NIMS Command and Coordination Flashcards
1
Q
INCIDENT COMMAND and COORDINATION consist of four areas of responsibility:
A
- Tactical activities to apply resources on scene;
- Incident support, typically conducted at EOCs, through operational and strategic coordination, resource acquisition and information gathering, analysis, and sharing;
- Policy guidance and senior-level decision making (could be MAC); and
- Outreach and communication with the media and public to keep them informed about the incident.
2
Q
MACS exist to coordinate the 4 Incident command and coordination areas of responsibility across the 4 different NIMS functional groups, which are:
A
ICS, EOCs, MAC Groups, and Joint Information Systems (JIS).
By describing unified doctrine with common terminology, organizational structures, and operational protocols, NIMS enables all those involved in an incident—from the Incident Commander at the scene to national leaders in a major disaster—to HARMONIZE and MAXIMIZE the effects of their efforts.
3
Q
ICS and EOC organizational structures develop in a modular fashion based on an incident’s size, complexity, and hazard environment. Responsibility for establishing and expanding ICS organizations and EOC teams ultimately rests with?
A
the Incident Commander (or Unified Command) and EOC director.
4
Q
The individual who heads the team that works in an
EOC when it is activated?
A
“EOC director”
5
Q
ICS and EOC organizational structures develop in a modular fashion based on an incident’s size, complexity, and hazard environment. Responsibility for functions that subordinates perform defaults to the?
A
next higher supervisory position until the supervisor delegates those responsibilities.
6
Q
The Incident Commander or Unified Command establishes objectives that drive incident operations. Management by objectives includes the following:
A
- Establishing specific, measurable objectives;
- Identifying strategies, tactics, tasks, and activities to achieve the objectives;
- Developing and issuing assignments, plans, procedures, and protocols for various incident management functional elements to accomplish the identified tasks; and
- Documenting results against the objectives to measure performance, facilitate corrective actions, and inform development of incident objectives for the subsequent operational period.
7
Q
IAPs represent concise, coherent means of capturing and communicating incident objectives, tactics, and assignments for operational and support activities. What is true about IAPs (3)?
A
Every incident should have an action plan; however, not all incidents need written plans.
The necessity for written plans depends on incident complexity, command decisions, and legal requirements.
Formal IAPs are not always developed for the initial operational period of no-notice incidents. However, if an incident is likely to extend beyond one operational period, becomes more complex, or involves multiple jurisdictions and/or agencies, preparing a written IAP becomes increasingly important to maintain unity of effort and effective, efficient, and safe operations.
8
Q
Maintaining an appropriate span of control helps ensure an effective and efficient incident management operation. It enables management to direct and supervise subordinates and to communicate with and manage all resources under their control. 5 factors that influence manageable span of control are?
A
-The type of incident,
-nature of the task,
-hazards and safety factors,
-experience of the supervisor and subordinates, and
-communication access between the subordinates and
the supervisor
9
Q
What is the operational period?
A
12-24hrs.
10
Q
What is the manageable Span of Control?
A
The 1:5 ratio is a guideline, and incident personnel use their best judgment to determine the actual distribution of subordinates to supervisors for a given incident or EOC activation.
11
Q
What is an essential component of incident management Accountability?
A
Maintaining an accurate and up-to-date inventory of resources. (Equipment and people)
12
Q
How is command transferred at an incident?
A
the transfer process includes a briefing that captures essential information for continuing safe and effective operations, and notifying all personnel involved in the incident.
13
Q
When no one jurisdiction, agency or organization has primary authority and/or the resources to manage an incident on its own, Unified Command may be established. What is true about UC?
A
- There is not ONE “commander.”
- Instead, the Unified Command manages the incident by jointly approved objectives.
- The resulting unity of effort allows the Unified Command to allocate resources regardless of ownership or location.
- Unified Command DOES NOT affect individual agency authority, responsibility, or accountability.
14
Q
What is ICS?
A
ICS is a standardized approach to the command, control, and coordination of on-scene incident management that provides a common HIERARCHY within which personnel from multiple organizations can be effective.
15
Q
ICS includes FIVE major functional areas, staffed as needed, for a given incident:
A
Command
Operations
Planning,
Logistics,
Finance/Administration.
16
Q
What is True about Unified Command?
A
In some cases where incident management crosses jurisdictional and/or functional agency boundaries, the various jurisdictions and organizations may still agree to designate a single Incident Commander.
However……when UC is elected, each member of Unified Command is responsible for keeping other members of Unified Command informed.
17
Q
Whether using a single Incident Commander or a Unified Command, the command function:
A
- Establishes a single ICP for the incident;
- Establishes consolidated incident objectives, priorities, and strategic guidance, and updating them every operational period;
- Selects a single section chief for each position on the General Staff needed based on current incident priorities;
- Establishes a single system for ordering resources;
- Approves a consolidated IAP for each operational period (12-24hrs);
- Establishes procedures for joint decision making and documentation; and
- Captures lessons learned and best practices.
18
Q
The individuals designated by their jurisdictional or organizational authorities (or by departments within a single jurisdiction) in the UCC do what?
A
jointly determine priorities and objectives, allocate resources, and work together to ensure the execution of integrated incident operations and maximize the use of assigned resources.
19
Q
Agencies or organizations involved in the incident that lack jurisdictional responsibility or authority are referred to as cooperating and/or assisting agencies. Whether represented in Unified Command or through the Liaison Officer, every jurisdiction, organization, and/or agency representative is responsible for communicating agency-specific information, including:
A
- Statutory authorities and responsibilities;
- Resource availability and capabilities;
- Constraints, limitations, concerns; and
- Areas of agreement and disagreement between agency officials.
20
Q
The Command Staff of ICS typically includes three officers?
A
- Public Information Officer (PIO)
- Safety Officer
- Liaison Officer
They report directly to the Incident Commander or Unified Command and have assistants as necessary.
21
Q
What are the duties of the PIO?
A
The PIO gathers, verifies, coordinates, and disseminates accessible (disabled as well), meaningful, and timely information on the incident for both INTERNAL AND EXTERNAL audiences.
22
Q
Who ultimately approves the release of incident related info in large scale incidents?
A
The Incident Commander or Unified Command
In large-scale incidents, the PIO participates in or leads the Joint Information Center (JIC).
23
Q
In UCS, the IC designates one lead PIO, what is true of the other PIOs if this is a UCC?
A
All PIOs should work in a unified manner, speaking with one voice, and ensure that all messaging is consistent.
24
Q
What are the tasks of the Safety Officer?
A
The Safety Officer monitors incident operations and advises the Incident Commander or Unified Command on matters relating to the health and safety of incident personnel.
The Safety Officer is responsible to the Incident Commander or Unified Command for establishing the systems and procedures necessary to assess, communicate, and mitigate hazardous environments. This includes developing and maintaining the INCIDENT SAFETY PLAN, coordinating multiagency safety efforts, and implementing measures to promote the safety of incident personnel and incident sites. The Safety Officer stops and/or prevents unsafe acts during the incident.
25
What is true about the relationship between the Safety Officer and IC?
The Safety Officer monitors incident operations and advises the Incident Commander or Unified Command on matters relating to the health and safety of incident personnel. Ultimate responsibility for the safe conduct of incident management rests with the Incident Commander or Unified Command and supervisors at all levels.
26
What is the duties of the Liason Officer?
The Liaison Officer is the incident command’s point of contact for representatives of governmental agencies, jurisdictions, NGOs, and private sector organizations that are NOT included in the Unified Command. These agencies are lacking JURISDICTION or LEGAL AUTHORITY for the management of the incident.
27
What is true about Command Staff Advisors
The IC or UCC may appoint technical specialists to serve as command advisors. Command Staff advisors are distinguished from officers because they serve in advisory capacities and lack the authority to
direct incident activities. NOT OFFICERS
28
What are the General Staff Sections?
* Operations
* Planning
* Logistics
* Finance/Administration
• Intelligence/Investigations if needed as 5th
29
What is true about the IC and the General Staff
- The Incident Commander or Unified Command activates these section chiefs as needed.
- These functions default to the Incident Commander or Unified Command until a section chief is assigned.
The section chiefs may have one or more deputies as necessary.
30
The Incident Commander or Unified Command selects the Operations Section Chief based on current incident priorities and should REVIEW that selection periodically as the incident evolves. Operations Section personnel...
plan and perform TACTICAL activities to achieve the incident objectives established by the IC or UC
Objectives typically focus on saving lives, reducing the immediate hazard, protecting property and the environment, establishing situational control, and restoring normal operations.
31
Key functions of Operations Section personnel include the following:
* Directing the management of tactical activities on the Incident Commander or Unified Command’s behalf;
* Developing and implementing strategies and tactics to achieve incident objectives;
* Organizing the Operations Section to best meet the incident’s needs, maintain a manageable span of control, and optimize the use of resources; and
* Supporting IAP development for each operational period.
32
The planning section does?
Planning Section personnel collect, evaluate, and disseminate incident situation information to the IC and other incident personnel.
The staff within this section prepare status reports, display situation information, maintain the status of assigned resources, facilitate the incident action planning process, and prepare the IAP based on input from other sections and Command Staff/IC
33
Additional key functions of Planning Section personnel include:
* Facilitating incident planning meetings;
* Recording the status of resources and anticipated resource needs;
* Collecting, organizing, displaying, and disseminating incident status information and analyzing the situation as it changes;
* Planning for the orderly, safe, and efficient demobilization of incident resources; and
* Collecting, recording, and safeguarding all incident documents.
34
Logistics Section personnel provide services and support for
effective and efficient incident management, including ordering resources. Staff in this section provide facilities, security (of the incident command facilities and personnel), transportation, supplies, equipment maintenance and fuel, food services, communications and IT support, and medical services for incident personnel.
35
Key functions of Logistics Section personnel include:
* Ordering, receiving, storing/housing, and processing incident-related resources;
* Providing ground transportation during an incident, maintaining and supplying vehicles, keeping vehicle usage records, and developing incident traffic plans;
* Setting up, maintaining, securing, and demobilizing incident facilities;
* Determining food and water needs, including ordering food, providing cooking facilities, maintaining food service areas, and managing food security and safety (in cooperation with the Safety Officer);
* Maintaining an incident Communications Plan and acquiring, setting up, issuing, maintaining, and accounting for communications and IT equipment; and
* Providing medical services to incident personnel.
36
The IC establishes a Finance/Administration Section. What are their duties?
Responsibilities include recording personnel time, negotiating leases and maintaining vendor contracts, administering claims, and tracking and analyzing incident costs.
Should closely coordinate with PLANNING and LOGISTICS to reconcile operational records with financial documents.
In addition to monitoring multiple sources of funds, the section’s staff track and report the accrued costs as the incident progresses.
37
Key functions of Finance/Administration Section personnel include:
* Tracking costs, analyzing cost data, making estimates, and recommending cost savings measures;
* Analyzing, reporting, and recording financial concerns resulting from property damage, responder injuries or fatalities at the incident;
* Managing financial matters concerning leases and vendor contracts;
* Managing administrative databases and spreadsheets for analysis and decision making; and
* Recording time for incident personnel and leased equipment.
38
Why may the IC need an Intelligence/Investigations function within the Command Structure?
Typically, staff in the Planning Section are responsible for gathering and analyzing operational information and sharing situational awareness, and staff in the Operations Section are responsible for executing tactical activities. However, some incidents involve intensive intelligence gathering and investigative activity, which can cause the IC to create this function.
39
The IC makes the final determination regarding the
scope and placement of the Intelligence/Investigations function within the command structure. In what circumstances may this occur?
This may occur when the incident involves a criminal or terrorist act and/or other non-law-enforcement intelligence/investigations efforts such as epidemiological investigations.
40
What are the 4 Common Types of ICS Facilities?
Incident command posts
Staging areas
Incident Base
Camps
41
What is the ICP
The ICP is the location of the tactical-level, on-scene incident command organization. This location typically houses IC, Command and General Staffs, but may include other designated incident personnel. Typically, the ICP is located near the incident site and is where on-scene tactical command functions are performed.
Personnel conduct incident planning at the ICP, and the IC may establish an incident communications center at this location.
42
The Operations Section Chief may establish staging areas to position and track for resources. What is a staging area?
Can be any location in which personnel, supplies, and equipment await assignment.
Staging areas may include temporary feeding, fueling, and sanitation services.
The Operations Section Chief assigns a MANAGER for each staging area who logs in all incoming resources, dispatches resources at a section chief’s request, and requests Logistics Section support, as necessary, for resources at the staging area.
43
An incident base is the site that?
Accommodates primary support activities. An Incident Commander or Unified Command establishes an incident base to house equipment and personnel support operations.
An incident base may be co-located with the ICP.
44
What are camps?
Are satellites to an incident base, established where they can best support incident operations. Camps provide support, such as food, sleeping areas, and sanitation, and may also provide minor maintenance and servicing of equipment.
Camps are relocated as necessary to meet changing operational needs.
45
Incident Management Teams IMT
Rostered groups of ICS-qualified personnel, consisting of an Incident Commander, other incident leadership, and personnel qualified for other key ICS positions. IMTs exist at local, regional, state, tribal, and national levels and have formal notification, deployment, and
operational procedures in place. These teams are typed based on team members’ qualifications and may be assigned to manage incidents or to accomplish supporting incident-related tasks or functions. When assigned to manage an incident or to support an incident-related task or function, IMTs are typically delegated the authority to act on behalf of the affected jurisdiction or organization.
46
What is true about the delegation of authority?
Many agencies require the delegating authority to provide a written delegation of authority to the Incident Commander before the Incident Commander may assume command.
47
Some IMTs are referred to as Incident Management Assistance Teams (IMAT) to clarify that they support on-scene personnel and/or the affected jurisdiction(s). IMATs may have command and control over certain aspects of response and recovery efforts (e.g., the use of state/Federal assets).
Regardless of who owns IMATs or their specific missions, IMATs operate using the principles and practices of ICS.
FEMA IMATs provide the Federal Government with an early presence at an incident, integrating FEMA’s response capabilities into the existing community of emergency management functions.
48
An incident complex refers to
two or more individual incidents located in the same general area and assigned to a single Incident Commander or a Unified Command.
When relevant authorities establish an incident complex over several incidents, those incidents become BRANCHES or DIVISIONS within the Operations Section of the incident complex.
If any of the incidents within a complex is likely to become a large-scale incident, that incident should be a separate incident with its own ICS organization.
49
When should you establish an incident complex as opposed to separate ICS for each individual incident?
* A single Command and General Staff can adequately provide operations, planning, logistics, and finance/administration activities; and
* A combined management approach is likely to achieve staff or logistical support economies.
50
An Area Command is established to oversee
multiple concurrent incidents or a very complex incident that requires the establishment of multiple ICS organizations.
An Area Command is activated to address competition for resources among multiple ICPs based on the complexity of the incident and incident management span-of-control considerations.
51
Facts about Area Command
It is particularly relevant to situations with several ICPs requesting similar scarce resources.
Incidents of different types or without similar resource needs are usually handled as separate incidents.
52
What is the Relationship between Area Command, an EOC, and a MAC Group
An Area Command oversees management of multiple incidents, while EOCs coordinate support.
MAC Groups provide policy guidance and strategic direction to Area Command and EOCs.
53
EOCs are locations where ?
staff from multiple agencies typically come together to address imminent threats and hazards and to provide coordinated support to incident command, on-scene personnel, and/or other EOCs.
EOCs may be fixed locations, temporary facilities, or virtual structures with staff participating remotely.
54
Primary functions of staff in EOCs, whether virtual or physical, include:
* Collecting, analyzing, and sharing information;
* Supporting resource needs and requests, including allocation and tracking;
* Coordinating plans and determining current and future needs; and
* In some cases, providing coordination and policy direction.
55
Interesting facts about the EOC
When on-scene incident command is not established, such as in a snow emergency, staff in EOCs may direct tactical operations.
EOC staff may coordinate the efforts of several geographically disparate incidents or activities. In some instances, the incident command or Area Command may be conducted in the EOC.
56
How do DOC and EOCs differ?
Departmental operations center (DOC) staff coordinate their agency or department’s activities. DOC staff are primarily inward looking, focusing on directing their own assets and operations.
Unlike DOCs, the EOCs addressed in NIMS are inherently multidisciplinary activities.
57
“Multidisciplinary” refers to
the assemblage of more than one function (resources and organizations) engaged in emergency management, such as fire prevention and suppression, law enforcement, EMS, public works, and/or others based on the nature of the incident, threat, or hazard.
58
Regardless of which organizations are represented, all EOC teams receive
oversight from elected and/or appointed officials such as governors, tribal leaders, mayors, and city managers. These individuals may be present in the EOC, but more often provide guidance from elsewhere, either as part of a formal policy group or individually.
59
EOC teams vary widely. Deciding how to organize the staff in EOCs depends on factors such as
the jurisdiction/organization’s authorities, staffing, partner and stakeholder agencies represented, EOC physical facilities, communications capabilities, political considerations, and most importantly, THE MISSION.
Regardless of how the EOC staff are organized, they should operate consistently with the NIMS management characteristics.
60
There are 3 common ways to organize EOC teams
ICS or ICS like structure
Incident Support Model (ISM) Structure
Departmental Structure
61
Modular EOC Organizations
The NIMS management characteristic of modular organization indicates that leaders are responsible for the functions of subordinate positions that are not staffed.
This management characteristic also applies to EOCs. In an EOC where staffing and space are limited, the individual in charge may perform not only the duties of the EOC director, but also the duties of other EOC team members unless or until those other positions are staffed.
62
Determining which organizations are represented in EOCs should be accomplished during
the emergency operations planning process.
63
Characteristics of the Incident Support Model (ISM) Structure
This organization puts the EOC director in direct contact with those doing situational awareness/information management and streamlines resource sourcing, ordering, and tracking.
They separate the situational awareness function from planning and combine operations and logistics functions
64
Departmental EOC structure
Jurisdictions/organizations may opt instead to use their day-to-day departmental/agency structure and relationships in their EOC. By operating in the context of their normal relationships, department/agency representatives can function in the EOC with MINIMAL preparation or startup time. NBEMA to all city agencies
65
EOCs frequently have multiple activation levels to allow for a scaled response, delivery of the needed resources,
and a level of coordination appropriate to the incident.
Circumstances that might trigger EOC activation include:
* More than one jurisdiction becomes involved in an incident and/or the incident involves multiple agencies;
* The Incident Commander or Unified Command indicates an incident could expand rapidly, involve cascading effects, or require additional resources;
* A similar incident in the past led to EOC activation;
* The EOC director or an appointed or elected official directs that the EOC be activated;
* An incident is imminent (e.g., hurricane warnings, slow river flooding, predictions of hazardous weather, elevated threat levels);
* Threshold events described in the emergency operations plan occur; and/or
* Significant impacts to the population are anticipated.
66
What is the term for normal operations in the EOC
Steady State
67
What are the 3 EOC activation levels
3—Normal Operations/Steady State
Routine watch and warning activities
2—Enhanced Steady-State/ Partial Activation
Certain EOC team members/organizations are activated to monitor a credible threat, risk, or hazard and/or to support the response to a new and potentially evolving incident
1—Full Activation
EOC team is activated, including personnel from all assisting agencies,
68
The EOC director deactivates EOC staff as circumstances allow, and the EOC returns to its normal operations/steady state condition. What occurs during deactivation?
EOC staff complete resource demobilization and transfer any ongoing incident support/recovery activities before deactivating. EOC planners normally include AFTER ACTION REVIEW and improvement planning as part of the deactivation planning process.
69
What is a Multiagency Coordination (MAC) group?
Sometimes called POLICY groups, are part of the OFF-SITE incident management structure of NIMS. MAC Groups consist of representatives from stakeholder agencies or organizations. They are established and organized to make cooperative multiagency decisions.
MAC Groups act as policy-level bodies during incidents, supporting resource prioritization and allocation, and enabling decision making among elected and appointed officials and those responsible for managing the incident (e.g., the Incident Commander). In some instances, EOC staff also carry out this activity.
70
MAC Groups are primarily responsible for
Resource prioritization and allocation.
Unlike Unified Command, they DO NOT perform incident command functions, nor do they replace the primary functions of operations, coordination, or dispatch organizations.
When competition for resources is significant, MAC Groups may relieve the coordination and dispatch organizations of some prioritization and allocation responsibilities.
71
The composition of MAC Groups is important. Who should be in them and how are decisions typically made in the group?
Organizations directly affected and whose resources are committed to the incident should be represented.
MAC Groups typically base their decisions on member CONSENSUS.
In many cases, a MAC Group can function virtually.
72
In Incident Management, what is true about elected and appointed officials?
Elected and appointed officials are key players in incident management. Incident personnel working in EOCs and on scene share the responsibility for keeping elected and appointed officials informed regarding the situation, resource needs, and other pertinent information.
73
How do MAC groups enhance unity of effort?
They provide a way to organize policy level officials
74
Four characteristics of MAC
OFF SITE
Policy level officials
Resource Allocation
NO COMMAND
75
What is done by Joint Information Systems?
Dissemination of timely, accurate, accessible, and actionable information to the public is important at all phases of incident management. JISs consist of the processes, procedures, and tools to enable communication to the public, incident personnel, the media, and other stakeholders.
76
JISs integrate incident information and public affairs into a cohesive organization to provide coordinated and complete information before, during, and after incidents. The JIS mission is to provide a structure and system for:
* Developing and delivering coordinated INTERAGENCY messages;
* Developing, recommending, and executing public information plans and strategies on behalf of the Incident Commander or Unified Command, EOC director, or MAC Group;
* Advising the Incident Commander or Unified Command, MAC Group, and EOC director concerning public affairs issues that could affect an incident management effort; and
* Addressing and managing rumors and inaccurate information that could undermine public confidence.
77
JIS cuts across
the three levels of incident management (on scene/tactical, center/coordination, policy/strategic) and help ensure coordinated messaging among all incident personnel.
78
PIOs at all levels of government and within the private and nonprofit sectors and JICs are important supporting elements of the JIS. Key elements of the JIS include the following:
* Interagency coordination and integration;
* Gathering, verifying, coordinating, and disseminating consistent messages;
* Public affairs support for decision makers; and
* Flexibility, modularity, and adaptability.
79
PIOs are key members of ICS and EOC organizations, and they frequently work closely with senior officials represented in MAC Groups. PIOs also handle inquiries from the media, the public, and elected officials; public information and warnings; rumor monitoring and response; media relations; and other functions needed to gather, verify, coordinate, and disseminate accurate, accessible, and timely information. PIOs create coordinated and consistent messages by collaborating to (5):
* Identify key information to be communicated to the public;
* Craft clear messages that all can understand, including individuals with Limited English Proficiency, those with disabilities, and others with access and functional needs;
* Prioritize messages to ensure timely delivery of information without overwhelming the audience;
* Verify accuracy of information; and
* Disseminate messages using the most effective means.
80
What is of particular importance to the PIO?
Information on public health, safety, and protection is of particular importance.
81
What is the the JIC facility?
The JIC is a facility that houses JIS operations, where personnel with public information responsibilities perform essential information and public affairs functions.
JICs may be established as standalone coordination entities, at incident sites, or as components of EOCs. VIRTUAL IS OK
An incident should have a single JIC, but the system is flexible and adaptable enough to accommodate multiple physical or virtual JICs.
82
What is true about an Incident JIC
● Optimal physical location for local and Incident Commander, Unified Command, or EOC director-assigned PIOs to co-locate
● Easy media access (PARAMOUNT TO SUCCESS)
● May be located at an EOC
83
In some cases, lives will depend on getting information to the public quickly, and those responsible should take whatever steps are necessary to alert the public. What is true about sharing information?
Informing the public and stakeholders during an incident is an ongoing cycle that involves gathering, verifying, coordinating, and disseminating information.
84
Gathering information BEGINS the process of getting information to the public and additional stakeholders. Information is collected from various sources, including:
* On-scene command provides ongoing, official information on the incident management effort with much of this information captured in IAPs and situation reports;
* The on-scene PIO reports to the JIC what he or she observes and hears from the news media, elected officials and their staffs, and the public;
* Media monitoring assesses the accuracy and content of news and social media reports and helps identify breaking issues and trends;
* Inquiries from elected and appointed officials and the general public can point to the specific concerns of those in the affected areas; and
* Staff in EOCs generate information relating to the situation status and/or mass care, recovery, or other assistance available to the public.
85
What are 4 tasks of the PIO
Gathering info
Verifying
Coordinating
Disseminating
86
What happens during PIO coordination?
coordinate with other public information personnel who are part of the JIS. This includes both those represented in the JIC and those working from another location that is part of the JIS. Coordinating information involves the following:
• Establishing key message(s). After gathering information, JIC staff craft unified messages that address informational needs which are prioritized
• Obtaining approval or clearance from those with authority. This helps ensure that the information is consistent and accurate; however, the approval process should be streamlined so that information can be released in a timely manner.
87
PIO Dissemination
The final step in the process is to disseminate information to the public and stakeholders. Press releases, phone calls, and interviews are traditional means of getting information to the news media.
In some cases, personal visits or town meetings may be the most effective means of reaching key audiences. Social media outlets are an important method of reaching the public directly; such outlets provide flexibility for targeting specific audiences or communicating when traditional media is unavailable, as in a power outage.
These outreach efforts can be supported by providing talking points and fliers to the PIO and other community leaders.
88
What is true about a PIO Monitoring news and social media outlets?
This helps identify rumors, inaccuracies, or information
gaps. Important inaccuracies should be addressed before the media incorrectly reports them a SECOND time. RUMOR Control
89
The interconnectivity of NIMS structures allows personnel in diverse geographic areas with differing roles and responsibilities and operating within various functions of ICS and/or EOCs to integrate their
efforts through a common set of structures, terminology, and processes. What is true about if an incident becomes too large or complex?
EOCs activate.
EOC staff receive senior-level guidance from MAC Groups. Establishing a JIC helps ensure coordinated and accurate public messaging.
90
The Federal Government becomes involved with a response:
* When state governors or tribal leaders request Federal assistance and the requests are approved;
* When Federal interests are involved; or
* As statute authorizes or requires.
91
Under what Act does the president declare an emergency or major disaster?
the Federal Government provides assistance when the President declares an emergency or major disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act).
92
The important steps in applying ICS to an incident are:
* Establishing and transferring command as appropriate;
* Identifying and activating the organizational elements that are needed;
* Delegating authority as appropriate;
* Establishing incident facilities as needed to support field operations;
* Using ICS common terminology in establishing organizational elements, position titles, facilities, and resources; and
* Determining incident objectives and initiating the incident action planning process; transitioning from oral plans to written Incident Action Plans (IAP).
93
The ICS organizational structure is modular, which means it is
Expanding to incorporate all elements necessary for
the type, size, scope, and complexity of an incident. The ICS structure builds from the TOP DOWN; responsibility and performance begin with incident command.
If one individual can simultaneously manage all major functional areas, no further organization is needed.
94
What is true about the IC and the people working in the system? Talk about What the IC does from the top down as the incident progresses...what he creates...
An Incident Commander activates Command Staff officers (e.g., Public Information Officer [PIO], Safety Officer, and Liaison Officer) and four section chiefs (Operations, Planning, Logistics, and Finance/Administration) as needed.
Personnel in these positions further delegate management authority for their areas as necessary.
The Command Staff may assign assistants, and section chiefs may assign deputies and assistants and may establish branches, groups, divisions, or units, depending on the section.
95
Modular expansion at an incident is based on the following considerations:
* Developing the organization’s structure to match the function or task to be performed;
* Staffing only the organizational elements needed to perform the task;
* Ensuring manageable span of control;
* Performing the function of any non-activated organizational element at the next higher level; and
* Demobilizing organizational elements no longer needed.
96
The use of deputies and assistants is a vital part of both the organizational structure and the modular concept. The Incident Commander may have one or more deputies who may be from the same or an assisting jurisdiction/organization. The primary reasons to designate a Deputy Incident Commander are:
* To perform specific tasks as the Incident Commander directs;
* To perform the command function in a relief capacity (e.g., to take over the next operational period; in this case, the deputy then assumes the primary role); and
* To represent an assisting agency that may share jurisdiction or have jurisdiction in the future.
97
A deputy, whether at the command, section, or branch level, must be?
qualified to assume the position.
98
Assistants are used on Command Staffs and to support section chiefs. Unlike Deputies,
assistants have a level of technical capability, qualification, and responsibility subordinate to the primary positions and need not be fully qualified to assume the position.
99
A lead PIO is designated,
regardless of whether the command structure is single or unified.
100
The safety officer has functional authority like a range instructor, which means?
the Safety Officer alters, suspends, or terminates any activities that are immediately dangerous to life
and health of personnel. In a UCC there is only one Safety officer, but each department contributes to the overall effort. Assistants with specific skills background in Fire or Hazmat can be designated
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What is true about the IC and technical specialists?
In addition to the three Command Staff officer positions, the Incident Commander or Unified Command may choose to appoint technical specialists as command advisors.
Technical specialists may be assigned anywhere in the organization
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Operations Section staff are responsible for
tactical activities that typically focus on saving lives,
reducing the immediate hazard, protecting property and the environment, establishing situational control, and restoring normal operations.
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What is the highest priorities for the Operation Section?
Lifesaving and responder safety are always the highest priorities.
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How may organizations like fire, ems and DPW be organized in the Operations Section?
they may be organized in branches, divisions, groups, task forces, and/or strike teams.
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The operations section chief
The Operations Section Chief manages tactical incident activities and oversees implementation of the IAP. Also has direct responsibilities for IAP development for the next operational period.
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The Operations Section Chief may organize Operations Section staff in various ways to meet different challenges. How may this be done?
In some cases, a strictly functional approach is used (GROUPS). In other cases, geographic or jurisdictional boundaries determine the organizational structure (DIVISIONS).
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Where are branches inserted?
Between the Operations Section Chief and divisions and/or groups, when the number of divisions and/or groups exceeds a manageable span of control.
The boundaries of GEOGRAPHIC branches are thus defined by the combined areas of the divisions that comprise each branch.
In a FUNCTIONAL situation, Police and DPW will have their own branches.
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What is true about Divisions and Groups in the Operations Section?
Divisions always refer to geographic assignments
Groups always refer to functional assignments.
Both divisions and groups may be used in a single incident.
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Divisions
separate physical or geographic areas of operation within the incident area. Divisions can be established according to political or natural terrain boundaries or other prominent geographic features, such as rivers, major roadways, or floors in a multistory building response.
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Groups
Functional Groups are used to describe functional areas of similar activity (e.g., rescue, evacuation, law enforcement, or medical treatment or triage),
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It is possible to have both divisions and groups within the Operations Section, what is true about Supervisors?
Supervisors of divisions and groups have the same level of authority.
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As the incident grows in size and complexity, what happens to Task Forces and Strike Teams?
task forces and strike teams are typically
| organized into divisions and/or groups.
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What are Task Forces and Strike Teams?
Task forces combine different kinds and types of resources to accomplish a specific mission under a designated leader. They enable one supervisor to manage several key resource elements (dpw, Nstar).
Strike teams are another means of combining resources. Strike teams consist of a set number of resources of the same kind and type operating under a designated leader.
In the law enforcement community, strike teams are known as RESOURCE teams.
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When is an Air Operations Branch established and by who?
When a single helicopter is the only air asset on an incident, it is usually under the Operations Section Chief’s direct control. When the complexity of air operations involves additional support and/or air-space control (including mixing tactical and support use of helicopters and other aircraft), the Operations Section Chief establishes an Air Operations Branch.
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The Planning Section Chief oversees
incident-related data gathering and analysis regarding
incident operations and assigned resources, facilitates incident action planning meetings, and prepares the IAP for each operational period.
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Staff in the Resources Unit
track resource status continuously to manage resources effectively during an incident. They use the following status conditions for maintaining an up-to-date and accurate picture of resource status (ALL ARE CHECKED IN):
• Assigned: Resources that have been checked in and assigned work tasks on an incident.
• Available: Resources assigned to an incident, checked in, and available for a mission assignment, normally located in a staging area.
• Out of Service: Resources that are checked in, but are not assigned and not available for assignment for mechanical, rest, or personnel reasons.
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What is true about the Resources Unit and Logistics section?
The Resources Unit tracks resources assigned to an incident, but Logistics Section staff track resources that have been ordered but have not yet arrived at the incident.
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What happens when a Resource Status changes?
The unit leader or supervisor who approved the status change immediately notifies the Resource Unit Leader
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The Planning section has 4 primary units
Resources
Situation
Documentation
Demobilization
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The situation unit does?
This unit produces Situation Reports (SITREP) as scheduled or at the request of the Planning Section Chief or Incident Commander. The Situation Unit frequently includes Geographic/Geospatial Information Systems (GIS) Specialists, who produce maps
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What does the Demobilization Unit do?
staff develop an Incident Demobilization Plan that includes specific instructions for all personnel and other resources to be demobilized. They begin their work early in the incident, creating rosters of personnel and resources and obtaining any missing information as check-in proceeds.
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What is true about Technical Specialists and their qualifications?
NO specific qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically certified in their fields or professions.
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Technical specialists may serve anywhere within the organization depending on factors such as complexity, span of control, lines of communication, and subject matter expertise. They are MOST often assigned to the specific area (section, branch, division, group, or unit) where their services are needed. However, they can be assigned to
Technical specialists assigned to the Command Staff are called command advisors.
Generally, if the expertise is needed for only a short time and involves only one individual, that individual is assigned to the Situation Unit.
If the expertise is needed on a long-term basis and necessitates several persons, a separate Technical Unit is established in the PLANNING SECTION.
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The logistics section is divided into the SERVICE Branch and the SUPPORT Branch. What units fall under each?
Support: Supply, Facilities, and Ground support
Service: Communications, Food and Medical
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What does the Supply Unit do?
The Supply Unit staff are responsible for all off-incident ordering, including obtaining the following:
• Tactical and support resources (including personnel)
• Expendable and nonexpendable supplies.
And projecting resource needs
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The Facilities Unit provides
Provides facilities that support incident personnel.
Providing emergency shelter for survivors is a tactical activity for which the Operations Section, not the Logistics Section, is responsible.
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What are the units within the Finance/Adminstration Section?
Compensation/Claims
Cost
Procurement
Time
The chief usually comes from the organization that has the greatest need for support.
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What does the Finance/Administration Section do?
tracks and reports accrued costs to the Incident Commander as the incident progresses, allowing the Incident Commander to forecast the need for additional funds before operations are negatively affected. This is particularly IMPORTANT if significant operational resources are provided under contracts.
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The Procurement Unit staff
administer all financial matters pertaining to leases and vendor contracts. Unit staff coordinate with local jurisdictions to identify sources for equipment, prepare and sign equipment rental agreements, and process documentation associated with equipment rental and supply contracts.
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The intelligence/investigations function can be incorporated as an element of the
Planning Section, in the Operations Section, within the Command Staff, as a separate General Staff section, or in some combination of these locations.
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Integrating the intelligence/investigations function in the Planning Section—either as part of the Situation Unit or as a separate Intelligence/Investigations Unit does what?
enhances the section’s normal information collection and analysis capabilities. It helps ensure that investigative information and intelligence is integrated into the context of the overall incident management mission.
Intelligence/investigative staff benefit from access to Planning Section information management resources and tools, and Planning Section staff benefit from streamlined information sharing and the analytic and subject matter expertise of the intelligence/investigations personnel.
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Consolidating the intelligence/investigations activities in
| the Operations Section
unifies all the incident operations (LE, fire, EMS) in one organization. This helps ensure that all incident activities are seamlessly integrated into the incident action planning process and conducted based on established incident objectives and priorities.
This coordination enhances unity of effort, the effective use of all resources, and the safety and security of all incident personnel.
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Intelligence/Investigations Function in the Command Staff is beneficial how?
When the incident has an intelligence/investigations dimension but does not currently have active intelligence/investigations operations, COMMAND ADVISORS can be integrated into the Command Staff, which helps ensure that the intelligence/investigations personnel have immediate and constant access to the Incident Commander.
This in turn helps ensure that incident leaders understand the implications and potential second order effects of incident management decisions and activities from an intelligence/investigations standpoint.
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Why put the Intelligence/Investigations as its own General Staff Function?
the incident involves an actual or potential criminal or terrorist act or when significant investigative resources are involved, such as for an epidemiological (infectious disease) investigation.
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The following are examples of when an incident complex may be appropriate:
* Disasters such as wildfires, earthquakes, tornadoes, floods, or other situations where many separate incidents occur in proximity;
* Several similar incidents occurring in proximity to one another; and
* One incident underway with an Incident Management Team (IMT) assigned, with other smaller incidents occurring in the same area.
The following are additional considerations for using an incident complex:
• A single Command and General Staff can adequately provide operations, planning, logistics, and finance/administration activities to the incidents that comprise the incident complex; and
• A combined management approach could achieve staff or logistical support economies.
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Area Command
An Area Command does not have operational responsibilities, but prioritizes the use of scarce resources among the incidents.
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What are the guidelines for locating an Area Command?
* Established as close to the incidents as needed to facilitate operations, to make it easier for the Area Commander and IC/UC to meet and otherwise interact;
* Should NOT be co-located with any individual ICP, to avoid confusion with the ICP activities;
* Should allow for effective, efficient communications and coordination with subordinate incidents, as well as with EOCs and MAC Groups; and
* Housed in a facility large enough to accommodate a full Area Command staff. It should also be able to accommodate meetings among the Area Command staff, the IC and MEDIA as well
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Personnel managing the incident develop an IAP for each operational period. The IAP is the vehicle by which leaders on an incident communicate their expectations and provide clear guidance. Incident Action Planning is more than?
producing an IAP and completing forms—it provides a consistent RHYTHM and STRUCTURE to incident management.
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The IAP does?
Informs incident personnel of the incident objectives for the operational period, the specific resources that will be applied, actions taken during the operational period to achieve the objectives, and other operational information
• Informs partners, EOC staff, and MAC Group members regarding the objectives and operational activities planned for the coming operational period;
• Identifies work assignments and provides a ROADMAP
• Shows how specific supervisory personnel and various operational elements fit into the organization; and
• Often provides a schedule of the key meetings and briefings during the operational period.
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The development of IAPs is a cyclical process and the planning steps are repeated in sequence each operational period. What should personnel not do regarding available information
Personnel should not delay planning meetings in anticipation of future information. Use the Best info you have at the time of the planning meeting.
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What does the plan often look like at the beginning?
During the initial stage of incident management, the Incident Commander typically develops a simple plan and communicates the plan through concise oral briefings. As the chaos wears off, more detailed planning can occur.
The steps of the planning process are essentially the same for the first responders on scene determining initial tactics and for personnel developing formal written IAPs.
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The agency administrator briefing
This briefing occurs when the Incident Commander or
UC are assuming duties outside their normal responsibilities or are from an entity or jurisdictional area that does not possess authority to manage the incident they are being assigned.
The briefing provides supporting details to the delegation of authority or other document that the jurisdiction, agency, or organization typically provides to the Incident Commander or Unified Command.
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The incident briefing occurs when Initial responders brief the incoming IC. Why is this important?
The incident briefing marks the transition from REACTIVE to PROACTIVE incident management. The initial responder(s) typically delivers the briefing to the incoming IC, which then enables the IC to initiate planning for the next operational period.
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What is the Initial UC Meeting and in what setting does it occur?
If a Unified Command is managing the incident, the Initial Unified Command Meeting allows members of the Unified Command to meet in PRIVATE to discuss each jurisdiction or organization’s priorities and objectives as well as any limitations, concerns, and restrictions.
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The initial Strategy Meeting, which is held the first time through the planning cycle, is particularly important, because
it allows team members to share information and jointly determine the initial approach to response operations.
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What is the tactics meeting and who leads it?
The Tactics Meeting is a forum for KEY PLAYERS to review the proposed tactics developed by the Operations Section staff and to conduct planning for resource assignments. The Operations Section Chief leads the Tactics Meeting, and key participants include the Logistics Section Chief, Safety Officer, a representative from the Planning Section—
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What is the planning meeting and what should this not involve?
The Planning Meeting serves as a final review and approval of operational plans and resource assignments developed during and after the Tactics Meeting. Ideally, the Planning Meeting involves NO SURPRISES and simply serves as a review of a plan that the Command and General Staff have collaboratively developed and agreed upon.
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What is true of the approved IAP and how can it be distributed?
The Incident Commander or Unified Command gives final approval of the written IAP before Planning Section staff reproduce and disseminate it.
IAPs may be distributed electronically, in hard copy, or both.
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The operational period briefing
Each operational period starts with an Operational Period Briefing. Incident supervisory and tactical personnel receive the IAP during the briefing.
150
Once the IC is briefed, what is the next 6 steps working towards the beginning of the next operational period with the IAP?
```
Objectives development/update
Strategy Meeting
Tactics Meeting
Planning meeting--NO SURPRISES
IAP prep
Ops briefing with IAP in hand
```
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In an ICS or ICS like EOC structure, field and EOC personnel performing the same function (e.g., Public Information Officer [PIO]) should agree on how to divide their responsibilities to avoid gaps and/or duplication of effort. Ideally, this coordination will occur before an incident, and the result will be documented in the jurisdiction/organization’s emergency operations plan. EOC leaders may opt for a standard ICS organization if:
* EOC staff are providing tactical direction to an incident;
* EOC management wishes to use ICS-trained personnel with no additional training requirements; or
* EOC managers want to mirror the organization of on-scene personnel.
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The ICS like EOC Command Staff is led by_____ and there are 4 coordinating sections??
(often called EOC Management Staff to clarify that they do not command on-scene operations) includes an EOC director who guides and oversees EOC staff and activities. The 4 sections are same for ICS-operations, planning, logistics and Finance/Admin
153
ISM EOC Structure has what staff?
EOC director staff
(General Staff section 4):
Situational Awareness Section
Planning support section
Resources Support Section
Center Support Section
154
ISM is?
Incident Support Model
The ISM is a variation of the ICS structure that separates the information management/situational awareness function from the ICS Planning Section and combines the functions of the ICS Operations and Logistics Sections and comptroller/purchasing functions from the ICS Administration/Finance Section.
EOC staff in jurisdictions or organizations that use an ISM structure typically focus exclusively on SUPPORT FUNCTIONS rather than operations or managing actual response/recovery efforts.
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ISM Situation Awareness
Situational Awareness staff collect, analyze, and disseminate incident information. This section’s personnel typically create and provide a variety of products for EOC policy-level leadership, public affairs, and other internal and external stakeholders.
The Situational Awareness Section essentially elevates the functions of the ICS Planning Section Situation Unit to a General Staff position in the EOC, reporting directly to the EOC director.
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ISM Planning support section
staff provide a range of current and future planning services that may include developing contingency, deactivation, and recovery plans.
Staff assist in developing and executing the shared goals of multiple jurisdictions and organizations involved in managing the incident and coordinate a standard planning process to achieve the objectives of the EOC leadership and foster unity of effort among all organizations represented in the center.
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ISM Resource Support Section
ISM EOCs combine all the ICS Logistics functions in the Resources Support Section, which provides a one stop shop for acquiring, deploying, and tracking resources and services.
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ISM Center Support Section
EOCs require a variety of communications, IT, administrative, and general services, as well as staff support, such as food, to function most effectively. Staff in the Center Support Section support the needs of the facility and staff in the EOC and any associated facilities such as a Joint Information Center (JIC).
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EOC Departmental EOC Structure
These organizations or jurisdictions may configure the personnel who assemble in the EOC by the participants’ departments, agencies, or organizations. Such departmentally structured EOCs typically require less training and emphasize coordination and equal footing for all departments and agencies.
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In Departmental EOC Structure, The Emergency Manager does his job while the Individual departments do their job.
SINGLE Emergency Manager, as EOC director, directly facilitates EOC planning and reporting. The EOC director may also be responsible for the office equipment, phones, radios, and/or computers in the EOC and ensuring food is available for the staff.
For the departments, representatives bring the various resources, expertise, and relationships that are associated with those organizations and functions. Decisions are made within the group to achieve mutually agreed-upon objectives, as in a Unified Command.
161
A simple way to describe the Departments in the EOC structure is?
The roles and responsibilities of a departmental EOC reflect the day-to-day responsibilities of the represented departments and agencies.
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What are the 3 levels of status for resources?
Assigned, Available, and Out of Service
163
In Incident Action Planning, what actions lead up to the Planning "P" in the initial response phase? These actions are only performed ONE time.
Incident occurs
Notification
Initial response/assessment (EOC may be activated)
Agency Administration Briefing (if needed)
Incident Briefing
Initial UC meeting (If using UC)
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The Planning P is a graphical representation of the sequence and relationship of the meetings, work periods, and briefings that comprise the incident action planning cycle. What is true about the leg of the P and what occurs once you enter the body of the P?
The leg of the “P” describes the initial stages of an incident, when personnel work to gain awareness of the situation and establish the organization for incident management.
Once they are accomplished, incident management shifts into a cycle of planning and operations, informed by ongoing situational awareness and REPEATED each operational period.
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What can occur during longer operational periods in regards to briefings?
Shift change briefings may occur
166
In NIMS, “intelligence” refers exclusively to
threat-related information developed by law enforcement, medical surveillance, and other investigative organizations.
167
An Area Command does not have operational responsibilities, but prioritizes the use of scarce
resources among the incidents. Additionally, the Area Command:
• Develops broad objectives for the impacted area(s);
• Coordinates the development of individual incident objectives and strategies;
• Allocates resources as the priorities change;
• Ensures that incidents are properly managed;
• Ensures effective communications;
• Ensures that incident management objectives are met and do not conflict with each other or with agency policies;
• Identifies critical resource needs and reports them to EOCs and/or MAC Groups; and
• For incidents that have a recovery dimension, ensures that short-term recovery is coordinated
to assist in the transition to full-recovery operations.
