1. School Safety Specialist Day 2 – Incident Management

2. Compelling Reasons to Care As schools our main focus is not on the safety of students – it is on student academic achievement. "What we do in the name of health, safety, and well-being are linked with teaching and learning. Teaching and learning can't take place if students aren't healthy, aren't physically and mentally fit, or aren't safe." William Modzeleski, Director, Safe and Drug-Free School Program, U.S. Department of Education Introduction

3. Compelling Reasons to Care There are statutory requirements: –Texas Education Code Chapter 37 –Texas Education Code Chapter 11 –Texas Education Code Chapter 4 National Incident Management System Texas and National Response Plans Introduction

4. Course Benefits Conforms to intent of SB-11. NIMS Compliance: IS-800 (Day 1) plus IS 700, ICS 100 and ICS 200 (this course) provides training required for NIMS compliance in 2006. This training will also prepare you to work with your community in a disaster or emergency. Introduction

5. Course Content IS 700 – National Incident Management System, An Introduction IS 100 - Incident Command System (ICS) IS 200 – ICS for Single Resources and Initial Action Incidents Introduction

6. Introduction to NIMS Comprehensive, national approach to incident management. Applicable across all jurisdictions and functions Improve coordination and cooperation between entities. NIMS

7. NIMS Concepts and Principles Flexible framework that applies to all phases of incident management. Standardized organizational structures, processes, procedures and systems to promote interoperability NIMS

8. NIMS Components Command and management ICS Multi-agency coordination systems Public information systems Preparedness Planning, training, exercises Personnel qualification and certification standards Equipment acquisition and certification standards NIMS

9. NIMS Components Resource management Standards for describing, inventorying, tracking resources Communications and information management Interoperability NIMS

10. NIMS Components  Supporting technologies  Voice and data communications  Recordkeeping and resource tracking  Ongoing management and maintenance  NIMS Integration Center provides strategic direction and oversight NIMS

11. Incident Command System Standard, on-scene, all-hazard incident management system based on best practices Integrated management structure Features –Common terminology –Organizational resources –Manageable span of control –Organizational facilities –Position titles –Incident Action Plan –Integrated communications –accountability ICS

12. ICS Impact on Local Agencies All response agencies must use ICS. Personnel will be required to meet national qualification and certification standards to support an incident that transcends interstate jurisdictions. State and local jurisdictions will be strongly encouraged to implement mutual aid agreements. ICS

13. ICS Applications Fires, hazardous materials releases, oil spills, and multi-casualty incidents Multi-jurisdictional and multi-agency disasters Search and rescue operations Law enforcement incidents Natural disasters Planned events ICS

14. ICS Organization No correlation with the administrative structure of any other agency or jurisdiction. ICS organization’s uniqueness helps to avoid confusion over different position titles and organizational structures. Someone who serves as a chief every day may not hold that title when deployed under an ICS structure. ICS

15. Universal for all Incident Types

16. Integrated Management Structure ICS

17. Modular Organization –Develops in a top-down, modular fashion based on: size and complexity of the incident. hazard environment created by the incident. ICS

18. Modular Organization –Incident objectives determine organizational size. –Only fill necessary functions/positions. –Each element must have a person in charge. ICS

19. Common Terminology Reduce confusion between day-to-day activities and incident response duties. Common terminology Plain English ICS

20. Formal Communication Planning Section Chief Planning Section Chief Logistics Section Chief Logistics Section Chief Finance/Admin Section Chief Finance/Admin Section Chief Branch Director Branch Director Air Operations Branch Director Air Operations Branch Director Incident Commander Incident Commander Safety Officer Safety Officer Liaison Officer Liaison Officer Public Information Officer Public Information Officer Command Staff General Staff Service Branch Director Service Branch Director Support Branch Director Support Branch Director Operations Section Chief Operations Section Chief Formal Communication ICS

21. When To Use Formal Communication Use formal communication when: –Receiving and giving work assignments. –Requesting support or additional resources. –Reporting progress of assigned tasks. ICS

22. Informal Communication –Is used to exchange incident or event information only. –Is NOT used for: Formal requests for additional resources. Tasking work assignments. Within the ICS organization, critical information must flow freely! ICS

23. Chain of Command Chain of command is an orderly line of authority within the ranks of the incident management organization. Authority ICS

24. Unity of Command Under unity of command, personnel: –Report to only one supervisor. –Receive work assignments only from their supervisors. ICS

25. Unified Command –Enables all responsible agencies to manage an incident together –Establishes common incident objectives and strategies. –Single command structure allows Incident Commanders to analyze intelligence and make joint decisions. – Maintains unity of command. Each employee reports to only one supervisor. Incident Command Post Agency 1 Agency 2 Agency 3 Agency 1 Incident Commander Agency 2 Incident Commander Agency 3 Incident Commander ICS

26. Unified Command Structure Unified Command (Representatives From Local Jurisdictions) Finance/ Administration Logistics Planning Operations Unified Command does not change other features of ICS. ICS

27. Area Command Sets overall strategy and priorities Allocates resources Ensures proper management –Objectives are met –Strategies are followed Does not include Operations Section (On-scene) Examples –Major incident with multiple ICPs –Health emergency that is not site specific ICS

28. Area Command ICP 1ICP 2ICP 3 Area Command Planning Logistics Finance/ Administration Configuration with multiple ICPs Configuration without ICP ICS

29. Manageable Span of Control Span of control: The number of individuals or resources that one supervisor can manage effectively during an incident. May vary from 3 to 7 subordinates reporting to a supervisor. Optimum – 5 subordinates to one supervisor. Resource 2 Resource 3 Resource 1 Supervisor ICS

30. Organizational Facilities Incident Command Post –Tactical level on-scene incident command and management organization –Located at safe distance but close enough to maintain command Staging Area –Temporary location of available resources not immediately assigned Base –Location of primary support activities –Location of Logistics Section –Can support multiple incident sites ICS

31. Organizational Facilities Camp –Satellite support sites for food, rest, sanitation, maintenance, etc. Helibase –Main facility to support helicopter operations Helispot –Satellite facility to support local helicopter operations (i.e., school yard used for med- evac operations) ICS

32. Position Titles ICS position titles: –Provide a common standard for performance expectations. –Help to ensure that qualified individuals fill positions. –Standardize communication. –Describe the responsibilities of the position. ICS

33. Position Titles Organizational LevelTitleSupport Position Incident CommandIncident CommanderDeputy Command StaffOfficerAssistant General Staff (Section) ChiefDeputy BranchDirectorDeputy Division/GroupSupervisorN/A UnitLeaderManager Strike Team/Task Force LeaderSingle Resource Boss ICS

34. Position Titles [Incident Commander] [Officers] [Chiefs] ICS

35. Position Titles Operations Section Investigations Branch Forensics Group Investigations Group Terrorism Task Force Fire Control Branch [Directors] [Chief] [Supervisors] [Leader] ICS Expand organization to maintain workable Span of control Functional or geographical

36. Task Force Combination of unlike resources Must have a leader Must have communications Must have transportation Must be within span of control limits ICS

37. Fire Suppression Task Force ICS

38. Strike Team Same type and kind of resources Must have a leader Must have communications Must have transportation (as required) Must be within span of control limits ICS

39. Dozer Strike Team ICS

40. Advantages of Task Forces & Strike Teams Helps maintain effective span of control Assists with resource accountability More effective use of resources Effective way of ordering resources Reduces radio traffic ICS

41. Incident Commander First responsible person on the scene Responsible for on-scene incident management until relieved by a more qualified person or authority is delegated to another person. Only position that is always staffed in ICS applications ICS

42. Scope of Authority An Incident Commander's scope of authority is derived: –From existing laws and agency policies and procedures, and/or –Through a delegation of authority from the agency administrator or elected official. ICS

43. Authority Authority is...... a right or obligation to act on behalf of a department, agency, or jurisdiction. ICS

44. Delegation of Authority –Grants authority to carry out specific functions. –Issued by chief elected official, chief executive officer, or agency administrator in writing or verbally. –Allows the Incident Commander to assume command. –Does NOT relieve the granting authority of the ultimate responsibility for the incident. Incident Commander Superintendent ICS

45. Delegation of Authority is Needed –If the incident is outside the Incident Commander’s home jurisdiction. –When the incident scope is complex or beyond existing authorities. –If required by law or procedures. ICS

46. Delegation of Authority is Not Needed If the Incident Commander is acting within his or her existing authorities. An emergency manager may already have the authority to deploy response resources to a small flash flood. A fire chief probably has the authority (as part of the job description) to serve as an Incident Commander at a structure fire. ICS

47. Delegation of Authority: Elements Should include: –Legal authorities and restrictions. –Financial authorities and restrictions. –Reporting requirements. –Demographic issues. –Political implications. –Agency or jurisdictional priorities. –Plan for public information management. –Process for communications. –Plan for ongoing incident evaluation. Delegation of Authority ICS

48. Incident Commander Role The Incident Commander: –Provides overall leadership for incident response. –Delegates authority to others. –Takes general direction from agency administrator/official. ICS

49. Incident Commander Responsibilities The Incident Commander is specifically responsible for: –Ensuring incident safety. –Providing information services to internal and external stakeholders. –Establishing and maintaining liaison with other agencies participating in the incident. ICS

50. Incident Commander Responsibilities Managing Incident Priorities –Life Safety (victims and responders) –Incident Stability –Preservation of property and environment ICS

51. Incident Commander Responsibilities The Incident Commander: –Is responsible for all activities and functions until delegated and assigned to staff. –Assesses need for staff. –Establishes incident objectives. –Directs staff to develop the Incident Action Plan. Incident Commander ICS

52. Deputy Incident Commander –Performs specific tasks as requested by the Incident Commander. –Performs the incident command function in a relief capacity. –Represents an assisting agency that shares jurisdiction. ICS

53. Changing Incident Commanders Command may change to meet the needs of the incident when incidents: –Expand or contract. –Change in jurisdiction or discipline. –Become more or less complex. A higher ranking person may assume, maintain or reassign command ICS

54. Transferring Incident Commanders Transfer of command requires: –A transfer of command briefing for the incoming Incident Commander. –Notification to all personnel that a change in command is taking place. ICS

55. Command Staff It may be necessary for the Incident Commander to designate a Command Staff who: –Provide information, liaison, and safety services for the entire organization. –Report directly to the Incident Commander. Incident Commander Incident Commander Safety Officer Safety Officer Liaison Officer Liaison Officer Public Information Officer Public Information Officer Command Staff ICS

56. Public Information Officer (PIO) Advises Incident Commander on information dissemination and media relations. Incident Commander approves information that the PIO releases. Incident Commander Obtains information from and provides information to Planning Section. Planning Section Chief Public Information Officer Obtains information from and provides information to community and media. Community and Media ICS

57. Safety Officer Advises Incident Commander on issues regarding incident safety. Incident Commander Works with Operations to ensure safety of field personnel. Operations Section Chief Ensures safety of all incident personnel. Incident Personnel Safety Officer Only Command Staff member who can countermand the IC ICS

58. Liaison Officer Assists Incident Commander by serving as point of contact for agency representatives who are helping to support the operation. Incident Commander Liaison Officer Provides briefings to and answers questions from supporting agencies. Agency Representative ICS

59. General Staff ICS Intelligence Section

60. Operations Section Chief The Operations Section Chief: –Develops and implements strategy and tactics to carry out the incident objectives. –Organizes, assigns, and supervises the tactical field resources. –Supervises air operations and those resources in a Staging Area. Operations Section Chief ICS

61. Operations Section Challenges –It is critical to organize field resources and maintain span of control by using Branches and Groups. –In complex incidents, there may be a Deputy Operations Section Chief. –The Operations Section Chief depends on the rest of the General Staff for support. Operations Section Chief ICS

62. Planning Section The Planning Section Chief: –Gathers, analyzes, disseminates information and intel. –Manages the planning process. –Compiles the Incident Action Plan. –Manages Technical Specialists. –Facilitates the Operational Period Briefing ICS Planning Section Resources Unit Resources Unit Demobilization Unit Demobilization Unit Situation Unit Situation Unit Documentation Unit Planning Section

63. –Maintains resource status. –Maintains/displays situation status. –Prepares the Incident Action Plan. –Develops alternative strategies. –Provides documentation services. –Prepares the Demobilization Plan. –Provides a primary location for Technical Specialists assigned to an incident. ICS

64. Logistics Section Responsible for: –Communications. –Medical support to incident personnel. –Food for incident personnel. –Supplies. –Facilities. –Ground support. Ground Unit Ground Unit Food Unit Food Unit Facilities Unit Facilities Unit Medical Unit Medical Unit Supply Unit Supply Unit Commun. Unit Commun. Unit Support Branch Support Branch Service Branch Service Branch Logistics Section ICS

65. Logistics Section Chief The Logistics Section Chief: –Provides resources and services required to support incident activities. –Develops portions of Incident Action Plan and forwards them to Planning Section. –Contracts for and purchases goods and services needed at the incident. Logistics Section Chief ICS

66. Finance/Administration Section –Contract negotiation and monitoring –Timekeeping –Cost analysis –Compensation for injury or damage to property Finance/Admin Section Time Unit Time Unit Compensation/ Claims Unit Compensation/ Claims Unit Procurement Unit Procurement Unit Cost Unit Cost Unit ICS

67. Finance/Administration Section Chief The Finance/Admin Section Chief: –Is responsible for financial and cost analysis. –Oversees contract negotiations. –Tracks personnel and equipment time. –Processes claims for accidents and injuries. –Works with Logistics to ensure resources are procured. Finance/Administration Section Chief ICS

68. Incident Action Plan Required MBO tool for every incident to: –Specify incident objectives. –State activities to be completed. –Cover a specified timeframe, or operational period. May be oral or written—except for hazardous materials incidents, which require a written IAP. ICS

69. Incident Action Plan Elements –What do we want to do? –Who is responsible for doing it? –How do we communicate with each other? –What is the procedure if someone is injured? ICS Use standard form ICS-201 Incident Briefing form to document IAP

70. Operational Period Briefing –Conducted at the beginning of each operational period. –Presents the Incident Action Plan to supervisors within the Operations Section. –Should be concise. –May be referred to as the shift briefing. ICS

71. Operational Period Briefing –Planning Section Chief: Reviews the agenda and facilitates the briefing. –Incident Commander: Presents incident objectives or confirms existing objectives. Note: Objectives may be presented by the Planning Section Chief.

72. Briefing Checklist Situation Mission/Execution Communications Service/Support Risk Management Questions or Concerns ICS

73. After Action Review Required after every event – actual or drill Leads to a corrective action plan. Used to improve basic plan, annexes and Standard Operating Procedures ICS

74. Multi-agency Coordination Systems A combination of resources Integrated into a common framework Used to coordinate and support incident management activities Examples –Interagency Incident Management Group (IIMG) –Joint Field Office –Emergency Operations Center Command & Management

75. Multiagency Coordination Systems Support incident management policies and priorities Facilitate logistics support and resource tracking Make resource allocation decisions based on incident management priorities Coordinate incident-related information Coordinate interagency and intergovernmental issues regarding incident management policies, priorities, and strategies Command & Management

76. EOC Organization EOC Manager Coordination Communications Resource Management Information Management NOTE: EOC organization does NOT include Operations Section Command & Management

77. Mutual-Aid Agreements NIMS states that: –Mutual-aid agreements are the means for one jurisdiction to provide resources, facilities, services, and other required support to another jurisdiction during an incident. –Each jurisdiction should be party to a mutual-aid agreement with appropriate jurisdictions from which they expect to receive or to which they expect to provide assistance during an incident. Command & Management

78. Mutual-Aid Agreements –Mutual aid is the voluntary provision of resources by agencies or organizations to assist each other when existing resources are inadequate. –When combined with NIMS- oriented resource management, mutual aid allows jurisdictions to share resources among mutual-aid partners. Command & Management

79. Mutual-Aid Agreements –Federal agencies offer mutual aid to each other and to States, tribes, and territories under the NRP. –States can participate in mutual aid through the Emergency Management Assistance Compact (EMAC). –Local jurisdictions participate in mutual aid through agreements with neighboring jurisdictions. Command & Management

80. Mutual Aid and EMACs Jurisdictions at all levels are encouraged to enter into agreements with: Other jurisdictions. Private-sector and NGOs. Private organizations. Command & Management

81. Public Information Officer Advises the IC Establishes and operates within the JIS Ensures that decision-makers and the public are informed Command & Management

82. The JIC Physical location where public information staff collocate Provides the structure for coordinating and disseminating critical information Includes representatives of all players in the response Has procedures and protocols for communicating and coordinating with other JICs Command & Management

83. JIC Organization Joint Information Center Research TeamMedia TeamLogistics Team Press Secretary (jurisdictional) Liaison (as required) Command & Management

84. Multiple JICs State JIC Local JIC 1 Local JIC 2 Agency 1 PIO Agency 2 PIO IC/UC/Area Command PIO (at incident JIC) Command & Management Agencies retain organizational independence Communicate and coordinate using JIS protocols

85. Preparedness Plans The most common preparedness plans are: –Preparedness Plans –Emergency Operations Plans (EOPs). –Standard operating guidelines (SOGs). –Standard operating procedures (SOPs). –Jurisdictional or agency policies. –Corrective Action and Mitigation Plans –Recovery Plans Preparedness

86. –EOPs are developed at the Federal, State, and local levels to provide a uniform response to all hazards. –EOPs written after October 2005 must be consistent with NIMS. Preparedness Emergency Operations Plans

87. Preparedness Planning Responsibilities Establish/coordinate plans and protocols Integrate/coordinate activities Establish guidelines and protocols to promote interoperability Adopt guidelines for resource management Establish response priorities Establish/maintain multiagency coordination mechanisms Preparedness

88. Preparedness Planning Plans describe how resources will be used. Plans describe mechanisms for: –Setting priorities. –Integrating entities/functions. –Establishing relationships. –Ensuring that systems support all incident management activities. Preparedness

89. Information Derived From Plans Plans may include information about: –Hazards and risks in the area. –Resources in the area. –Other formal agreements and plans. –Contact information for agency administrators and response personnel. –Other pertinent information. Preparedness

90. Required Knowledge The Incident Commander, Command and General Staff members should have a working knowledge of all preparedness plans and agreements. Preparedness

91. NIMS Integration Center Training and Exercises Facilitate development and dissemination of national standards, guidelines, and protocols. Facilitate use of modeling/simulation. Define general training requirements and approved courses. Review/approve discipline-specific training requirements. Preparedness

92. NIMS Integration Center Personnel Qualifications and Certification Development of standards, including: – Training –Experience –Credentialing –Currency requirements –Physical and medical fitness Preparedness

93. NIMS Integration Center Equipment Certifications –Facilitate development of national equipment standards, guidelines, and protocols –Review and approve equipment meeting national standards Preparedness

94. Resource Management Resource management includes processes for: –Categorizing resources. –Ordering resources. –Dispatching resources. –Tracking resources. –Recovering resources. It also includes processes for reimbursement for resources, as appropriate. Resource Management

95. Organizational Resources Tracking resources from mobilization through demobilization Standardized resource descriptions –Kind (Team, aircraft, personnel, equipment) –Type (Capability) NIMS Integration Center –Personnel qualifications and certification –National equipment standards, guidelines –National requirements for emergency responder equipment Resource Management

96. Resources Resources consist of all personnel and major items of equipment available for assignment to incidents Equipment resources will include the personnel required to operate them Resource Management

97. Resource Classifications Not available or ready to be assigned (e.g., maintenance issues, rest periods) Ready for immediate assignment and has been issued all required equipment Currently working on an assignment under the direction of a supervisor Out-of- Service Available Assigned Resource Management

98. At any incident: –The situation must be assessed and the response planned. –Managing resources safely and effectively is the most important consideration. –Personnel and equipment should respond only when requested or when dispatched by an appropriate authority. Mobilization Resource Management

99. Communications & Information Management Common operating picture accessible across jurisdictions and functional agencies –Allows incident managers at all levels to make effective, consistent decisions expeditiously –Ensures consistency at all levels of incident management Common communications and data standards to ensure accessibility and interoperability Communications

100. Supporting Technologies Provides an architecture for science and technology support to incident management –Interoperability and compatibility –Technology support –Technology standards –Broad-based requirements –Strategic planning for research and development Operational scientific support Technical standards Solving operational problems through research and development Technology

101. –Check-In. All responders must report in to: –Ensure personnel accountability –Track resources –Prepare personnel for assignment –Locate personnel in case of emergency –Organize the demobilization process Personnel check in only once – upon arrival at the incident Following check-in, report to incident supervisor for assignment briefing Record Keeping & Resource Tracking Technology

102. –Incident Action Plan. Response operations must be coordinated as outlined in the IAP. –Unity of Command. Each individual will be assigned to only one supervisor. Record Keeping & Resource Tracking Technology

103. Record Keeping & Resource Tracking –Span of Control. Supervisors must be able to adequately supervise and control their subordinates, as well as communicate with and manage all resources under their supervision. –Resource Tracking. Supervisors must record and report resource status changes as they occur. Technology

104. Ongoing Management & Maintenance All users and stakeholders can participate in NIMS Integration Center –Various levels of government –Functional disciplines –Private entities Process relies on –Lessons learned from actual incidents and exercises –Best practices across jurisdictions and functional disciplines Management