1. ICS Structure Update
Developed with funding from the Multi-State Partnership for Security in Agriculture
This session is designed to be hosted by the lead state agency for foreign animal disease response. This session will primarily focus on the organization‘s internal Incident Command System (ICS) structure. Primary attendees should include agency leadership and emergency response personnel. It may be helpful to include representatives from state emergency management depending on their typical involvement.
Ideal group size should be no more than 30 people. This session should take three to four hours to facilitate depending on the engagement of the audience.
This presentation was developed with funding from the Multi-State Partnership for Security in Agriculture following the response to High Pathogenicity Avian Influenza (HPAI).

2. Workshop Objectives
Present overview of the Multi-State Partnership for Security in Agriculture project
Review lessons learned from the HPAI outbreak
This slide provides some general objectives for the workshop. Additional objectives are included on the next slide. These can be adjusted and modified based on the Lead Agency’s ultimate objectives.

3. Workshop Objectives (continued)
Review ICS structures
Update the organization’s ICS structure
Develop job prerequisites for key ICS positions
These can be adjusted and modified based on the Lead Agency’s ultimate objectives.

4. 2015 Highly Pathogenic Avian Influenza
December June 2015
21 states impacted
211 commercial and 21 backyard premises
Depopulation of 7.5 million turkeys and 42.1 million egg- layer and pullet chickens
Cost over $950 million
Above is a general overview of the HPAI response. If your state responded, it would be better to include more specific information about the response in your state and the impact. If your state didn’t respond, the above information will provide a little perspective for participants on the overall impact of the HPAI response and the duration for responding states.
Reference: HPAI Preparedness and Response Plan, Animal and Plant Health Inspection Service, Veterinary Services, January 11, 2016

5. Who Responded to HPAI? United States Department of Agriculture
State Departments of Agriculture
Local Emergency Management
Industry
Others
This slide is intended to give attendees an idea of who responded. Not all entities responded in every state. In some states with smaller outbreaks, the USDA may have been less involved. If your state responded to the outbreak, you should list all the agencies that supported your response.

6. MSPSA After Action Review Project
Lessons learned from 10 states
Interviews or reviews of written After Action Reports
Focus on state and local challenges that could be addressed through facilitated discussion
This project was initiated by the Multi-State Partnership for Security in Agriculture (MSPSA) following the HPAI response, but the discussion and subsequent actions may be applied to a variety of future responses. This project is intended to look specifically at state and local issues that could be addressed through a facilitated discussion format. It is not primarily intended to focus on state/federal issues.

7. MSPSA After Action Review Project (cont.)
Project identified four priority topics for states
ICS structure improvements
Local communication
State communication
State contracting improvements
This workshop deals with ICS structure improvements
This slide highlights the four areas that were selected by Partnership participants for facilitated discussion. This presentation addresses one of these areas, improvements to the Incident Command System (ICS) structure.

8. ICS Lessons Learned ICS training needed prior to response
Several states indicated that many of their personnel had not attended basic ICS training
Other state agencies provided personnel not familiar with ICS
The next series of slides gives a general overview of the ICS issues mentioned by states during the initial review of this project. Lack of ICS training for personnel was a significant challenge for many states.

9. ICS Lessons Learned (continued)
Additional positions/personnel needed
States needed more people
Start large to assist with management
Increase use of deputy positions, especially for Planning and Operations
Case Managers needed to assist with farms
Create task forces or strike teams
Depopulation and disposal were two examples
Almost all of the states that responded said they needed additional personnel. Many said that in the future they would set up a larger ICS structure than they hoped would be needed. This would allow them to respond more readily if the outbreak got larger.
States were not aware of several identified positions that should have been filled, but were not. The Case Manager position is an example. While filled by some federal staff, most states indicated that this MUST be a state person to provide consistency for the producer. Depending on the size of the outbreak, this could require a number of personnel to fulfill this role. There is ongoing discussion to clarify a Case Manager’s responsibilities.
Most states also talked about pre-identifying needed task forces and/or strike teams to perform specific tasks.

10. ICS Lessons Learned (continued)
Job descriptions and required skills
Positions were difficult to fill because individuals were not familiar with the requirements for the position (i.e., which positions require agriculture experience and which do not)
Key players in the ICS structure should be pre-identified. These individuals should exercise and train together.
A challenge some states mentioned was that they were not able to communicate the requirements for specific jobs to other state/local agencies that may be willing to assist. This resulted in a delay for support. A key component to this workshop is to begin the discussion on development of job descriptions – responsibilities and prerequisites. Ultimately this should be done for each identified position within the agency’s ICS structure.
Another item that many states mentioned is that it was important that positions be pre-identified and that individuals within the team have trained and exercised together. States that had done this previously identified this as a strength in their response.

11. ICS Structure Review
This section will provide examples of other states’ ICS structures. There is no absolute right or wrong way. These are only suggestions.

12. Section Objectives Review example ICS structures
Basic structure
Agriculture examples
Review the Department’s current structure
Discuss updates
These are the objectives for the section. These may be modified as needed to meet the state’s needs.

13. Basic ICS Structure
This is the basic ICS structure taught in a typical ICS class. This example is designed for all-hazards responses. As states have exercised and responded to animal diseases, they have customized this structure to meet their needs.

14. State Example 1
This structure was the one used by Minnesota during their 2015 HPAI outbreak. Positions underlined were positions that required medical monitoring, fit testing and N95 respirators. The green boxes were the positions that required an individual with agriculture experience. Blue positions were filled with contractors. The beige positions and some of the yellow ones were filled by USDA staff. The other positions were filled by state personnel.
This is a good example of the complexity of a foreign animal disease response.
A few questions to ask the attendees:
Can you identify positions that may be appropriate additions to your ICS structure?
How would your staffing responsibilities shift for the applicable ICS positions? In other words, would you use the same sourcing for staffing the positions?

15. Policy Group Example 2a Agency Administrator PIO Liaison
State EM Liaison
USDA Liaison
Incident Commander
Deputy AA
The next series of slides shows other examples of a state’s agriculture response ICS structure. While they are separate pictures, they are all part of the same ICS structure. In this ICS structure, there is a separate Policy Group that includes the positions above.
There may be other examples that you prefer to show over these.
Engage attendees with this question:
How does this compare to your ICS structure?
Abbreviations:
Deputy AA – Deputy Agency Administrator
POI Liaison – Public Information Officer Liaison
State EM Liaison – State Emergency Management Liaison
USDA – United States Department of Agriculture

16. Command and General Staff Example 2b
Deputy Incident Commander
Operations Section Chief
Planning Section Chief
Finance Admin Section Chief
Logistics Section Chief
Public Information Officer
Liaison Officer
Safety Officer
This slide shows the Command and General Staff for this ICS structure. Note that a Deputy Incident Commander is used. The Incident Commander is part of the policy group, as shown on the previous slide.
Engage attendees with this question:
How does this compare to your ICS structure?

17. Operations Section Example 2c
Operations Section Chief
Geographical Branch Director 1
Y County Division Supervisor
Survey Strike Team
Surveillance Strike Team
X County Division Supervisor
Emergency Permit Branch Director
Disease Support Branch Director
Industry Permit Group Supervisor
Dairy Movement Unit
Animal Movement Unit
Biosecurity Group Supervisor
Deputy Operations Section Chief
Disease Reporting Officer
This example ICS structure utilizes a combination of Branches and Divisions. This Operations Section highlights the location of some of the staff. In this structure the positions in teal are in the field while the others would be located at the Incident Command Post.
A few questions to ask the attendees:
How does this compare to your ICS structure?
What positions might be applicable to your response, but not currently in your ICS structure?
*Teal boxes represent positions in the field

18. Survey Strike Team Example 2d
Survey Strike Team Leader
Assistant to Strike Team Leader
Survey Team Member + Assistant
Example of a strike team’s composition. This team includes eight personnel.
Engage attendees with this question:
How do you plan to use strike teams or task forces?

19. Sampling Strike Team Example 2e
Sampling Strike Team Leader
Assistant Strike Team Leader
Strike Team Member + Helper
Another example of a strike team and its associated personnel.
Questions to ask the attendees:
How do you plan to use task forces and strike teams?
What other strike teams or task forces could you imagine needing for a response?

20. Surveillance Branch Example 2f
Surveillance Branch Director
USA Herds Specialist
GIS Specialist
Epidemiologist
EMRS Specialist
This is an example of a Surveillance Branch and its positions. One position is left blank, to be assigned as needed.
Engage attendees with this activity:
Compare and contrast this structure and associated positions with your ICS structure.

21. Planning Section Example 2g
Planning Section Chief
Resource Unit Leader
Volunteer Coordinator
Check -in Status Recorder
Documentation Unit Leader
Demobilization Unit Leader
Situation Unit Leader
Situation Unit Reporter
Situation Unit Displays
Deputy Planning Section Chief
This is an example of a Planning Section and its positions.
Engage attendees with this question:
How do the positions and structures differ from your ICS structure?

22. Logistic Section Example 2h
Logistics Section Chief
Food Unit Leader
Facilities Unit Leader
Medical Unit Leader
Deputy Logistics Section Chief
Communications Unit Leader
Above is an example of a Logistic Section and its associated positions.
Engage attendees with this question:
How does this structure and associated positions differ from your structure?

23. Finance/Admin Section Example 2i
Finance Admin Section Chief
Cost Unit Leader
Procurement Unit Leader
Time Unit Leader
Deputy FA Section Chief
And finally the Finance/Administration Section and its associated positions.
Engage attendees with these questions:
How does this structure and associated positions differ from your ICS structure?
What positions would you add or delete?

24. Our Current ICS Structure
Insert an example of your current structure
This slide will include your organization’s current ICS structure. It will be helpful to have this structure on a separate poster so it can be referenced throughout the session. Depending on the facilitator’s style, it may be appropriate to ask the following two questions while you have this slide projected:
If your state responded to HPAI, what gaps have you identified in your planned ICS structure?
If your state has not responded to an agriculture emergency, based on the discussion of lessons learned from the HPAI response or other factors, what gaps have you identified in your planned ICS structure?
If you ask these questions on this slide, delete the next slide.

25. Updating Your ICS Structure
If your state responded to HPAI or other agricultural emergency, what gaps have you identified in your planned ICS structure?
If your state has not responded to an agriculture emergency, based on the discussion of lessons learned from the HPAI response or other factors, what gaps have you identified in your planned ICS structure?
The next series of slides give examples of questions that the facilitator should ask, or perhaps have already asked, to examine the state’s ICS structure. If the facilitator covered some of these questions in the previous slides, those questions may be deleted from this list, and others may be added. The facilitator should make whatever changes are necessary to meet the needs of the agency.
The facilitator may want to use a flip chart to record the answers to the questions.
It may be helpful to have a poster of the agency’s current structure, and modify it as needed while the group answers questions.

26. Updating Your ICS Structure (continued)
Should the positions identified in the first two questions be added to the Department’s ICS structure?
How should they be included in your structure? Under what section, branch, etc.?
The next series of slides give examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.

27. Updating Your ICS Structure (continued)
Is the ICS structure disease specific (i.e., will there be a different structure for HPAI versus FMD)?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.

28. Updating Your ICS Structure (continued)
Are there standing task forces and/or strike teams that should be established? If so, what tasks should they be assigned?
How will the task force or strike team be structured?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.

29. Updating Your ICS Structure (continued)
Are there special requirements for the staff on the task force and/or strike team?
Will they need any special infrastructure to complete their task?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.

30. Updating Your ICS Structure (continued)
Can individuals be pre- identified to fill the new or revised ICS roles? Does the group have suggestions?
What personnel would be used to staff these new or revised positions?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.

31. Updating Your ICS Structure (continued)
Who will determine who will fill these roles?
How can other agencies within the Department be engaged?
What authorities exist to access these additional personnel?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.

32. Updating Your ICS Structure (continued)
What training prerequisites are needed for staff assigned to these new or revised positions?
Which agencies can assist by conducting training?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.

33. Developing Job Prerequisites and Descriptions
This section of the presentation facilitates the examination of job prerequisites for ICS positions. The intent of this section is to outline the policy and process for developing ICS job descriptions, including duties and responsibilities, so that the process of drafting actual job descriptions may begin.
The particular focus of the discussion will be developing guidance on prerequisite training, experience and knowledge. These job prerequisites will assist your organization as you build more detailed job descriptions.
Job descriptions may have already been addressed through available materials such as the California Animal Health Emergency Management System (CAHEMS) toolkit.
Key Words:
Prerequisite: Basic knowledge, skills and abilities required to perform the job
Description: Detailed description of the job responsibilities

34. Importance of Job Prerequisites/Descriptions
During a long term response, volunteers from other organizations may be engaged to help support the response.
Job prerequisites/descriptions will assist in pre-identifying individuals for various positions.
Will also assist in assigning volunteers during a response.
This slide presents lessons learned regarding ICS job prerequisites/descriptions from states that responded to HPAI.
As you go over the lessons learned, engage the group to add to the list or solicit their opinions based on their experiences.
Key Words:
Prerequisite: Basic knowledge, skills and abilities required to perform the job
Description: Detailed description of the job responsibilities

35. Importance of Job Descriptions (continued)
Job descriptions will allow training and effective exercise evaluation.
Example job prerequisites on the next slides.
This slide presents lessons learned, regarding ICS job prerequisites/descriptions, from states that responded to HPAI.
As you go over the lessons learned, encourage the group to add to the list or solicit their opinions based on their experiences.
The examples that follow are provided courtesy of a state.

36. Environmental Sampling Group (HPAI) Example 1
ICS 100, 200, 300
Online Avian Influenza Field Safety Course
Task specific just-in-time training
Respiratory protection training, medical clearance, and fit testing (N 95 respirator)
Able to don and doff personal protective equipment
Understanding/experience in field sampling methods/techniques
Able to effectively manage several tactical field operations simultaneously
Able to work a 14-day rotation
This is an example of the prerequisites necessary for a person conducting environmental sampling.
This example may or may not be applicable to your ICS structure. It is provided as an example of information that may be included in a prerequisites list.
The Environmental Sampling Group may be responsible for preparing kits for diagnostic sampling, obtaining environmental swab samples from cleaned/disinfected barns and other articles/items as assigned, packaging and preparing samples for shipment to the laboratory, and maintaining proper chain of custody.

37. Procurement Unit Leader Example 2
ICS 100, 200, 700
Understanding of state purchasing laws
Background in finance
Prepare/establish/authorize contracts and agreements
Ensure proper accounting for new property
Complete final processing of contracts and payment
Able to work a 14-day rotation
This is an example provided by one of the states of the prerequisites necessary for a Procurement Unit Leader. This position may be part of the Administration/Finance Section, and may be titled by another name, depending on a state’s ICS structure.

38. Developing Job Prerequisites
What baseline training should be required for personnel?
What positions require agriculture knowledge?
What task-specific knowledge or training is unique to the job?
The next series of slides give examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.
These questions should help determine specific prerequisite qualifications necessary for each ICS position.

39. Developing Job Prerequisites (continued)
Which positions should be staffed by personnel from within your agency?
Which positions could be filled by someone outside your agency?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.
These questions should help determine specific prerequisite qualifications necessary for a variety of ICS positions.

40. Developing Job Prerequisites (continued)
What barriers exist to using state personnel to support a response (e.g., when job is outside normal job description)
What is the rotation timeframe for each position (i.e., 14 days)?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.
These questions should help determine specific prerequisite qualifications necessary for a variety of ICS positions.

41. Developing Job Prerequisites (continued)
Who will put together job requirements for each position?
How will pre- requisites/qualifications be monitored?
The next series of slides are examples of questions that the facilitator should ask. There may be questions to change, add or delete. The facilitator should make whatever changes are necessary to meet the needs of the agency.
These questions should help the development and maintenance of an incident command organization.

42. Additional Discussion
This presentation is intended to facilitate a discussion to improve your response to an emergency.
It is recommended to assign tasks designed to improve the Incident Command structure and organization through collaboration of the lead and supporting agencies and organizations.