms for this exercise.)Each group will develop an ICS/EOC interface model, including:

+ An action plan that incorporates assumptions and objectivesfor their plan.

+ A list of agencies and/or departments to be visited to gainplan buy-in, together with each agency’s (department’s)emergency function and general legal authorities.

IG 7-2


METHODOLOGY(Continued)

Upon completion of their plans, the participants will review theirplans with the instructor and the large group to obtain feedbackon their strategies.

NOTE: Assume that each jurisdiction already has a plan inplace. Ask the participants to use their EOPs (includingvulnerability assessments) in this unit.


� IG.� PH.

+ Participant

� PH.

REQUIREMENTS + Visuals 7.1. and 7.2.

+ Blank transparency films.


+ Screen.

+ Flipcharts and markers.


Topic Time


+ Small–Group Exercise 90 Minutes

+ Summary 15 Minutes

TOTAL TIME 2 Hours

IG 7-3


Note: Emphasize that this unit only beginsthe ICS/EOC interface process. Respondingagencies and emergency planners will have towork together after the course to:

+ Identify community needs.

+ Develop plans.

+ Test the plans.

+ Implement the interface.

IG 7-4



A. INTRODUCTION

15 Minutes

VISUAL 7.1, PH 7-1

ICS/EOC Action Planning Visual 7.1

UNIT 7: OBJECTIVES

3 Identify the goal.

3 Identify all persons involved.

3 Build a strategy or plan to reach the goal.

3 Build strategies to test the plan and keep the plan current.

3 Develop an interface implementation strategy or a strategy to improve the existing ICS/EOC model.


+ Identify the goal.

+ Identify all persons involved.

+ Build a strategy or plan to reach thegoal.

– Identify any obstacles.– Identify strategies to overcome

those obstacles.

+ Build strategies to test the plan andkeep the plan current.

+ Develop an interface implementationstrategy or a strategy to improve theexisting ICS/EOC model.

IG 7-5



A. INTRODUCTION (Continued)

Participant Handbook, pagesPH 7-2 through PH 7-5.

There are several actual EOC modelsavailable that may be useful to you whencompleting this exercise. Four areincluded on pages PH 7-2 through PH 7-5in the Participant Handbook:

+ Model 1 shows a city organization.

+ Models 2 and 3 show a countyorganization.

+ Model 4 is an example of an ICS/EOCinterface.


90 Minutes


Participant Handbook, pageEX 7-1.


1. Ask the participants to work in theirsmall groups for this exercise.

2. Refer the groups to the exercise onpage EX 7-1 in the ParticipantHandbook.

3. Ask the groups to read the exerciseand respond to the questions thatfollow the exercise.

IG 7-6




4. Tell the groups that they will have 45minutes to complete this exercise.

5. When all groups have finished, askeach group to select a spokesperson toreport their responses to the largegroup.

6. Facilitate an interactive groupdiscussion of each model presented.Be sure to identify each group’srationale and to suggest areas in whichthe models can be improved. Solicitadditional feedback from the largegroup.

C. UNIT SUMMARY

15 Minutes

VISUAL 7.2, PH 7-7

ICS/EOC Action Planning Visual 7.2

UNIT 7: SUMMARY

1. Agencies and/or departments to be included:

2. A good organizational structure for ICS/EOC interface is:

Summarize the key learnings from theexercise:

+ Agencies and/or departments to beincluded are:

+ An appropriate interfaceimplementation strategy is:

EX 7-1


SMALL-GROUP EXERCISE: DEVELOPING ICS/EOC INTERFACEACTION PLANS

INSTRUCTIONS: Use the space below to draw a model of your proposed ICS/BOCinterface for your community. Be prepared to discuss the following:

1. Why did you design your model this way?

2. Why do you think that this model will work in your community?

3. Are there any “caution areas” in your model? What are they?




UNIT 8

COURSE SUMMARY

IG 8-1

COURSE SUMMARY


UNIT TITLE: Course SummaryTIME: ½ Hour

OBJECTIVES At the conclusion of this unit, the participants should be able to:

1. Summarize the course objectives.

2. Describe whether and how the course met personalexpectations.

SCOPE + Course conclusion+ Participant evaluations+ Presentation of course certificates

METHODOLOGY This unit provides an opportunity to summarize the courseobjectives and the impact that the course has had on theparticipants. It is appropriate for the instructor to review the listof expectations that the participants developed at the beginningof the session. The instructor should emphasize that the basicpremise of the course is to enable the participants to anticipateand address interface issues in the planning phase of emergencymanagement.

The instructor will hand out the course evaluation forms. Afterthe participants have completed their forms, the instructor willmake his or her closing remarks and present course certificatesto the participants.

IG 8-2

COURSE SUMMARY

REFERENCES + Instructor: IG.

+ Participant: PH.

REQUIREMENTS + Course evaluation sheets.

+ Course certificates.

REMARKS A suggested time plan for this unit is shown below.

Topic Time

+ Course Review and Discussion 10 Minutes

+ Course Evaluation 10 Minutes

+ Closing Remarks/Certificate Presentations 10 Minutes

TOTAL TIME ½ Hour

IG 8-3

COURSE SUMMARY


A. COURSE REVIEW ANDDISCUSSION

The objectives for this course were to:

10 Minutes1. Describe the principles of the ICS,

including its purpose, roles, andresponsibilities.

2. Describe the principles of the EOC,including its purpose, roles, andresponsibilities.

3. Identify the similarities anddifferences between the ICS and EOCfunctions and organizations.

4. Analyze both systems and list variousinterface issues in a variety ofemergency and disaster situations.

5. Apply ICS/IEOC interface concepts inexercise situations.

6. Develop an ICS/EOC interface actionplan.

IG 8-4

COURSE SUMMARY


A. COURSE REVIEW ANDDISCUSSION (Continued)

This course has demonstrated thenecessity for an ICS/EOC interface toaddress emergency management issues.In addition to the planning phase, there isa need to exercise and train to ensure thateach member of the emergencymanagement community—including theelected and appointed officials—knowtheir jobs, other members’ jobs, and theterminology and procedures that will beused at all levels and categories ofemergency response.

B. COURSE EVALUATION

10 Minutes We are very interested in hearing whatyou think of the course you havecompleted. Please take 10 minutes to fillout the course evaluation. When youfinish, please pass them to the front of theroom.

Handout (Course Evaluation) You may forward additional comments tothe Emergency Management Institute,Emmitsburg, Maryland 21727, Attention:ICS/EOC Course Manager.

IG 8-5

COURSE SUMMARY


C. CLOSING REMARKS/ CERTIFICATE PRESENTATIONS

Instructor: Make any closing remarksthat you wish at this time.

10 Minutes

Handout (Course Certificates) Hand out the course certificates to eachparticipant.




APPENDIX A

Glossary of Terms

This glossary contains definitions of terms used in the ICS NationalTraining Curriculum. It does not contain definitions related to resourcesfor particular application areas.

Users are encouraged to supplement this glossary with agency−specificterms and definitions, as appropriate.

Page A-1

GLOSSARY

A

Action Plan See Incident Action Plan.

Administrative/FinanceSection

The section responsible for all incident costs and financialconsiderations. Includes the Time Unit, Procurement Unit,Compensation/Claims Unit, and Cost Unit.

Agency A division of government with a specific function or anongovernmental organization that offers a particular kindof assistance. In ICS, agencies are defined as jurisdictional(having statutory responsibility for incident mitigation) orassisting and/or cooperating (providing resources and/orassistance). (See Assisting Agency, Cooperating Agency,and Multiagency.)

Agency Executive orAdministrator

Chief Executive Officer of the agency or jurisdiction thathas responsibility for the incident.

Agency Dispatch The agency or jurisdictional facility from which resourcesare allocated to incidents.

Agency Representative An individual assigned to an incident from an assisting orcooperating agency and who has been delegated fullauthority to make decisions on all matters affecting thatagency’s participation at the incident. AgencyRepresentatives report to the Incident Liaison Officer.

Air Operations BranchDirector

The person primarily responsible for preparing andimplementing the air operations portion of the IncidentAction Plan. Also responsible for providing logisticalsupport to helicopters operating on the incident.

Allocated Resources Resources dispatched to an incident.

Page A-2

GLOSSARY

Area Command An organization established to 1) oversee the managementof multiple incidents that are each being handled by anIncident Command System organization; or 2) to overseethe management of a very large incident that has multipleIncident Management Teams assigned to it. Area Commandhas the responsibility to set overall strategy and priorities,allocate assigned resources based on priorities, ensure thatincidents are properly managed, and ensure that objectivesare met and strategies followed.

Assigned Resources Resources checked in and assigned work tasks on anincident.

Assignments Tasks given to resources to perform within a givenoperational period, based upon tactical objectives in theIncident Action Plan.

Assistant Title for subordinates of the Command Staff positions. Thetitle indicates a level of technical capability, qualifications,and responsibility subordinate to the primary positions.Assistants may also be used at other positions in the ICSorganization.

Assisting Agency An agency directly contributing tactical or service resourcesto another agency.

Available Resources Incident-based resources that are available for assignmentwithin 3 minutes.

B

Base The location at which primary logistics functions for anincident are coordinated and administered. There is onlyone base per incident. (An incident name or otherdesignator will be added to the term “base.”) The IncidentCommand Post may be collocated with the base.

Branch The organizational level having functional or geographicresponsibility for major parts of incident operations. Thebranch level is organizationally between section anddivision/group. Branches are identified by the use ofRoman numerals.

Page A-3

GLOSSARY

C

Cache A predetermined complement of tools, equipment and/orsupplies stored in a designated location and available forincident use.

Camp A geographical site, within the general incident area;separate from the Incident Base; and equipped and staffedto provide sleeping, food, water, and sanitary services toincident personnel.

Check-in The process whereby resources first report to an incident.Check-in locations are as follows: Incident Command Post(Resources Unit), Incident Base, Camps, Staging Areas,Helibases, Helispots, and Division Supervisors (for directline assignments).

Chain of Command A series of management positions in order of authority.

Chief The ICS title for individuals responsible for command offunctional sections: Operations, Planning, Logistics, andAdministration/Finance.

Clear Text The use of plain English in radio communicationstransmissions. No Ten Codes or agency-specific codesare used when utilizing Clear Text.

Command The act of directing and/or controlling resources by virtueof explicit legal, agency, or delegated authority. May alsorefer to the Incident Commander.

Command Staff Consists of the Information Officer, Safety Officer, andLiaison Officer. They report directly to the IncidentCommander. They may have an assistant or assistants, asneeded.

Communications Unit(Comm. Unit)

An organizational unit in the Logistics Section responsiblefor providing communication services at an incident. ACommunications Unit may also be a facility (e.g., a traileror mobile van) used to provide the major part of anIncident Communications Center.

Compacts Formal working agreements among agencies to obtainmutual aid.

Page A-4

GLOSSARY

Compensation Unit/Claims Unit

Functional unit within the Administration/Finance Sectionresponsible for financial concerns resulting from injuriesor fatalities at the incident.

Complex Two or more individual incidents that are located in thesame general area and are assigned to a single IncidentCommander or Unified Command.

Cooperating Agency An agency supplying assistance other than direct tacticalor support functions or resources to the incident controleffort (e.g., Red Cross, telephone company, etc.).

Coordination Center Term used to describe any facility that is used for thecoordination of agency or jurisdictional resources insupport of one or more incidents.

Cost Unit Functional unit within the Administration/Finance Sectionresponsible for tracking costs, analyzing cost data, makingcost estimates, and recommending cost-saving measures.

D

Deputy A fully qualified individual who, in the absence of asuperior, could be delegated the authority to manage afunctional operation or perform a specific task. In somecases, a Deputy could act as relief for a superior andtherefore must be fully qualified in the position. Deputiescan be assigned to the Incident Commander, General Staffheads, and Branch Directors.

Demobilization Unit Functional unit within the Planning Section responsiblefor ensuring orderly, safe, and efficient demobilization ofincident resources.

Director The ICS title for individuals responsible for command of abranch.

Dispatch The implementation of a command decision to move aresource or resources from one place to another.

Dispatch Center A facility from which resources are directly assigned to anincident.

Page A-5

GLOSSARY

Division Divisions are used to divide an incident into geographicalareas of operation. A division is located within the ICSorganization between the Task Force/Strike Team and thebranch. (See also “Group.”) Divisions are identified byalphabetic characters for horizontal applications and,often, by floor numbers when used in buildings.

Documentation Unit Functional unit within the Planning Section responsiblefor collecting, recording, and safeguarding all documentsrelevant to the incident.

E

Emergency MedicalTechnician (EMT)

A healthcare professional with special skills andknowledge in prehospital emergency medicine.

Emergency OperatingCenter (EOC)

A predesignated facility established by an agency orjurisdiction to coordinate the overall agency orjurisdictional response and support to an emergency.

Emergency ManagementCoordinator

Refers to the individual within each political subdivisionthat has coordination responsibility for jurisdictionalemergency management.

Emergency OperationsPlan

The plan that each jurisdiction has and maintains forresponding to appropriate hazards.

Event In this curriculum, an event is a planned, nonemergencyactivity. ICS can be used as the management system for awide range of events (e.g., parades, concerts, or sportingevents).

F

Facilities Unit Functional unit within the Support Branch of the LogisticsSection that provides fixed facilities for the incident.These facilities may include the Incident Base, feedingareas, sleeping areas, sanitary facilities, etc.

Field OperationsGuide

A pocket-size instruction manual on the application of theIncident Command System.

Page A-6

GLOSSARY

Food Unit Functional unit within the Service Branch of the LogisticsSection responsible for providing meals for incidentpersonnel.

Freelance Term used to describe resources performing assignmentson their own and not under direct ICS supervision.

Function Term often used in reference to the five major activities inthe ICS (i.e., Command, Operations, Planning, Logistics,and Administration/Finance). The term “function” is usedwhen describing the activity involved (e.g., “the planning

G

General Staff The group of incident management personnel reporting tothe Incident Commander. They may each have a deputy,as needed. The General Staff consists of an OperationsSection Chief, Planning Section Chief, Logistics SectionChief, and Administration/Finance Section Chief.

Generic ICS Refers to the description of ICS that is generallyapplicable to any kind of incident or event.

Goal The end toward which incident efforts are directed.

Ground Support Unit Functional unit within the Support Branch of the LogisticsSection responsible for the fueling, maintaining, andrepairing of vehicles and for the transportation ofpersonnel and supplies.

Group Groups are established to divide the incident intofunctional areas of operation. Groups are composed ofresources assembled to perform a special function notnecessarily within a single geographic division. (SeeDivision.)

H

Helibase The main location for parking, fueling, maintenance, andloading of helicopters operating in support of an incident.It is usually located at or near the Incident Base.

Helibase Crew A crew of individuals who may be assigned to supporthelicopter operations.

Page A-7

GLOSSARY

Helispot Any designated location where a helicopter can safely takeoff and land. Some helispots may be used for loading ofsupplies, equipment, or personnel.

Hierarchy of Command (See Chain of Command.)

I

ICS National TrainingCurriculum

A series of 17 training modules consisting of instructorguides, visuals, tests, and student materials. The modulescover all aspects of ICS operations. The modules can beintermixed to meet specific training needs.

Incident An occurrence either human-caused or by naturalphenomena that requires action by emergency servicepersonnel to prevent or minimize loss of life or damage toproperty and/or natural resources.

Incident Action Plan Contains objectives reflecting the overall incident strategyand specific tactical actions and supporting informationfor the next operational period. The plan may be oral orwritten. When written, the plan may have a number offorms as attachments (e.g., traffic plan, safety plan,communications plan, map, etc.).

Incident Base Location at the incident where the primary logisticsfunctions are coordinated and administered. (An Incidentname or other designator will be added to the term“base.”) The Incident Command Post may be collocatedwith the base. There is only one base per incident.

Incident Commander The individual responsible for the management of allincident operations at the incident site.

Incident Command Post(ICP)

The location at which the primary command functions areexecuted. The ICP may be collocated with the incidentbase or other incident facilities.

Incident CommandSystem (ICS)

The combination of facilities, equipment, personnel,procedures, and communications operating with acommon organizational structure, with responsibility forthe management of assigned resources to effectivelyaccomplish stated objectives pertaining to an incidentand/or event.

Page A-8

GLOSSARY

IncidentCommunication Center

The location of the Communications Unit and theMessage Center.

Incident ManagementTeam

The Incident Commander and appropriate General andCommand Staff personnel assigned to an incident.

Incident Objectives Incident objectives provide the needed guidance anddirection necessary for the selection of appropriatestrategy(s) and for the tactical direction of resources.Incident objectives are based on realistic expectations ofwhat can be accomplished when all allocated resourceshave been effectively deployed. Incident objectives mustbe achievable and measurable, yet broad enough to allowfor strategic and tactical alternatives.

Information Officer A member of the Command Staff responsible forinterfacing with the media or other appropriate agenciesrequiring information directly from the incident. There isonly one Information Officer per incident.

Initial Action Resources initially committed to an incident.

J

Jurisdiction Refers to the range or sphere of authority. Public agencieshave jurisdiction at an incident related to their legalresponsibilities and authority for incident mitigation.Jurisdictional authority at an incident can bepolitical/geographical (e.g., city, county, State or Federalboundary lines) or functional (e.g., police department,health department, etc.). (See Multijurisdiction.)

Jurisdictional Agency The agency having jurisdiction and responsibility for aspecific geographical area or for a mandated function.

L

Leader The ICS title for individuals responsible for a Task Force,Strike Team, or functional unit.

Liaison Officer A member of the Command Staff responsible forinteracting with representatives from cooperating andassisting agencies.

Page A-9

GLOSSARY

Logistics Section The section responsible for providing facilities, services,and materials for the incident.

Life-Safety Refers to the joint consideration of both the life andphysical well-being of individuals.

M

Managers Individuals within ICS organizational units that areassigned specific responsibilities (e.g., Staging AreaManager or Camp Manager).

Management byObjectives

In ICS, this is a top-down management activity thatinvolves a three-step process to achieve the incident goal.The steps include establishing the incident objectives,selecting appropriate strategy(s) to achieve the objectives,and taking the tactical direction associated with theselected strategy. Tactical direction includes selectingtactics, selecting resources, assigning resources, andmonitoring performance.

Medical Unit The functional unit within the Service Branch of theLogistics Section responsible for the development of theMedical Emergency Plan, and for providing emergencymedical treatment of incident personnel.

Message Center Part of the Incident Communications Center andcollocated or placed adjacent to it. It receives, records,and routes information about resources reporting to theincident, resource status, and administration and tacticaltraffic.

Mobilization The process and procedures used by all organizations–Federal, State, and local–for activating, assembling, andtransporting all resources that have been requested torespond to or support an incident.

Mobilization Center An off-incident location at which emergency servicepersonnel and equipment are temporarily located pendingassignment, release, or reassignment.

Multiagency Incident An incident where one or more agencies assist ajurisdictional agency or agencies. May be single orunified command.

Page A-10

GLOSSARY

MultiagencyCoordination (MAC)

A generalized term that describes the functions andactivities of representatives of involved agencies and/orjurisdictions who come together to make decisionsregarding the prioritizing of incidents and the sharing anduse of critical resources. The MAC organization is not apart of the ICS and is not involved in developing incidentstrategy or tactics.

MultiagencyCoordination System(MACS)

The combination of personnel, facilities, equipment,procedures, and communications integrated into acommon system. When activated, MACS enables thecoordination of assisting agency resources and support ina multiagency or multijurisdictional environment. AMAC Group functions within the MACS.

MultijurisdictionIncident

An incident requiring action from multiple agencies thathave a statutory responsibility for incident mitigation. InICS, these incidents will be managed under UnifiedCommand.

Mutual Aid Agreement Written agreement between agencies and/or jurisdictionsin which they agree to assist one another upon request, byfurnishing personnel and equipment in an emergencysituation.

N

National InteragencyIncident ManagementSystem (NIMS)

An NWCG-developed program consisting of five majorsubsystems that collectively provide a total systemsapproach to all-risk incident management. Thesubsystems are the Incident Command System, Training,Qualifications and Certification, Supporting Technologies,and Publications Management.

National WildfireCoordinating Group(NWCG)

Formed under the direction of the Secretaries of theInterior and Agriculture, the group’s purpose is to improvethe coordination and effectiveness of wildland fireactivities and to provide a forum to discuss, recommendappropriate action, or resolve issues and problems ofsubstantive nature. The NWCG has been a primarysupporter of ICS development.

O

Officer The ICS title for the personnel responsible for theCommand Staff positions of Safety, Liaison, andInformation.

Page A-11

GLOSSARY

Operational Period The period of time scheduled for execution of a given setof operation actions as specified in the Incident ActionPlan. Operational Periods can be of various lengths,although usually not over 24 hours.

Operations Section The section responsible for all tactical operations at theincident. Includes branches, divisions and/or groups, TaskForces, Strike Teams, and Single Resources.

Out-of-ServiceResources

Resources assigned to an incident but unable to respondfor mechanical, rest, or personnel reasons.

Overhead Personnel Personnel who are assigned to supervisory positions,which include Incident Commander, Command Staff,General Staff, Directors, Supervisors, and Unit Leaders.

P

Planning Meeting A meeting held as needed throughout the duration of anincident, to select specific strategies and tactics forincident control operations and for service and supportplanning. On larger incidents, the planning meeting is amajor element in the development of the Incident ActionPlan.

Procurement Unit Functional unit within the Administration/Finance Sectionresponsible for financial matters involving vendorcontracts.

R

Radio Cache A radio cache may consist of a number of portable radios,a base station and, in some cases, a repeater, all stored in apre-determined location for dispatch to incidents.

Recorders Individuals within ICS organizational units who areresponsible for recording information. Recorders may befound in Planning, Logistics, and Administration/FinanceUnits.

Reinforced Response Those resources requested in addition to the initialresponse.

Reporting Locations Location or facilities where incoming resources can checkin at the incident (see Check-in).

Page A-12

GLOSSARY

Resource Status Unit Functional unit within the Planning Section responsiblefor recording the status of resources committed to theincident and for evaluating resources currently committedto the incident, the impact that additional respondingresources will have on the incident, and anticipatedresource needs.

Resources All personnel and major items of equipment available, orpotentially available, for assignment to incidents.Resources are described by kind and type (e.g., ground,water, air, etc).

S

Safety Officer A member of the Command Staff responsible formonitoring and assessing safety hazards or unsafesituations and for developing measures for ensuringpersonnel safety.

Section That organizational level with responsibility for a majorfunctional area of the incident (e.g., Operations, Planning,Logistics, Administration/Finance). The section isorganizationally between branch and IncidentCommander.

Sector Term used in some applications to describe anorganizational level similar to an ICS division or group.Sector is not a part of ICS terminology.

Segment A geographical area in which a Task Force/Strike TeamLeader or supervisor of a single resource is assignedauthority and responsibility for the coordination ofresources and implementation of planned tactics. Asegment may be a portion of a division or an area inside oroutside the perimeter of an incident. Segments areidentified with Arabic numbers.

Service Branch A branch within the Logistics Section responsible forservice activities at the incident. Includes theCommunications, Medical, and Food Units.

Single Resource A piece of equipment and personnel complement, or acrew of individuals with an identified work supervisor,that can be used in a tactical application on an incident.

Page A-13

GLOSSARY

Situation StatusUnit

The functional unit within the Planning Sectionresponsible for the collection and organization of incidentstatus information and for analysis of the situation as itprogresses. Reports to the Planning Section Chief.

Span of Control The supervisory ratio of from three to seven individuals,with five to one being established as a general rule ofthumb.

Staging Area A temporary on-incident location where incidentpersonnel and equipment are assigned on a 3-minuteavailable status. Staging Areas are managed by theOperations Section.

Strategy The general plan or direction selected to accomplishincident objectives.

Strike Team Specified combinations of the same kind and type ofresources, with common communications and a leader.

Supervisor The ICS title for individuals responsible for command of adivision or group.

Supply Unit Functional unit within the Support Branch of the LogisticsSection responsible for ordering equipment and suppliesrequired for incident operations.

Support Branch A branch within the Logistics Section responsible forproviding personnel, equipment, and supplies to supportincident operations. Includes the Supply, Facilities, andGroup Support Units.

Support Materials Refers to the attachments that may be included with anIncident Action Plan (e.g., communications plan, map,safety plan, traffic plan, and medical plan).

T

Tactical Direction The term includes the tactics appropriate for the selectedstrategy, the selection and assignment of resources, andperformance monitoring for each operational period.

Task Force Any combination of single resources, within the span ofcontrol, assembled for a particular tactical need, withcommon communications and a leader.

Page A-14

GLOSSARY

Technical Specialists Personnel with special skills who are activated only whenneeded. Technical Specialists can be used anywherewithin the ICS organization.

Temporary FlightRestrictions (TFRS)

Federal Aviation Regulation 91.137 provides for theestablishment of temporary airspace restrictions fornonemergency aircraft. TFRs can be requested forincidents and/or events generating a high degree of publicinterest, and are normally limited to a 5-nautical-mileradius and 2,000 feet above the surface.

Time Unit Functional unit within the Administration/Finance Sectionresponsible for recording time for incident personnel.

Type The type of any kind of resource refers to its capability incomparison with another type. Type 1 provides a greateroverall capability due to power, size, capacity, etc., thanwould be found in a Type 2 resource. Typing providesresource managers with additional information in selectingthe best resource for the task.

U

Unified Command In ICS, Unified Command is a unified team effort thatallows all agencies with responsibility for the incident,either geographical or functional, to manage an incidentby establishing a common set of incident objectives andstrategies. This is accomplished without losing orabdicating agency authority, responsibility, or account-ability. An Operations Section Chief is responsible forimplementing the Incident Action Plan.

Unit The organizational element having functionalresponsibility for a specific incident planning, logistics, oradministration/finance activity.

Unity of Command Each person within an organization reports to onedesignated person.

IU.S. GOVERNMENT PRINTING OFFICE: 1995 624-706/82379

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