El Paso Community College Emergency Management Plan …€¦ · Plan is the official emergency...

El Paso Community College Emergency Management Plan APPENDIX

Version 2017.1 Revision Date: 8/20/2018

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RECORD OF CHANGE

BASIC PLAN

Change # Date of Change Change Entered By Date Entered



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Contents EXECUTIVE SUMMARY ..................................................................................................................... 6 INTRODUCTION & OVERVIEW ......................................................................................................... 7

A. Introduction .............................................................................................................................. 7 B. Concepts and Principles .......................................................................................................... 8

1. Goals and Objectives .......................................................................................................... 8 2. Declaration of Emergency ................................................................................................... 8 3. Evacuations ......................................................................................................................... 8 4. Priority.................................................................................................................................. 9 5. Flexibility .............................................................................................................................. 9 6. Standardization .................................................................................................................... 9 7. Expectations ...................................................................................................................... 10

COMPONENT I: PREPAREDNESS ................................................................................................ 11 A. Concepts and Principles ........................................................................................................ 11

B. Achieving Preparedness........................................................................................................ 11 1. Preparedness Roles .......................................................................................................... 11 2. Individual Roles and Responsibilities ................................................................................ 12 3. Emergency Management Plan Specific Roles and Responsibilities ................................. 12 4. Anticipated Situations ........................................................................................................ 16 5. Levels of Emergency and Response ................................................................................. 17 6. Preparedness Elements .................................................................................................... 19 7. Mitigation ........................................................................................................................... 22

COMPONENT II: COMMUNICATIONS & INFORMATION MANAGEMENT.................................. 23 A. Concepts and Principles ........................................................................................................ 23

1. Common Operating Picture ............................................................................................... 23 2. Interoperability ................................................................................................................... 23

3. Reliability, Scalability, and Portability ................................................................................ 23 4. Resiliency and Redundancy .............................................................................................. 23

B. Management Characteristic .................................................................................................. 24 1. Standardized Communication Types ................................................................................ 24 2. Policy and Planning ........................................................................................................... 24 3. Agreements ....................................................................................................................... 24 4. Equipment Standards and Training ................................................................................... 24

C. Organization and Operation .................................................................................................. 25 1. Incident Information ........................................................................................................... 25 2. Communications Standards and Formats ......................................................................... 25

COMPONENT III: RESOURCE MANAGEMENT ............................................................................. 27



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A. Concepts & Principles ........................................................................................................... 27 1. Concepts ........................................................................................................................... 27 2. Principles ........................................................................................................................... 27

B. Managing Resources............................................................................................................. 28 1. Identify Requirements........................................................................................................ 28

2. Order and Acquire ............................................................................................................. 29 3. Mobilize ............................................................................................................................. 29 4. Track and Report ............................................................................................................... 29 5. Recover and Demobilize ................................................................................................... 29 6. Reimburse ......................................................................................................................... 30 7. Inventory ............................................................................................................................ 30

COMPONENT IV: COMMAND & MANAGEMENT .......................................................................... 31 A. Incident Command System ................................................................................................... 31

1. Management Characteristics ............................................................................................. 31 2. Incident Command and Command Staff ........................................................................... 33

COMPONENT V: ONGOING MANAGEMENT & MAINTENANCE ................................................. 34 A. National Integration Center ................................................................................................... 34 B. Supporting Technologies ....................................................................................................... 34



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EXECUTIVE SUMMARY



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INTRODUCTION & OVERVIEW

A. Introduction The El Paso County Community College District Emergency Management Plan is intended to establish plans and organizational structures for response to emergencies that are of sufficient magnitude to cause a significant disruption of the functioning of all or portions of the El Paso Community College (EPCC).

This plan is promulgated under the authority of the President of EPCC. The Emergency Management Plan is the official emergency response plan of El Paso Community College District and precludes action not in concert with the intent of this plan or the organization created by it. This plan describes the roles and responsibilities of divisions, departments, campuses, offices, units and personnel during emergency situations and the basic emergency procedures are designed to protect lives and property through effective use of campus, college and community resources.

This plan seeks to help EPCC address the following questions:

• How prepared do we need to be? • How prepared are we? • How do we prioritize efforts to close the gap?

The National Incident Management System (NIMS) provides an organized set of standardized operational instructions, which is critical in allowing disparate organizations and agencies to work together in a predictable, coordinated manner. This plan and organization shall be subordinate to federal, state, county, or local plans during a disaster declaration by those authorities. This Emergency Management Plan is consistent with established National Incident Management Systems (NIMS) practices relating to coordination of emergency response. EPCC will cooperate with FEMA, Department of Homeland Security, the Texas Department of Emergency Management, the El Paso City/County Office of Emergency Management and other responders in the development of emergency response plans and participate in multi-jurisdictional emergency planning exercises.

Table 1 Overview of NIMS

What NIMS is: What NIMS is not:

• A comprehensive systematic approach to incident management including the Incident Command System, Multiagency Coordination Systems and Public Information

• A set of preparedness concepts and principles for all hazards

• Essential principles for a common operating picture and interoperability of communications and information management

• A response plan

• Only used during large-scale incidents

• A communications Plan

• Only applicable to certain emergency management/incident response personnel



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• Standardized resource management procedures that enable coordination among different jurisdictions or organizations

• Scalable, so it may be used for all incidents (from day-to-day to large-scale)

• A dynamic system that promotes ongoing management and maintenance

• Only the Incident Command System or an organizational chart

• A static system

B. Concepts and Principles

1. Goals and Objectives The El Paso Community College Board of Trustees is responsible for establishing policies concerning Emergency Management. The EPCC President or designee is responsible for establishing goals, objectives and procedures for The goal is to reasonably protect students, faculty, staff and visitor’s health and safety and to reasonably preserve property from the effects of hazardous events. The objective of the emergency management program is to protect the health and safety of the students, faculty, staff and visitors as well as preserve EPCC’s property to the best of its ability. EPCC has the primary role in identifying and mitigating hazards, preparing for and responding to, and managing the recovery from emergency situations that affect the EPCC community.

2. Declaration of Emergency All decisions concerning the discontinuation of campus function, cancellation of classes, or cessation of operations, rests with the President or his/her designee. After consulting with the Incident Commander and the Emergency Management Team, the President shall be responsible for declaring a major institutional emergency and inform the Board of Trustees. The EPCC State of Emergency continues until the EPCC President terminates the State of Emergency. State Law provides a county judge or mayor with the authority to order the evacuation of all or part of the population from a stricken or threatened area within their respective jurisdictions. In case of any type of campus emergency, the EPCC Police Supervisor should follow standard operating procedures. If the emergency warrants, he/she should communicate immediately with the EPCC Chief of Police or designee, who should communicate with the EPCC President. At the initial stages of the incident, the EPCC Chief of Police or the Lieutenant will be the incident commander but the assignment will change as the incident progresses due to situation or recovery. The EPCC State of Emergency authorizes the following:

• The disaster recovery aspects of the EOP. • The deployment and use of all personnel to which the plan applies and use or distribution of

any supplies, equipment and materials or facilities assembled, stockpiled, or arranged to be made available under the EOP.

3. Evacuations a) EPCC Evacuation

All or any part of the College may be evacuated by the EPCC President, designee, and Chief of EPCC Police or when time is critical by the on-duty police department commander of uniform operations or dispatch supervisor.



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b) EPCC Special Event Facility Evacuation:Special event facilities may be evacuated when in the determination of the event manager or Incident Commander that there is a hazardous situation that may threaten the health or lives of the occupancy.

c) EPCC Building EvacuationAn EPCC building may be evacuated by any individual who discovers a hazardous situation which may threaten the health or lives of the occupancy. The evacuation may be initiated by pulling the fire alarm, calling 911 or calling EPCC Police Dispatch at 831-2200.

4. PriorityThe basic premise of NIMS is that incidents typically be managed at the local level first. In the vast majority of incidents, EPCC resources and local mutual aid agreements and assistance agreement will provide the first line of emergency management and incident response. EPCC personnel and equipment will be utilized to accomplish the following priorities:

Priority 1: Protection of Human Life Priority 2: Support of Health & Safety Services Priority 3: Protection of EPCC Assets Priority 4: Maintenance of EPCC Services Priority 5: Assessment of Damages Priority 6: Restoration of General Campus Operations

Each EPCC Campus or Site will respond to an emergency situation in a safe, effective and timely manner.

5. FlexibilityThis plan is designed to be flexible in order to accommodate contingencies of various types and magnitudes. Nothing in this plan shall be construed in a manner that limits the use of good judgment and common sense in matters not foreseen or covered by the elements of the plan.

The Emergency Management Plan is predicated on a realistic approach to problems likely to be encountered at EPCC during a major emergency or disaster. The following assumptions are made and should be used as a general guideline:

• An emergency or disaster may occur at any time of the day or night, weekend or holiday,with little or no warning.

• The succession of events in an emergency or disaster is not predictable; therefor publishedoperational plans like this one should serve as a guide and checklist and may requiremodification in order to meet the requirements of the emergency.

• An emergency or a disaster may be declared if information indicates that such conditions aredeveloping or probable.

• Disasters may be community-wide. It is necessary for EPCC to plan and carry out disasterresponse and short-term recovery operations relying only on the available EPCC resources.

6. StandardizationBy using NIMS standards, EPCC’s Emergency Management Plan fosters cohesion among the various organizations involved in all aspects of an incident and improves integration and connectivity. It also provides and promotes common terminology, which fosters more effective communication among agencies and organizations responding together to an incident.



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7. Expectations This Emergency Management Plan is predicated on a realistic approach to the problems likely to be encountered during a major emergency or disaster. The following assumptions are made and should be used as general guidelines in such an event.

• An emergency or disaster may occur with little or no warning at any time of the day or night, weekend, or holiday.

• The succession of events in an emergency or disaster is not predictable; therefor published operational plans such as this plan should serve only as a guide, resource and checklist. It may require modifications in order to meet the requirements of the emergency.

• An emergency or a disaster may be declared if information indicates that such conditions are developing or probable.

• Disasters may be community-wide.



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COMPONENT I: PREPAREDNESS

Preparedness is achieved and maintained through a continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action. Ongoing preparedness efforts among all those involved in emergency management and incident response activities ensures coordination during times of crisis and facilitates efficient and effective emergency management and incident response activities. EPCC will strive to do everything reasonably possible to protect lives and property and has a responsibility to prepare to cope with emergency situations by providing public information and instructions prior to and during emergency situations. EPCC has organized this emergency management program that is both integrated and comprehensive as one element of preparedness. This plan is based on an all-hazard approach to emergency planning and addresses General functions that may need to be performed during any emergency situation. It is not a collection of plans for specific types of incidents.

A. Concepts and Principles Preparedness focuses on the following elements:

• planning; procedures and protocols; • training and exercises; • personnel qualifications, licensure, and certification; and • equipment certification.

Effective adoption, implementation and training in advance of an incident or planned event will facilitate collaborative emergency management and incident response activities. For this plan to work effectively, EPCC should set expectations about the capability and resources that will be provided before, during and after an incident. The inventorying and categorizing of resources available for an incident or planned event is a critical element of preparedness, as it helps to establish and verify the level of capability needed.

B. Achieving Preparedness

1. Preparedness Roles In order for successful emergency management and incident response to occur, emergency management/response personnel and their affiliated organizations must have a clear understanding of their roles and responsibilities. This clarity is essential not only for emergency management/response personnel, but also for those acting in a policy, coordination, or support role.

• Policy Role – Development, revision, signing, and/or formalization of policies, procedures, mutual aid agreements, and assistant agreements and/or plans relating to emergency management and incident response programs and activities. At EPCC, this role is addressed by the Emergency Planning Task Force in conjunction with EPCC Board of Trustees, EPCC President, and Cabinet.



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• Coordination Role – Resource management or any other necessary coordination efforts required for emergency management and incident response programs and activities. At EPCC, the Incident Commander will request support or delegate management based on established job descriptions and assignments, the type of incident and the need for support.

• Support Role – Provision of assistance for emergency management and incident response programs and activities. All employees are responsible for being aware of and properly trained prior to the incident to provide needed and appropriate levels of support. (FEMA, National Incident Management System Manual, 2008)

2. Individual Roles and Responsibilities d) President,

President roles different than Incident Commander

e) Vice Presidents and Associate Vice Presidents

f) Campus Deans and Executive Directors

g) All employees All EPCC employees, regardless of their assignment, must read and be familiar with applicable emergency plans and familiarize themselves with emergency procedures and evacuation routes. Everyone must be prepared the assess situations quickly but thoroughly, and use commonsense in determining a course of action. Emergencies should be reported to 911 or EPCC Police at 831-2200. All employees are responsible for securing their individual work areas.

h) Faculty In addition to the common roles, faculty should be prepared to direct their students to assembly areas in the event of an emergency and account for every student.

i) Directors/Managers In addition to the common roles, Directors and Managers should be prepared to direct their employees to assembly areas in the event of an emergency and account for every employee in their department. Directors and Managers are responsible for ensuring appropriate Emergency plans are developed and that employees receive adequate training in the established procedures.

j) Students

k) Contracted staff Such as day porters, security guards, etc.

l) Visitors Especially Auditorium, Board Room, meeting rooms, common areas, and labs

3. Emergency Management Plan Specific Roles and Responsibilities a) Incident Commander

The Incident Commander is a senior member of the Emergency Management Team and is responsible for the command and control of ?all? aspects of an emergency situation. During the emergency, the Incident commander will report directly to the EPCC President or his/her designee.

b) Emergency Management Plan Coordinator The Emergency Management Plan Coordinator is responsible for the maintenance of the Emergency Management Plan. The Emergency Management Plan Coordinator consults directly? With the



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Incident Commander during an actual emergency (Comment: not a NIMS recognized position and where is the Emergency Management Plan Task force?)

c) Emergency Management Task Force The Emergency Management Task Force will evaluate information and informs the EPCC President on appropriate actions requiring his/her decision. The Emergency Management Task Force is also responsible for the review and submission for approval of the overall Emergency Management Plan.

d) Emergency Management Team The Emergency Management Team advises and assists in making emergency-related policy decisions. A principal responsibility for the Emergency Management Team is to keep managers focused on the right set of priorities in a crisis situation. Responsibilities include:

• Gather and analyze conditions throughout • Allocate and direct distribution of resources to

accomplish the purposes of this EMP • Request needed resources that are unavailable

internally from outside resources • Responsibility for final plan approvals and final

policy decisions.

The Emergency Management Team is organized in a committee structure chaired by the Vice President, Information Technologies. This Team will report to the Emergency Operations Center (EOC) if and when the EOC is activated.

e) Department Response This plan is based upon the concept that the emergency functions that must be performed by many departments, or personnel generally, parallel some of their normal day-to-day functions. To the extent possible, the same personnel and material resources used for normal day-to-day activities should be employed to emergency situations. Some routine functions that do not contribute directly to the emergency may be suspended for the duration of the emergency. The personnel, equipment and supplies that would normally be required for those functions may be redirected to accomplish emergency tasks.

a. General Many individual departments, campuses, etc. will develop Department Plans to identify key personnel and define specific responsibilities. All Department Plans will have an identical basic format available from the EPCC Police Department. As necessary Department Plans will be augmented by Response Plans to address specific situations.

b. Critical Departments Departments that have been determined to have critical responsibilities on a District-wide basis

during emergencies as part of the Incident Command must have developed Department plans that can be augmented by Response Plans to address specific situations.

c. Special Departments Several Departments have been determined to have critical responsibilities on an internal Department basis

Emergency Management Team members

• President • Assistant to President • Vice President of Student Services • Chief of Police • Associate Vice President Budget and

Finance • Manager of Health and Safety • Director of Facilities • Director of Personnel • Information Technologies • Campus Deans • Marketing • Student Government Association

President

Special Department plans could include:

• Poison Control • HAZMAT • City of Engineer



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during emergencies. Like Critical departments, Special Departments must have developed Department plans that can be augmented by Response Plans to address specific situations.



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Figure 1 EMP Organization, Relationships, and Primary Responsibilities



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4. Anticipated Situations EPCC is exposed to many different types of hazards, all of which have the potential for disrupting the campus community, causing casualties, and damaging or destroying property. EPCC’s Emergency Management Plan takes an all-hazards approach so the College can be better prepared for most hazards. It is possible for a major disaster to occur at any time and at any place. In many cases, dissemination of warning to the public and implementation of increased readiness measures may be possible. Proper mitigation actions, such as floodplain management and fire inspections, can prevent or reduce disaster-related losses. Detailed emergency planning, training of emergency responders and other personnel, and conducting periodic emergency drills and exercises can improve our readiness to deal with emergency situations.

Summaries are provided in the following tables:

Table 2 Natural and Weather Hazards Impact Summary

Event Probability Human Impact Property Impact

Business/ Operations Impact

Natural and Weather Hazards Dam Inundation Low Low Low Low Drought High None Low Low Earthquake Low Low? High High Flood, External Moderate Low High High Ice or Snow Storm Low Low Moderate High Landside Low Low Low Low Pandemic Disease High High Low High Severe Thunderstorm Moderate Low Low Moderate Temperature Extremes High Low Low Low Tornado Low Moderate High High Wild Fire Moderate Low Moderate Low

Table 3 Technological Hazards Impact Summary



Technology Hazards Fire, Small Local Moderate Low Low Moderate Fire, Structural Damage

Low Moderate High High

Flood, Internal Low Low Moderate High IT Systems Failure Low Low Moderate High Power Failure Moderate Low Low Moderate Sewer Failure Moderate Low Low High Water Failure Moderate Low Low High

Table 4 Violence and Human Hazards Impact Summary



Violence and Human Hazards Active Shooter Low High High High Bomb Threat Moderate Low Low Moderate Civil Disturbance Low Low Low Low



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Drugs, Alcohol and Crime

Moderate Moderate Low Low

Hostage Situation Low Moderate Low High Labor Action Moderate Low Low Moderate Mass Casualty Incident

Moderate Moderate Low Moderate

Student Abduction Moderate High Low Moderate

Table 5 HazMat Hazards Impact Summary



HazMat Hazards Biological Exposure Low Moderate Moderate High Chemical Exposure Low Moderate Low Low Radiologic Exposure Moderate Moderate Low High Terrorism, Chemical Low Moderate Low High Terrorism, Radiologic Low Moderate Moderate High

5. Levels of Emergency and Response The College defines and classifies emergencies using a three-level system. Each classification or level of emergency has a corresponding level of response, according to increasing severity. The severity of an incident will be identified by the Incident Commander (IC) or the first qualified individual to arrive at the scene of the incident. The severity level of the incident may increase or decrease during response activities, requiring the level of response to be adjusted. The severity of an incident is determined by the threat to the safety of the college community and property, as well as the ability of the college to manage the incident. (City Colleges of Chicago, 2017)

Table 6 Level 1 Emergency & Response

Level 1 Emergency Level 1 Response

A minor emergency situation that is limited in scope and potential effects that involves:

• A limited area and/or limited population. • An evacuation or in-place sheltering,

typically limited to the immediate area. • The provision of warnings and public

instructions in the immediate area, not district-wide.

• Incident management by one or two local response agencies or departments acting under the IC, with requests for resource support being handled through agency and / or departmental channels and limited external assistance from other local response agencies or contractors.

Level 1 incidents / events are the least severe of the three levels of emergencies. Normal college response services will be able to deal with the incident / emergency without activation of an Emergency Operations Center (EOC). The incident may involve minor injury to members of a college or campus community and minor damage to district facilities, and affect a single localized area.



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Level 2 Emergency Level 2 Response A major emergency situation that is larger in scope and more severe in terms of actual or potential effects than a Level 1 Emergency. Characteristics of a Level 2 Emergency include:

• A large area, significant population, or important facilities.

• The implementation of large-scale evacuation or in-place sheltering, and implementation of temporary shelter and mass care operations.

• College-wide warning and public instructions.

• A multi-agency response operating under the IC.

• External assistance from other local response agencies, contractors, and limited assistance from state or federal agencies.

• Activation of the ICT and EOC to provide general guidance and direction, coordinate external support, and provide resource support for the incident.

Level 2 incidents / events require activation of the EOC. Coordination between several college departments will be required for an effective response to the incident. The incident may result in major damage to college facilities or severe injury to members of the campus community. A Level 2 incident may affect one or more areas of the college campuses.



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Level 3 Emergency Level 3 Response A disaster involving the occurrence or threat of significant casualties and/or widespread property damage that is beyond the capability of the college and local government to handle with its resources. A Level 3 Emergency involves:

• A large area, sizable population, and/or important facilities.

• The implementation of large-scale evacuation or in-place sheltering, and implementation of temporary shelter and mass care operations.

• Community-wide warning and public instructions. Response by multiple local response agencies operating under one or more IC(s).

• Significant external assistance from other local response agencies, contractors, and extensive state or federal assistance.

• Activation of the ICT and EOC to provide general guidance and direction, provide emergency information to the public, coordinate state and federal support, and coordinate resource support for emergency operations.

Level 3 incidents are those in which disaster conditions are present. Response will require activation of numerous EOCs and activation of the ICT. A Level 3 incident may result in major damage to several district facilities, mass casualties, and severe injury to members of the college community. The incident will not be localized to a single area and may affect the entire college. The district may need to request assistance from several external support teams at the local, state, and federal level in order to properly respond to the incident.

6. Preparedness Elements a) Preparedness Planning

The EPCC Emergency Management Plan is intended to be realistic, scalable and applicable to all types of incidents, from daily occurrences to incidents on a larger scale. Plans should form the basis of training and be exercised periodically to ensure all individuals involved in response are able to execute their assigned tasks. It is essential that the plans address training and exercising and allow for the incorporation of after-action reviews, lessons learned, corrective actions along with responsibility agreements following any major incident or exercise. Plans should be updated periodically to reflect changes in the emergency management and incident response environment, as well as any institutional or organizational change. (FEMA, National Incident Management System Manual, 2008)

The EPCC Emergency Management Plan, when fully developed, will describe how personnel, equipment and other resources will be used to support emergency management and incident response requirements. The plan is the operational core of preparedness and provides mechanisms for setting priorities, integrating multiple organizations and functions, establishing collaborative relationships, and ensuring that communications and other systems effectively support the full spectrum of emergency management and incident response activities. Ideally, the plan will integrate critical departments and incorporate a clearly defined process for seeking and requesting assistance from necessary departments, agencies or organizations.



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EPCC should conduct preparedness activities to develop the necessary response capabilities. Among the activities included are:

• Providing emergency equipment and facilities • Emergency Planning, including maintain this plan, and appropriate procedures and plans. • Conducting or arranging appropriate training for emergency responders, emergency

management personnel, other campus officials and volunteer groups who assist us during emergencies.

• Conduct periodic drills and exercises to test the plans and training.

EPCC should respond to emergency situations effectively and efficiently. The focus of most of this plan and its appendixes is on planning for the response to emergencies. Response operations are intended to resolve an emergency situation while minimizing casualties and property damage. Response activities include warning, emergency medical services, firefighting, law enforcement operations, evacuation, shelter and mass care, emergency public information, search and rescue, as well as other associated functions.

b) Planning for Recovery. If a disaster occurs, EPCC may carry out a recovery program that involves both short-term and long-term efforts. Short term operations seek to restore vital services to the community and provide for the basic needs of the public. Long term recovery focuses on restoring the community to its normal state. The federal government, pursuant to the Stafford Act, provides the vast majority of disaster recovery assistance. The recovery process includes assistance to individuals and departments and other Campus organizations. Examples of recovery programs include temporary housing for resident athletes, restoration of college services, debris removal, restoration of utilities, disaster mental health services, and reconstruction of damaged roads and bridges.

c) Mutual Aid Agreements and Assistance Agreements

Mutual aid agreements and assistance agreements are agreements between agencies, organizations, and jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during and after the incident. A signed agreement does NOT obligate the provision or receipt of aid, but rather provides a tool for use should the incident dictate a need. Agreements or Memorandums of Understanding between EPCC and other entities will be found in Appendix A-1 Memorandums of Understanding/Agreements. (FEMA, National Incident Management System Manual, 2008)

Common types of agreements:

• Automatic Mutual Aid – permit the automatic dispatch and response of requested resources without incident-specific approvals. Can be formal or informal.

• Local Mutual Aid – between neighboring jurisdictions or organizations that involve a formal request and generally cover a larger geographic area.

Agreements, preferably written, should include the following elements or provisions:

• Definitions of key terms used in the agreement

• Roles and responsibilities of individual parties

• Procedures for requesting and providing assistance

• Procedures, authorities, and rules for payment, reimbursement, and allocation of costs • Notification procedures • Protocols for interoperable communications • Relationships with other agreements among

jurisdictions • Workman’s compensation • Treatment of liability and immunity • Recognition of qualifications, licensure, and

certifications • Sharing agreements, as required • Termination clause

Figure 2 Elements of Agreements



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• Regional Mutual Aid – often sponsored by a council of governments or similar regional body. • Statewide/Intrastate Mutual Aid – incorporates both State and local governmental and

nongovernmental resources in an attempt to increase preparedness statewide. • Interstate Agreements – through Emergency Management Assistance Compact or other

formal State-to-State agreements • International Agreements – between the United States of America and other nations in

exchange for Federal assets in an emergency. • Other agreements – formal or informal that are used to request or provide assistance and/or

resources at any level of government (including foreign), NGOs, or the private sector.

In 2017, FEMA provided a working draft for a National Incident Management Guidelines For Mutual Aid Review Package that can be used at EPCC to develop appropriate agreements.

d) Procedures and Protocols Procedures and protocols should detail the specific actions to implement a plan or system. EPCC will develop procedures and protocols that translate into specific, action-oriented documents for use during incident response operations. These can be checklists; resource listings; maps, charts, and other pertinent data; mechanisms for reporting information to College or Campus Emergency Operation Centers; and communications operating instructions including connectivity among governments, NGOs, and the private sector. Procedures and protocols will be found in Appendix B.

Protocols are sets of established guidelines for actions under various specified conditions. Establishing protocols provides for standing orders, authorizations, and delegations necessary to permit the rapid execution of a task, function or a number of interrelated functions without having to seek permission. Protocols permit specific personnel-based on training and delegation of authority-to assess a situation, take immediate steps to intervene, and escalate their efforts to a specific level before further guidance or authorizations required.

e) Training and Exercises EPCC personnel with roles in emergency management and incident response at all levels of the college – including persons with leadership positions such as Board of Trustees members, should be appropriately trained. Standardized NIMS training courses focused on the structure and operational coordination processes and systems, together with courses focused on discipline-specific and agency-specific expertise, help to ensure that emergency management/response personnel can function together effectively during an incident. Training and exercises should be specifically tailored to the responsibilities of the personnel involved in incident management. Mentoring or shadowing opportunities, to allow less experienced personnel to observe those with more experience during an actual incident, should be incorporated to enhance training and exercising. Exercises should be designed to allow personnel to simulate multiple command, supervisory or leadership roles whenever

There are four standard levels of procedural documents:

• Standard Operation Procedure or Operations Manual: Complete reference document that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or a number of interrelated functions in a uniform manner.

• Field Operations Guide or Incident Management Handbook: Durable pocket or desk guide that contains essential information required to perform specific assignments or functions.

• Mobilization Guide: Reference document used by agencies/organizations outlining agreements, processes, and procedures used by all participating organizations for activating, assembling, and transporting resources

• Job Aid: Checklist or other visual aid intended to ensure that specific steps for completing a task or assignment are accomplished. Job aids serve as training aids to teach individuals how to complete specific job tasks.

Figure 3 Standard Levels of Procedural Documents



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possible. Exercises should contain a mechanism for incorporating corrective actions and lessons learned from incidents into the planning process. For guidance on exercise design, methodology, and evaluation, refer to the Homeland Security Exercise and Evaluation Program or other exercise development tools.

f) Personnel Qualifications and Certification The use of national standards to establish common or compatible structures will help ensure that EPCC personnel possess the minimum knowledge, skills, and experience necessary to execute incident management and emergency response activities safely and effectively. These standards typically include training, experience, credentialing, validation, and physical and medical fitness. FEMA offers extensive free training.

7. Mitigation Mitigation is an important element to provide a critical foundation to reduce the loss of life and property and to minimize damage to the environment from natural or manmade disasters by avoiding and lessening the impact of a disaster. Risk management—the process of measuring or assessing risk and developing strategies to manage it—is an essential aspect of mitigation. Mitigation may also occur in the aftermath of an emergency situation with the intent of avoiding repetition of the situation.

Mitigation activities could include the following:

• Ongoing public education and outreach activities designed to reduce loss of life and destruction of property

• Complying with or exceeding floodplain management and land-use regulations.

• Enforcing stringent building codes, seismic design standards, and wind bracing requirements for new construction, or repairing or retrofitting existing buildings.

• Supporting measures to ensure the protection and resilience of Critical Infrastructure and Key Resources (CIKR) designed to ensure business continuity and economic stability.

• Identifying, utilizing, and refurbishing shelters and safe rooms to help protect people.

• Implementing a vital records program to prevent loss of crucial documents and records.

• Management of data regarding historical incidents to support strategic planning and analysis.

• Development of hazard-specific evacuation routes.

Figure 4 Mitigation activities



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COMPONENT II: COMMUNICATIONS &

INFORMATION MANAGEMENT

A. Concepts and Principles Establishing and maintaining a common operating picture and ensuring accessibility and interoperability are the principle goals of the Communications and Information Management component of NIMS. Properly planned, established, and applied communications enable the dissemination of information among command and support elements and, as appropriate, cooperating agencies and organizations. EPCC recognizes the importance and uses NIMS guidelines where feasible. (FEMA, National Incident Management System Manual, 2008)

1. Common Operating Picture A common operating picture is established and maintained by gathering, collating, synthesizing, and disseminating incident information to all appropriate parties to support decision-making. In order to maintain situational awareness, communications and incident information must be updated continually.

2. Interoperability Communications interoperability allows emergency management/response personnel and their affiliated organizations to communicate within and across agencies and jurisdictions via voice, data, or video in real time, when needed, and when authorized. It is essential as successful emergency management and incident response operations require the continuous flow of critical information among jurisdictions, disciplines, organizations, and agencies.

Interoperability plans should include considerations of governance, standard operating procedures (SOPs), technology, training and exercises, and usage within the context of the stress and chaos of a major response effort. Agreements and SOPs should clearly articulate the processes, procedures, and protocols necessary to achieve interoperability.

3. Reliability, Scalability, and Portability Communications and information systems should be designed to be flexible, reliable and scalable in order to function in any type of incident, regardless of the cause, size, location, or complexity. Communication systems should be acceptable to users, readily adaptable to new technology, and reliable in the context of any incident.

Portability of radio technologies, protocols and frequencies will allow for the successful and efficient integration, transport, and deployment of communications systems. Portability allows the standardized assignment of radio channels across jurisdictions.

Scalability allows responders to increase the number of users on the system.

4. Resiliency and Redundancy Resiliency and redundancy are critical to ensuring communications flow during an incident



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Resiliency is the ability of communications systems to withstand and continue to perform after damage or loss of infrastructure. It requires communications systems to avoid relying solely on a sophisticated but vulnerable network of support systems.

Although duplication of identical services is one method of achieving redundancy, it also derives from the ability to communicate through diverse, alternative methods when standard capabilities suffer damage.

B. Management Characteristic Regardless of the communications method or the information being transmitted, procedures and protocols should be followed. As technologies change and the methods of exchanging information improve, management procedures likewise should evolve.

1. Standardized Communication Types Successful communications and information management require that the emergency management/response personnel and their affiliated organizations use standardized communication. The following is a list of standardized communication:

Table 9 Standardized Communication Types

Strategic Communications

High-Level directions, including resource priority decisions, roles and responsibilities determinations, and overall incident response courses of action.

Tactical Communications Communications between command and support elements and, as appropriate, cooperating agencies and organizations.

Support Communications Coordination in support of strategic and tactical communications (for example, communications among hospitals concerning resource ordering, dispatching and tracking); traffic and public works communications).

Public Address communications

Emergency alerts and warnings, press conferences, etc.

2. Policy and Planning Although communications and information management is important during routine operations, well-established procedures and protocols become critical during incident response activities. Careful planning should determine what communications systems and platforms will be used, who can use them, what information is essential in different environments, the technical parameters of all equipment and systems, and other relevant considerations.

3. Agreements All parties identified in the planning process used in a jurisdiction’s emergency operations plan need to have agreements in place to ensure that the elements within plans and procedures will be in effect at the time of an incident. The agreements should specify all of the communications systems and platforms through which the parties agree to use or share information. EPCC’s Current Agreements will be found in Appendix A-1

4. Equipment Standards and Training Communications equipment used by emergency management/response personnel often consists of components and systems that may be connected through common interfaces, many of which rely on the private sector to provide their operational backbone. The wide range of conditions under which



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communications systems will be used should be considered when developing standards associated with systems and equipment. The need for “hardened” laptops and/or personal digital assistants should be considered.

C. Organization and Operation

1. Incident Information During the course of an incident, information is vital to assist the Incident Commander and supporting agencies/organizations in making decisions. Much of the information is used for diverse functions within the Incident Command System. Examples of information generated by an incident that can be used for decision-making purposes include:

a) Incident Notification, Situational Awareness, and Status Reports Should be standardized to ensure that situational awareness is maintained with easy access to critical information. Situational reports offer a snapshot of the past operational period and contain confirmed or verified information regarding specific details (who, what, when, where, and how). Status reports relay information specifically related to the status of resources (e.g., availability or assignment of resources).

b) Analytical Data Data, such as information on public health and environmental monitoring, should be collected in a manner that observes standard data collection techniques and definitions. Standardization of sampling and data collection enables more reliable analysis and improves the quality of assessments provided to decision-makers.

c) Geospatial Information. Geospatial information is defined as information pertaining to the geographic location and characteristics of natural or constructed features and boundaries. The use of geospatial data should be tied to consistent standards, as it has the potential to be misinterpreted, transposed incorrectly, or otherwise misapplied, causing errors.

2. Communications Standards and Formats Communications and data standards, related testing, and associated compliance mechanisms are necessary to enable diverse organizations to work together effectively. Common terminology, standards, and procedures should be established and detailed in plans and agreements, where possible. Standards appropriate for NIMS users will be designated by the National Integration Center (NIC) in partnership with recognized standards development organizations.

a) Radio Usage Procedures Procedures and protocols for incident-specific communications and other critical incident information should be set forth in agreements or plans prior to an incident. These procedures and protocols form the foundation for the development of the communications plan during an incident. The receiving center should be required to acknowledge receipt of the emergency information. Additionally, each agency/organization should be responsible for disseminating this information to its respective personnel.

b) Common Terminology, Plain Language (Clear Text) And Compatibility The ability of emergency management/response personnel from different disciplines, jurisdictions, organizations and agencies to work together depends greatly on their ability to communicate with each other.



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The use of plain language (clear text) in emergency management and incident response is a matter of public safety, especially the safety of emergency management/response personnel and those affected by the incident.

All communications between organizational elements during an incident, whether oral or written, should be in plain language to ensure information dissemination is timely, clear, acknowledged, and understood by all intended recipients. Codes should not be used, and all communications should be confined to essential messages. The use of acronyms should be avoided during incidents requiring the participation of multiple departments, organizations or agencies.

c) Encryption or Tactical Language When necessary, emergency management/response personnel and their affiliated organizations need to have a methodology and the systems in place to encrypt information so that security is maintained. Although plain language may be appropriate during response to most incidents, tactical language is occasionally warranted due to the nature of the incident and should be incorporated into any comprehensive IAP or incident management communications plan.

d) Joint Information System (JIS) and Joint Information Center (JIC) The Joint Information System (JIS) and the Joint Information Center (JIC) are designed to foster the use of common information formats. The JIS integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, and timely information during crisis or incident operations.

The JIC:

• develops, recommends and executes public information plans and strategies; • advises the IC, UC and supporting agencies or organizations concerning public affairs issues

that could affect the response effort; and • controls rumors and inaccurate information that could undermine public confidence in the

emergency response effort.

It is the central point of contact for all news media at the scene of an incident. Public Information officials from all participating agencies/organizations should co-locate at the JIC.

e) Internet/Web Procedures The Internet and other Web-based tools can be resources for emergency management/response personnel and their organizations. Procedures for use of these tools during an incident should be established to leverage them as valuable communications system resources. Information posted or shared during an incident through these applications should follow planned and standardized methods and generally conform to the overall standards, procedures and protocols.

f) Information Security Inadequate information security can result in the untimely, inappropriate, and piecemeal release of information which increases the likelihood of misunderstanding and can compound already complicated public safety issues. The release of inappropriate sensitive public health or law enforcement information can jeopardize national security, ongoing investigations or public health. Misinformation can place persons in danger, cause public panic, and disrupt the critical flow of proper information. Correcting misinformation wastes the valuable time and effort of incident response personnel.

Individuals and organizations that have access to incident information and, in particular, contribute information to the system must be properly authenticated and certified for security purposes.



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COMPONENT III: RESOURCE MANAGEMENT

Emergency management and incident response activities require carefully managed resources (personnel, teams, facilities, equipment, and/or supplies) to meet incident needs. Resource management should be flexible and scalable in order to support any incident and be adaptable to changes. (FEMA, National Incident Management System Manual, 2008)

A. Concepts & Principles

1. Concepts The underlying concepts of resource management are as follows:

• Consistency: Provision of a standard method for identifying, acquiring, allocating, and tracking resources

• Standardization: Resource classification to improve the effectiveness of of mutual aid agreements or assistance agreements

• Coordination: Facilitation and integration of resources for optimal benefit • Use: Incorporating available resources from all levels of government and the private sector

where appropriate. • Information Management: Provisions for the thorough integration of communications and

information management elements into resource management organizations, processes, technologies, and decision support.

• Credentialing: Use of criteria that ensure consistent training, licensure, and certification standards.

2. Principles a) Planning

Planning may include the creation of new policies to encourage positioning of resources near the expected incident site in response to anticipated resource needs. Plans should anticipate conditions or circumstances that may trigger a specific reaction, such as the restocking of supplies when inventories reach a predetermined minimum. Organizations should continually assess the status of their resources in order to have an accurate list of resources available at any given time. Additionally, emergency management/response personnel should be familiar with the National Response Framework and should be prepared to integrate and/or coordinate with Federal resources.

b) Use of Agreements Agreements among all parties providing or requesting resources are necessary to enable effective and efficient resource management during incident operations. This includes developing and maintaining standing agreements and contract for services and supplies that may be needed during an incident. See Appendix A-1 for current agreements or Memorandums of Understanding



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c) Categorizing, Identifying and Ordering Resources Resources are organized by category, kind, and type, including size, capacity, capability, skill, and other characteristics. The resource management process uses standardized methods to identify, order, mobilize, and track the resources required to support incident management activities. This makes the resource-ordering and dispatch process within and across jurisdictions and sectors more efficient and ensures that needed resources are received. Those with resource management responsibilities perform these tasks either at the request of the Incident Commander (IC) or in accordance with planning requirements. Identification and ordering of resources are intertwined.

B. Managing Resources To implement these concepts NIMS includes standardized procedures, methodologies, and functions in its seven-step resource management process.

Resource maintenance is important throughout all aspects of resource management. Maintenance prior to resource deployment ensures availability and capability. Maintenance during the deployment phase ensures continued capabilities, such as adequate fuel supplies during use. Post-operational inspection and maintenance ensures future availability.

The resource management process can be separated into two parts: resource management as an element of preparedness and resource management during an incident. The preparedness activities are conducted on a continual basis to help ensure that resources are ready to be mobilized when called to an incident. Resource management during an incident is a finite process, as shown above.

1. Identify Requirements When an incident occurs, those with resource management responsibilities should continually identify, refine, and validate resource requirements. This process involves accurately identifying what and how much is needed, where and when it is needed, and who will be receiving it. Resource to be identified in this way include equipment, supplies, facilities, and personnel or emergency response teams.

Stockpiling vs Just-In Time

Resources may be acquired in advance and stored in a warehouse or supplied “just in time,” typically using a pre-incident contract. Planning and resource accounting should accommodate both types of resource supply.

Figure 5 Lifecycle of Managing Resources



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2. Order and Acquire Requests for resources that cannot be obtained locally are submitted using standardized resource-ordering procedures. The IC will develop resource requests based on priorities that consider current and successive operational periods. Decisions about resource allocation are based on organization or agency protocol and possibly the resource demands of other incidents. Requested resources will be mobilized only wit the consent of the jurisdiction that is being asked to provide the resources. Discrepancies between requested resources and those available for delivery must be communicated to the requestor.

3. Mobilize Emergency management/response personnel begin mobilizing when notified through established channels. At the time of notification, they are given:

• Date, time, and place of departure; • Mode of transportation to the incident; • Estimated date and time of arrival; • Reporting location (address, contact name, and phone number • Anticipated duration of deployment; • Resource order number; incident number; • Any applicable cost and funding codes.

When resources arrive on scene, they must be formally checked in. This starts the on-scene check-in process and notification that the resources have arrived is made through the appropriate channels. At the same time, managers should plan for demobilization to facilitate accountability and make the transportation of resources as efficient as possible.

4. Track and Report Resource tracking is a standardized, integrated process conducted prior to, during and after an incident that provides:

• a clear picture of where resources are located; • helps staff prepare to receive the resources; • protects the safety and security of equipment, supplies and personnel; • enables their coordination and movement.

5. Recover and Demobilize Recovery involves the final disposition of all resources, including those located at the incident site and at fixed facilities. During this process, resources are rehabilitated, replenished, disposed of, and/or retrograded.

Demobilization is the orderly, safe, and efficient return of an incident resource to its original location and status. It can begin at any point but should begin as soon as possible to facilitate accountability.

a) Nonexpendable Resources Nonexpendable resources (such as personnel, fire engines, and durable equipment) are fully accounted for both during the incident and when they are returned to the providing organization. It is critical that fixed-facility resources also be restored to their full functional capability in order to ensure readiness for the next mobilization. IN the case of human resources, adequate rest and

Avoid Bypassing Systems

All of those with responsibilities for managing resources, including elected or public officials, should recognize the limitations inherent in requesting resource by circumventing the official resource coordination process. These requests typically lead to inefficient use and/or lack of accounting of resources.



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recuperation time and facilities should be provided. Important occupational health and mental health issues should also be addressed.

b) Expendable Resources Expendable resources, such as water, food, fuel, and other one-time-use supplies, must be fully accounted for. The incident management organization bears the costs of expendable resources, as authorized in financial agreements. Waste management is of special note when they require special handling and disposition.

6. Reimburse Reimbursement provides a mechanism to recoup funds expended for incident-specific activities. Processes for reimbursement play an important role in maintaining readiness and should ensure the resource providers are reimbursed in a timely manner.

7. Inventory Resource management inventory systems should be adaptable and scalable and should account for the potential of double-counting personnel and/or equipment. In particular, the summaries should clearly reflect any overlap of personnel across different resource pools. Personnel inventories that include single resources (i.e. a firefighter who is also an EMT) should take care to not overstate the total resources.

a) Credentialing For the purposes of NIMS, credentialing is the administrative process for validating personnel qualifications and providing authorization to perform specific functions.

While credentialing includes issuing of identification cards or credentials, it is separate and distinct from the incident badging process. When access to a site is controlled through special badging, the badging process must be based on verification of identity, qualifications, and deployment authorization.

Organizations utilizing volunteers, especially spontaneous volunteers, are responsible for ensuring each volunteer’s eligibility to participate in a response. Careful coordination is required to ensure the provision of services is not hindered by unaddressed safety and security considerations or legal or regulatory issues.

b) Identifying and Typing Resources Resource typing is categorizing, by capability, the resources requested, deployed and used in incidents. More information on resource typing can be found in Appendix A-2.



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COMPONENT IV: COMMAND & MANAGEMENT

The NIMS components addressed previously—Preparedness; Communications; and Information Management; and Resource Management—provide a framework to facilitate clear response authority, resource acquisition, and effective management during incident response. The Incident Command System (ICS), Multiagency Coordination System (MACS), and Public Information are the fundamental elements of incident management. These elements provide standardization through consistent terminology and established organizational structures.

Emergency management and incident response refer to the broad spectrum of activities and organizations providing effective and efficient operations. Incident management, by distinction, includes directing specific incident operations; acquiring, coordinating, and delivering resources to incident sites; and sharing information about the incident with the public. This component describes the systems used to facilitate Incident Command and Management Operations. (FEMA, National Incident Management System Manual, 2008)

A. Incident Command System Most incidents are managed locally and are typically handled by local communications/dispatch centers and emergency management/response personnel within a single jurisdiction. The majority of responses need go no further. It is essential to all emergency response planning and action that a single Incident Commander be designated. This person must be in a position to bring the needed response to whatever incident may occur. The Incident Commander will report to the President.

In other instances, incidents that begin with a single response within a single jurisdiction rapidly expand to multidisciplinary, multijurisdictional levels requiring significant additional resources and operational support. ICS provides a flexible core mechanism for coordinated and collaborative incident management. Effective cross-jurisdiction coordination using processes and systems is absolutely critical in this situation.

1. Management Characteristics ICS is based on 14 management characteristics, each of which contributes to the strength and efficiency of the overall system.

a) Common Terminology Common Terminology allows diverse incident management and support organizations to work together efficiently, especially when communicating information such as organizational functions, resource descriptions, and incident facilities.

b) Modular Organization The structure develops in a modular fashion based on the size and complexity of the incident.

c) Management by Objectives Management by objectives is communicated throughout the entire ICS organization and includes:

• Establishing incident objectives. • Developing strategies based on incident objectives. • Developing and issuing assignments, plans, procedures, and protocols. • Establishing specific, measurable tactics or tasks and directing efforts to accomplish them. • Documenting results to measure performance and facilitate corrective actions



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d) Incident Action Planning An Incident Action Plan (IAP) provides a concise, coherent means of capturing and communicating the overall incident priorities, objectives, strategies, and tactics in context of both operational and support activities. Every incident must have an action plan but not all incidents require written plans. If an incident is likely to extend beyond one operational period, become more complex, or involve multiple jurisdictions and/or agencies, preparing a written IAP will become increasingly important to maintain effective, efficient, and safe operations.

e) Manageable Span of Control. Supervisors must be able to adequately supervise, communicate with, and control their subordinates. The type of incident, nature of the task, hazards and safety factors, and distances between personnel and resources all influence span=-of-control considerations.

f) Incident Facilities and Locations. Typically designated facilities include Incident Command Posts, Bases, Camps, Staging Areas, mass casualty triage areas, point-of-distribution sites, and others as required.

g) Comprehensive Resource Management Resources include personnel, teams, equipment, supplies, and facilities. Resource management is described in detail in Component III.

h) Integrated Communications Interoperable communications processes and architectures are vital to ensure clear, accurate communications. Preparedness planning should address the equipment, systems, and protocols necessary to achieve integrated voice and data communications.

i) Establishment and Transfer of Command The command function must be clearly established from the beginning of incident operations. When command is transferred, the process must include a briefing that captures all essential information for continuing safe and effective operations.

j) Chain of Command and Unity of Command Chain of command refers to the orderly line of authority within the ranks of incident management organization. Unity of command means all individuals have a designated supervisor to whom they report at the scene of the incident. These principles clarify reporting relationships and eliminate the confusion caused by multiple, conflicting directives. Incident managers at all levels must be able to direct the actions of all personnel under their supervision.

k) Unified Command Unified Command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability.

l) Accountability Effective accountability of resources at all jurisdictional levels and within individual functional areas during incident operations is essential. To that end, Check-In/Check-Out, Incident Action Planning, Unity of Command, Personal Responsibility, Span of Control, and Resource Tracking are the principles of accountability, which must be adhered to.

m) Dispatch/Deployment Resources should respond only when requested or when dispatched by an appropriate authority through established resource management systems. Resources not requested must refrain from spontaneous deployment to avoid overburdening the recipient and compounding accountability challenges.



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n) Information and Intelligence Management The incident management organization must establish a process for gathering, analyzing, assessing, sharing and managing incident-related information and intelligence.

2. Incident Command and Command Staff Incident Command is responsible for overall management of the incident. The Command and General Staffs are typically located at the Incident Command Post (ICP).

a) Incident Command The Command functions may be conducted in one of two ways:

Single Incident Commander When an incident occurs within a single jurisdiction (like EPCC) and there is no jurisdictional or functional agency overlap, a single IC should be designated with overall incident management responsibility. The designated IC will develop the incident objectives on which subsequent incident action planning will be based. The IC will approve the IAP and all requests pertaining to ordering and releasing incident resources.

Unified Command (UC) Unified command is an important element in multijurisdictional or multiagency incident management. It provides guidelines to enable agencies with different legal, geographic, and functional responsibilities to coordinate, plan and interact effectively. For more information on Unified Command, see Homeland Security’s National Incident Management System manual, Component IV.

b) Command and General Staff In an incident command organization for larger incidents, the Command Staff typically includes a Public Information Officer, a Safety Officer, and a Liaison Officer. The General Staff includes section chiefs for Operations, Planning, Logistics and Finance/Administration. See Appendix B-1 for more information



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COMPONENT V: ONGOING MANAGEMENT & MAINTENANCE

The Ongoing Management and Maintenance component of NIMS contains two subsections: The National Integration Center (NIC) and Supporting Technologies.

A. National Integration Center The NIC was established to serve as an informational assistance resource for government agencies at all levels, non-governmental organizations (NGOs); and the private sector. The NIC provides strategic direction for and oversight of NIMS, supporting routine maintenance and continuous refinement of the system and its components over the long term.

Additionally, the NIC administers NIMS compliance requirements, facilitates the development of guidance standards for typing and credentialing, supports NIMS training and exercises, and manages the publication of various NIMS-related materials. Additional information can be found in the National Incident Management System manual.

B. Supporting Technologies Ongoing development of science and technology is integral to the continual improvement and refinement of NIMS. NIMS relies on scientifically based technical standards that support incident management.



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RECORD OF CHANGE

BASIC PLAN

Change # Date of Change Change Entered By Date Entered



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Contents Appendix A: Resources ..................................................................................................................... 43 Appendix A-1a Memorandums of Understanding/Agreements ......................................................... 44 Appendix A-1b Local, State & Federal Assistance ............................................................................ 45

A. Local Assistance .................................................................................................................... 45 1. Community Emergency Response Team (CERT) ............................................................ 45 2. El Paso Local Emergency Planning Committee ................................................................ 45

3. Fire Corps .......................................................................................................................... 45 4. Medical Reserve Corps (MRC) ......................................................................................... 45 5. El Paso County – Emergency Management Unit .............................................................. 45

B. State Assistance .................................................................................................................... 46 1. Requesting State Assistance ............................................................................................ 46 2. Texas Homeland Security & Energy Emergencies ........................................................... 46 3. Texas Emergency Management Council .......................................................................... 46 4. The Texas Division of Emergency Management (TDEM) ................................................. 47 5. Disaster Districts ................................................................................................................ 48

C. Federal .................................................................................................................................. 48

Appendix A-2 Resource Typing ......................................................................................................... 49 Appendix A-3 Emergency Response Training Plan .......................................................................... 50

A. DRAFT EPCC Emergency Response Training Plan ............................................................. 50 B. Training Materials/College Procedures ................................................................................. 53

1. Wall Posters ...................................................................................................................... 53 2. Action Steps ...................................................................................................................... 53 3. NTAS Advisory System ..................................................................................................... 53 4. Tejano Alert Instructions .................................................................................................... 53

Appendix B: Incident Command System ........................................................................................... 54 Appendix B-1: Incident Command ..................................................................................................... 55

A. Overview ................................................................................................................................ 55 B. Operational Guidance............................................................................................................ 55

1. Initial Response ................................................................................................................. 55

2. Implementation of ICS ....................................................................................................... 55 C. ICS-EOC Interface ................................................................................................................. 56

Appendix B-1a: Command Staff ........................................................................................................ 57 A. Incident Commander ............................................................................................................. 57 B. Public Information Officer ...................................................................................................... 58 C. Safety Officer ......................................................................................................................... 58 D. Liaison Officer ........................................................................................................................ 58



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E. Additional Command Staff ..................................................................................................... 59 Appendix B-1b: General Staff ............................................................................................................ 60

A. Operations Section Chief ...................................................................................................... 61 B. Planning Section Chief .......................................................................................................... 62

1. Resources Unit: ................................................................................................................. 62

2. Situation Unit: .................................................................................................................... 62 3. Demobilization Unit: ........................................................................................................... 62 4. Documentation Unit: .......................................................................................................... 62 5. Technical Specialist(s):...................................................................................................... 62

C. Logistics Section Chief .......................................................................................................... 63 1. Communications Unit: ....................................................................................................... 63 2. Medical Unit: ...................................................................................................................... 63 3. Food Unit: .......................................................................................................................... 64 4. Supply Unit: ....................................................................................................................... 64 5. Facilities Unit: .................................................................................................................... 64 6. Ground Support Unit:......................................................................................................... 64

D. Finance/Administration Section Chief ................................................................................... 65 1. Time Unit: .......................................................................................................................... 65

2. Procurement Unit: .............................................................................................................. 65 3. Compensation/Claims Unit: ............................................................................................... 65 4. Cost Unit: ........................................................................................................................... 65

E. Intelligence/Investigations Function ...................................................................................... 66 1. Investigative Operations Group: ........................................................................................ 66 2. Intelligence Group: ............................................................................................................ 66 3. Forensic Group: ................................................................................................................. 66 4. Investigative Support Group: ............................................................................................. 66

Appendix B-6: Establishing an Area Command (EOC) ..................................................................... 67 A. Introduction ............................................................................................................................ 67 B. Facility Features .................................................................................................................... 67

1. Primary EOC ..................................................................................................................... 67 2. Alternate EOC ................................................................................................................... 68

C. Survivability ........................................................................................................................... 70 3. Primary EOC ..................................................................................................................... 70 4. Alternate EOC ................................................................................................................... 70

D. Security .................................................................................................................................. 70 E. Communications/Networks .................................................................................................... 71 F. Sustainability ......................................................................................................................... 72



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1. Facility................................................................................................................................ 72 2. Communications/Networks ................................................................................................ 72

G. Interoperability ....................................................................................................................... 73 1. Communications ................................................................................................................ 73 2. Procedures ........................................................................................................................ 73

H. Flexibility ................................................................................................................................ 74 1. Facility -Primary EOC ......................................................................................................... 74

2. Facility-Alternate EOC ....................................................................................................... 75 3. Communications/Networks ................................................................................................ 75

Appendix B-7: Facilities and Locations ............................................................................................. 77 Appendix B-8: Planning Process & IAP ............................................................................................ 78 Appendix B-9: ICS Forms .................................................................................................................. 79

A. ICS 201 Incident Briefing ....................................................................................................... 79

B. ICS 202 Incident Objectives ................................................................................................. 79 C. ICS 203 Organization Assignment List .................................................................................. 79 D. ICS 204 Assignment List ....................................................................................................... 79 E. ICS 205 Incident Radio Communications Plan ..................................................................... 79 F. ICS 205A Communications List ............................................................................................. 79 G. ICS 206 Medical Plan ............................................................................................................ 80 H. ICS 207 Incident Organization Chart ..................................................................................... 80 I. ICS 208 Safety Message/Plan ............................................................................................... 80 J. ICS 209 Incident Status Summary ........................................................................................ 80 K. ICS 210 Resource Status Change ........................................................................................ 80 L. ICS 211 Incident Check-In List .............................................................................................. 80 M. ICS 213-RR Resource Request Message......................................................................... 80 N. ICS 214 Activity Log .............................................................................................................. 81

O. ICS 215 Operational Planning Worksheet............................................................................. 81 P. ICS 215A Hazard Risk Analysis ............................................................................................ 81 Q. ICS 218 Support Vehicle/Equipment Inventory ..................................................................... 81 R. ICS 219 Resource Status Cards (T-Card)............................................................................. 81 S. ICS 221 Demobilization Check-Out ....................................................................................... 81 T. ICS 225 Incident Personnel Performance Rating ................................................................. 81

Appendix B-10: Summary of Major ICS Positions ............................................................................. 82 List of Tables ..................................................................................................................................... 85 List of Figures .................................................................................................................................... 86 Glossary of Key Terms ...................................................................................................................... 87 Acronyms ........................................................................................................................................... 90



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Regulations ........................................................................................................................................ 91 4. Federal .............................................................................................................................. 91 5. State .................................................................................................................................. 91 6. Local .................................................................................................................................. 91

Emergency Management Plan Approval ............................................. Error! Bookmark not defined. EPCC Board of Trustees ..................................................................... Error! Bookmark not defined. Index .................................................................................................................................................. 92 References ........................................................................................................................................ 93 Bibliography ....................................................................................................................................... 93 Thank You ......................................................................................................................................... 94



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Appendix A: Resources



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Appendix A-1a Memorandums of Understanding/Agreements



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Appendix A-1b Local, State & Federal Assistance

c) Local Assistance

3. Community Emergency Response Team (CERT) The Community Emergency Response Team program was created to give community members some basic training in disaster survival and rescue skills which aims to improve the ability of community members to survive and to safely help others until responders or other assistance could arrive. Please contact Lt. Thomas Quinn at 915-838-3266 or email [email protected] for upcoming classes. (City Of El Paso, 2017)

4. El Paso Local Emergency Planning Committee The Local Emergency Planning Committee (LEPC) plays the critical role of providing information of existing chemical hazards in order for everyone to be better prepared to understand, manage, and respond to these potential hazards. The LEPC does this by forming partnerships between responders, local governments, communities, businesses, media, academia, and the public. For more information, please contact Norma Ladesma at 915-775-7300 or email at [email protected]. (City Of El Paso, 2017)

5. Fire Corps Community members can make a difference for their local fire and EMS department. Fire Corps helps departments build more capacity by connecting them to community volunteers who can assist in a variety of non-emergency roles. Explore the national organization website at www.firecorps.org to learn more about Fire Corps, find existing programs, and read about how community members and departments nationwide are benefiting from Fire Corps. For more information and to fill out a volunteer application, please contact Lt. Thomas Quinn at 915-838-3266 or e-mail at [email protected] (City Of El Paso, 2017)

6. Medical Reserve Corps (MRC) The mission of the West Texas Medical Reserve Corps is to enhance the regional response capabilities in the event of an emergency, disaster or disease outbreak by providing a coordinated response using locally recruited medical, behavioral health, public health, and health support volunteers. The Medical Reserve Corps volunteers will also work to improve the overall health preparedness and well-being of the region. For more information on joining, please contact Wanda Helgesen at 915-838-3204. (City Of El Paso, 2017)

7. El Paso County – Emergency Management Unit The Emergency Management Unit is responsible for preparatory activities such as All-hazards equipment purchases, personal protection equipment (PPE's) purchases and distribution. Providing and coordinating training such as FEMA training mandates and community interaction through committee participation. The Section also counts with two emergency response vehicles (SUV's) which are equipped with multiple computerized frequency radios that allow for multi-agency (Regional) interoperability in case of an emergency or disaster, and together with their assigned response trailers, can act as mobile command centers. Point of Contact: Sgt. Ryan Urrutia [email protected], Deputy Abel Morales [email protected]

mailto:[email protected]


http://www.firecorps.org/






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d) State Assistance

1. Requesting State Assistance If EPCC or local resources are inadequate to deal with an emergency situation, EPCC may request assistance from the state. State assistance furnished to the college is intended to supplement local resources and not substitute for such resources, equipment purchases or leases, or resources covered by emergency service contracts.

EPCC will coordinate all requests for state support through the county using the Web EOC using a State of Texas Assistance Request (STAR) form. The STAR supports a request process starting at a level just below the Disaster District Chair. This is intended to aid urban and rural municipalities alike with the ability to submit a request for assistance. The request should be received by the district coordinator 4B and forwarded to the Disaster District Chair (DDC) 8 for approval. The DDC chairperson has the authority to utilize all state resources within the district to respond to a request for assistance, with the exception of the National Guard. Use of National Guard resources requires approval of the governor.

2. Texas Homeland Security & Energy Emergencies The Governor of Texas is responsible for directing homeland security in the state of Texas and for developing a statewide homeland security strategy. The governor is responsible for dealing with dangers to the state and people presented by disasters and disruptions to the State of Texas and people caused by energy emergencies. (Texas Disaster Act of 1975, 1987)

3. Texas Emergency Management Council The TX Emergency Management Council, which is composed of 32 state agencies, the American Red Cross (ARC), and the Salvation Army (TSA), is established by state law to advise and assist the Governor in all matters relating to disaster mitigation, emergency preparedness, disaster response, and recovery. (Emergency Management Council, 2017)

During major emergencies, Council representatives convene at the State Operations Center (SOC) to provide advice on and assistance with response operations and coordinate the activation and deployment of state resources to respond to the emergency. Generally, state resources are deployed to assist local governments that have requested assistance because their own resources are inadequate to deal with an emergency.

The current Emergency Management Council consists of

• Adjutant General's Department (AGD) • American Red Cross (ARC) * • Department of Information Resources (DIR) • General Land Office (GLO) • State Auditor's Office (SAO)

Figure 6 STAR Flow chart https://olympus.soc.texas.gov/files/docs/TWI-913_STAR_Pocket_%20Guide.pdf



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• State Comptroller of Public Accounts (CPA) • Texas AgriLife Extension Service (formerly TX Cooperative Extension Service) • Texas Animal Health Commission (TAHC) • Texas Attorney General's Office (OAG) • Texas Commission on Environmental Quality (TCEQ) • Texas Commission on Fire Protection (TCFP) • Texas Department Assistive & Rehabilitive Services (DARS) • Texas Department of Aging and Disability Services (DADS) • Texas Department of Agriculture (TDA) • Texas Department of Criminal Justice (TDCJ) • Texas Department of Family Protective Services (DFPS) • Texas Department of Housing and Community Affairs (TDHCA) • Texas Department of Insurance (TDI) • Texas Department of Public Safety (TXDPS) • Texas Department of State Health Services (DSHS) • Texas Department of Transportation (TXDOT) • Texas Division of Emergency Management (TDEM) • Texas Education Agency (TEA) • Texas Engineering Extension Service (TEEX) • Texas Forest Service (TFS) • Texas Health & Human Services Commission (HHSC) • Texas Office of Court Administration (Texas Supreme Court) (new member, 81st Leg) • Texas Parks and Wildlife Department (TPWD) • Texas Procurement and Support Services (TPASS) (formerly TBPC) (CPA) • Texas Public Utility Commission (PUC) • Texas Railroad Commission (RRC) • Texas Workforce Commission (TWC) • The Salvation Army (TSA) *

* Note: The American Red Cross and the Salvation Army are not state agencies.

4. The Texas Division of Emergency Management (TDEM) Chapter 418 of the Government Code assigns the Division specific responsibilities for carrying out a comprehensive all-hazard emergency management program for the State and assisting cities, counties and state agencies in implementing their own emergency management programs. (Texas Department of Public Safety, 2017)

Among the specific responsibilities of TDEM are:

• Emergency Planning: TDEM maintains the State of Texas Emergency Management Plan and other specialized state plans. It also adopts standards for local emergency management plans, reviews those plans, and maintains a database of planning accomplishments.

• Training: TDEM conducts an extensive emergency management-training program for local and state officials and emergency responders.

• Public Education & Information: TDEM provides threat awareness and preparedness educational materials for the public, and also provides emergency public information during disasters.

• Hazard Mitigation: TDEM administers a number of pre and post-disaster programs to eliminate or reduce the impact of known hazards.



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• Response: TDEM coordinates mobilization and deployment of state resources to respond to major emergencies and disasters

• Disaster Recovery: TDEM administers disaster recovery programs for individuals and for local governments, state agencies, schools, hospitals, and other public entities.

5. Disaster Districts Disaster Districts are the State’s regional emergency management organizations that serve as the initial source of state emergency assistance for local governments. A Chairman, who is the local Texas Highway Patrol commander, directs each District. Disaster District Committees, consisting of state agencies and volunteer groups that have resources within the District’s area of responsibility, assist the Disaster District Chair in identifying, mobilizing, and deploying personnel, equipment, supplies, and technical support to respond to requests for emergency assistance from local governments and state agencies. Disaster District chairs may activate and commit all state resources in their area of responsibility to aid requesters, except that activation of the National Guard or State Guard requires prior approval by the Governor.

If the resources of a Disaster District are inadequate to provide the type or quantity of assistance that has been requested, the request for assistance is forwarded to the State Operations Center for state-level action.

State resources committed to assist local governments normally work under the general direction of the Disaster District Chair and take their specific task assignments from the local Incident Commander.

e) Federal If resources required to control an emergency situation are not available within the State, the Governor may request assistance from other states pursuant to a number of interstate compacts or from the federal government through the Federal Emergency Management Agency (FEMA).

For major emergencies and disasters for which a Presidential Declaration has been Issued, federal agencies may be mobilized to provide assistance to states and local governments. The NRF describes the policies, planning assumptions, concept of operations and responsibilities, of designated federal agencies for various response and recovery functions.

FEMA has the primary responsibility for coordinating federal disaster assistance. No direct federal disaster assistance is authorized prior to a Presidential emergency or disaster declaration but FEMA has limited authority to stage initial response resources near the disaster site and activate command and control structures prior to a declaration. The Department of Defense has the authority to commit its resources to save lives prior to an emergency or disaster declaration.

The NRF assistance applies to incidents covered by the Stafford Act and those that are not and is designed to accommodate not only actual incidents, but also the threat of incidents.



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Appendix A-2 Resource Typing



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Appendix A-3 Emergency Response Training Plan

C. DRAFT EPCC Emergency Response Training Plan Draft: 04/05/2012 Revised: 04/30/2012

The EPCC Emergency Response Plan includes a mandatory and suggested training component. The plan is based on a Tier system for training and the development of skill building for the EPCC employee and is based on the roles expected of individuals in preparedness, response, and recovery activities.

• All faculty, staff and students should be encouraged to complete Tier 1. • All Administrators and Professional Staff should complete Tier 1 and Tier 2. • Members of the Core Emergency Response Team, members of Cabinet, Deans, and

Directors should complete Tiers 1, 2, and 3. • Tier 4 has specialty courses. Individuals within those categories should take the identified

course. • Classroom Attendance courses may require a fee, depending upon the organization

teaching the course. These are usually scheduled in advance with limited enrollment. Courses identified in the Tiers are on-line courses and are free of charge. Links for registration for the course is identified in the training plan.

Please remember, once training has been completed and the individual receives the confirmation of passing the course, a link to a certificate is provided to the individual. It is recommended that they save the PDF file as well as print a hard copy. A copy should be provided to their supervisor and the EPCC Training Resource Plan.



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El Paso Community College Emergency Response Training Plan

Table 10 EPCC Training Plan

TIER Required By Courses

Tier 1 All faculty and staff Encouraged for Students

IS-22 Are you Ready? an In-Depth Guide to Citizen Preparedness http://training.fema.gov/EMIWeb/IS/is22.asp

All faculty and staff Encouraged for students

IS-55 An Introduction to Hazardous Materials http://training.fema.gov/EMIWeb/IS/is55.asp

All faculty and staff IS-700.a. National Incident Management Systems (NIMS) an introduction http://training.fema.gov/emiweb/is/is700a.asp

Tier 2 Administrators and Professional Staff at ECHS; Safety Officer

IS-100SCA, Introduction to the National Incident Command System for Schools http://training.fema.gov/EMIWeb/IS/IS100SCA.asp

Administrators and Professional Staff; Safety Office

IS-100.HE, Introduction to the National Incident Command System for Higher Education http://training.fema.gov/EMIWeb/IS/is100HE.asp

Administrators and Professional Staff; Safety Office

IS-800.b. National Response Framework, An Introduction http://training.fema.gov/EMIWeb/IS/IS800b.asp

Tier 3 Emergency Core Team and Cabinet, Deans, and Directors

IS-100.b. ICS for Single Resources and Initial Action Incidents http://training.fema.gov/emiweb/is/is200b.asp

Emergency Core Team and Cabinet, Deans, and Directors.

IS-813 Public Safety and Security Annex. http://training.fema.gov/EMIWeb/IS/IS813.asp

Emergency Core Team and Cabinet, Deans, and Directors

IS-546.12 Continuity of Operations Awareness Course http://training.fema.gov/EMIWeb/IS/is546.12.asp

Tier 4-Specialty Courses

CIRT Members and other Health personnel and Emergency Responders

Psychological First Aid http://learn.nctsn.org/course/category.php?id=11

Health personnel and Emergency Responders; Safety Office

IS-346 An Orientation to Hazardous Materials for Medical Personnel http://training.fema.gov/EMIWeb/IS/is346.asp

CIRT, Center for Students with Disabilities Staff

Assisting Persons with Disabilities During an Emergency. http://cphp.sph.unc.edu/training/HEP_DIS3/certificate.php

Marketing Staff Help Desk Staff

IS-29 Public Information Officer Awareness Training. http://training.fema.gov/EMIWeb/IS/is29.asp

http://training.fema.gov/EMIWeb/IS/is22.asp


http://training.fema.gov/emiweb/is/is700a.asp

http://training.fema.gov/EMIWeb/IS/IS100SCA.asp

http://training.fema.gov/EMIWeb/IS/is100HE.asp

http://training.fema.gov/EMIWeb/IS/IS800b.asp

http://training.fema.gov/emiweb/is/is200b.asp

http://training.fema.gov/EMIWeb/IS/IS813.asp

http://training.fema.gov/EMIWeb/IS/is546.12.asp

http://learn.nctsn.org/course/category.php?id=11


http://cphp.sph.unc.edu/training/HEP_DIS3/certificate.php




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Classroom Attendance required for the following classes (not available online). Required for Chief of Police and other identified individuals.

• ICS-300 Intermediate Incident Command System Course. Offered by Emergency Management Institute or Texas Engineering Extension Service (TEEX) and other institutions.

• ICS-400 Advanced ICS: ICS for Command and General Staff and Complex Incidents. Offered by Emergency Management Institute or Texas Engineering Extension Service (TEEX) and other institutions.

OPTIONAL Classroom Attendance: Suggested to develop initial response teams on each campus (combination of students, staff, and faculty):

Community Emergency Response Team (CERT). Offered by the Rio Grande Council of Governments and other response agencies with approved trainers. A 40-hour class with hands-on exercise usually offered at no cost. Can be scheduled on site for a group of individuals or individuals can attend classes scheduled elsewhere in the community.



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f) Training Materials/College Procedures

6. Wall Posters 7. Action Steps

g) Fire and Explosion (CPR) 5.01.05.22) Fire is one of the most destructive emergency situations. This section of guidelines will provide measures to take in the event of fire emergency.

• Chemical, Biological or Radioactive Materials Incident (CPR) 2.01.08.14 In the event of a chemical or biological spill, notify the Police Department at 831-2200. Be prepared to give the following information if available

• Name or other description of chemical, infectious agent or toxin and the amount spilled; • Location of the spill (building, floor, room number); • Type of hazard, such as radioactivity, corrosives, biohazards or infec tious agent, etc..,

and • Description of any injuries resulting from the spill

• Bomb Threats (CPR 5.01.05.14) • Natural Disasters – Tornato or Dangerously High Wind Warning • Medical Emergencies (CPR) 5.01.05.30

Includes injuries, Bites and stings, bleeding, burns, CPR, choking, convulsions, drowning, etc.

• Potential Acts of Violence (CPR 5.01.06.10

8. NTAS Advisory System 9. Tejano Alert Instructions



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Appendix B: Incident Command System

The Incident Command System (ICS) comprises five major functional areas: Command, Operations, Planning, Logistics, and Finance/Administration. The organizational structure is modular to incorporate all elements necessary for the type, size, scope, and complexity of the incident. It builds from the top down; responsibility and performance begins with Incident Command. When needed, the other four areas can be used to organize the General Staff. Each of these may have several subordinate units, depending on the management requirements. If one individual can simultaneously manage all functional areas, no further organization is needed. If one or more of the functions requires independent management, an individual is assigned responsibility for that function.

The Incident Commander (IC) is responsible for carrying out the ICS function of command and managing the incident. For small scale incidents, the IC and one or two individuals may perform all of these functions. For larger incidents, a number of individuals from different departments or agencies may be assigned to separate staff sections charged with those functions.

In emergency situations where other jurisdictions, city, county, state, or federal government are providing significant response resources or technical assistance, it is generally desirable to transition from the normal ICS structure to a Unified Command (UC) structure. This helps ensure that all participating agencies are involved in developing objectives and strategies to deal with the emergency



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Appendix B-1: Incident Command

D. Overview The Command Staff consists of the Incident Commander and various Command Staff positions. The Command Staff are specifically designated and are assigned responsibility for key activities that are not part of the General Staff functional elements.

(FEMA, Command Staff Responsibilities, 2017)

h) Operational Guidance EPCC integrates components of NIMS in all operations to provide a standardized framework that facilitates the operations in all phases of emergency management.

10. Initial Response The EPCC Police officers are likely to be the first on the scene of an emergency situation. They should normally take charge and remain in charge of the incident until it is resolved or others who are more qualified or have legal authority to do so assume responsibility. They may seek guidance and direction from the EPCC Police Department chain of command and seek technical assistance from EPCC’s Departments, city county, state and federal agencies and outside industry where appropriate.

When external agencies respond to an emergency situation within EPCC’s jurisdiction, EPCC expects the agencies to conform to the guidance and direction provided by the IC.

11. Implementation of ICS i) First on scene

The first qualified emergency responder to arrive at the scene of an emergency situation should implement the ICS and serve as the IC until relieved by a more senior or more qualified individual. The Incident Commend may establish an Incident Command Post (ICP) and provide an assessment of the situation to the chain of command, identify response resources required and

Figure 7 Incident Command Structure



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direct the on-scene response. In the event that other agencies such as the El Paso Fire Department arrive and designate an IC, it may become necessary to establish a unified command (UC).

• EPCC Dispatch Center For most emergency situations, the EPCC Police Department Dispatch Center may initially function as the EOC and provide alert notifications, mobilize personnel and equipment. During an emergency situation when time is critical, the EPCC Police Dispatch Center has the authority to activate and send alert notifications about time sensitive situations.

For some types of emergency situations, a specific incident scene may not exist in the initial response phase and the EPCC Police Dispatch Center or EOC may accomplish initial response actions, such as mobilizing personnel and equipment and issuing precautionary warning to the campus. As the potential threat becomes clearer and a specific impact site or sites identified, an ICP may be established, and direction and control of the response transitioned to the IC.

j) ICS-EOC Interface For major emergencies and disasters, the EOC may be activated. A general division of responsibilities is outlined in the following table.

Incident Command Emergency Operations Center • Isolating the scene. • Directing and controlling the on-scene

response to the emergency situation and managing the emergency resources committed there.

• Warning the population in the area of the incident and providing emergency instructions.

• Determining and implementing protective measures (evacuation or in-place sheltering) for the population in the immediate area of the incident and for emergency responders at the scene.

• Implementing traffic control arrangements in and around the incident scene.

• Requesting additional resources from the EOC.

• Providing resource support for the incident command.

• Issuing community-wide warning. • Issuing instructions and providing

information to the general public • Organizing and implementing large-scale

evacuation. • Organizing and implementing shelter and

mass arrangements for evacuees • Coordinating traffic control for large-scale

evacuations. • Requesting assistance from the State and

other external sources.



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Appendix B-1a: Command Staff

The following positions are typically identified in the ICS.

E. Incident Commander The Incident Commander is the individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources. The Incident Commander has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. (FEMA, 2017)

The Incident Commander is the senior member of the Emergency Management Team who communicates directly with the President of EPCC. The Incident Commander is responsible for the command and control of all aspects of the emergency response and must be able to quickly assess an emergency situation, determine the level of impact, assess the effect, contain the incident and assign the proper resources. Only trained members of the Emergency Management Team should be designated as the Incident Commander.

The Incident Commander must:

• Have clear authority and know agency policy. • Ensure incident safety. • Establish the Incident Command Post. • Set priorities, and determine incident objectives and strategies to be followed. • Establish the Incident Command System organization needed to manage the incident. • Approve the Incident Action Plan. • Coordinate Command and General Staff activities. • Approve resource requests and use of volunteers and auxiliary personnel. • Order demobilization as needed. • Ensure after-action reports are completed. • Authorize information released to the media.



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k) Public Information Officer The Public Information Officer (PIO) is responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements. The PIO gathers, verifies, coordinates, and disseminates accurate, accessible, and timely information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest for both internal and external audiences. The PIO may also perform a key public information-monitoring role. Whether the command structure is single or unified, only one PIO should be designated per incident. Assistants may be assigned from other involved agencies, departments, or organizations. The Incident Commander/Unified Command must approve the release of all incident-related information. (FEMA, Command Staff Responsibilities, 2017)

PIOs are able to create coordinated and consistent messages by collaborating to:

• Identify key information that needs to be communicated to the public. • Craft messages conveying key information that are clear and easily understood by all,

including those with access and functional needs. • Prioritize messages to ensure timely delivery of information without overwhelming the

audience. • Verify accuracy of information through appropriate channels. • Disseminate messages using the most effective means available.

l) Safety Officer The Safety Officer monitors incident operations and advises the IC/UC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer monitors incident operations and advises the Incident Commander/Unified Command on all matters relating to operational safety, including the health and safety of emergency responder personnel. The ultimate responsibility for the safe conduct of incident management operations rests with the Incident Commander/Unified Command and supervisors at all levels of incident management. The Safety Officer is, in turn, responsible to the Incident Commander/Unified Command for the systems and procedures necessary to ensure ongoing assessment of hazardous environments, including the incident Safety Plan, coordination of multiagency safety efforts, and implementation of measures to promote emergency responder safety, as well as the general safety of incident operations. The Safety Officer has immediate authority to stop and/or prevent unsafe acts during incident operations. It is important to note that the agencies, organizations, or jurisdictions that contribute to joint safety management efforts do not lose their individual identities or responsibility for their own programs, policies, and personnel. Rather, each contributes to the overall effort to protect all responder personnel involved in incident operations. (FEMA, Command Staff Responsibilities, 2017)

m) Liaison Officer The Liaison Officer is Incident Command’s point of contact for representatives of other governmental agencies, nongovernmental organizations, and the private sector (with no jurisdiction or legal authority) to provide input on their agency’s policies, resource availability, and other incident-related matters. Under either a single Incident Commander or a Unified Command structure, representatives from assisting or cooperating agencies and organizations coordinate through the Liaison Officer. Agency and organizational representatives assigned to an incident must have the authority to speak for their parent agencies or organizations on all matters, following appropriate consultations with their agency leadership. Assistants and personnel from other agencies or organizations (public or private) involved in incident management activities may be assigned to the Liaison Officer to facilitate coordination. (FEMA, Command Staff Responsibilities, 2017)



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n) Additional Command Staff Additional Command Staff positions may also be necessary depending on the nature and location of the incident, or specific requirements established by Incident Command. For example:

• Legal counsel might provide advice on issues such as emergency proclamations, legality of evacuation orders, or rights and restrictions of the media.

• Medical advisor may provide advice and recommendations involving medical or mental health services, mass casualty response, acute care, vector control or mass prophylaxis considerations.



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Appendix B-1b: General Staff

The General Staff is responsible for the functional aspects of the incident command structure. The General Staff typically consists of the Operations, Planning, Logistics and Finance/Administration Sections Chiefs.



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F. Operations Section Chief

The Operations Section is responsible for all tactical activities focused on reducing the immediate hazard at the incident site, saving lives and property, establishing situational control, and restoring normal conditions. Lifesaving and responder safety will always be the highest priorities and the first objectives in the Incident Action Plans (IAP). Incidents can include acts of terrorism, wildland and urban fires, floods, hazardous material spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies, and other incidents requiring an emergency response.

Figure 8 Sample Operations Section Organizational Chart based on Functional Branches

Figure 9 Sample Operations Section Organizational Chart based on Geographical Branches



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o) Planning Section Chief

The Planning Section collects, evaluates and disseminates incident situation information and intelligence to the IC/UC and incident management personnel. This Section prepares status reports, displays situation information, maintains the status of resources assigned to the incident; and prepares and documents the Incident Action Plans (IAP), based on Operations Section input and guidance from the IC/UC. The Planning Section chief conducts Planning Meetings.

Within a Planning Section the following primary Units fulfill functional requirements:

12. Resources Unit: Responsible for recording the status of resources committed to the incident. This Unit also evaluates resources committed currently to the incident, the effects additional resources will have on the incident, and anticipated resource needs.

13. Situation Unit: Responsible for the collection, organization, and analysis of incident status information, and for analysis of the situation as it progresses.

14. Demobilization Unit: Responsible for ensuring orderly, safe, and efficient demobilization of incident resources.

15. Documentation Unit: Responsible for collecting, recording and safeguarding all documents related to the incident.

16. Technical Specialist(s): Personnel with specialized skills who may be assigned to support specific operational areas.

Figure 10 Sample Planning Section Organizational Chart

Examples of Technical Specialists

Communication specialist Data Management specialist Emergency medical services

specialist Environmental impact specialist Explosives specialist Forensic pathologist Hazardous materials technician Legal counsel Mortuary affairs specialist Public health specialist Public relations specialist Scientific support coordinator Structural engineering specialist Toxicologist Veterinarian Waste Management specialist



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p) Logistics Section Chief

The Logistics Section is responsible all service support requirements needed to facilitate effective and efficient incident management, including ordering resources from off-incident locations. This Section also provides facilities, security of the incident command facilities and personnel, transportation, supplies, equipment, maintenance and fuel, food services, communications and information technology support, and emergency responder medical services, including inoculations,

as required. It has six primary units:

17. Communications Unit: Major responsibilities include effective communications planning as well as acquiring, setting up, maintaining, and accounting for communications equipment.

18. Medical Unit: Responsible for the effective and efficient provision of medical services to incident personnel. This unit must proide continuity of medical care, including vaccinations, vector control, occupational health, prophylaxis, and mental health services for incident personnel. They also provide transportation for injured incident personnel. They coordinate and establish the routine rest and rehabilitation of incident responders and ensure the injured incident personnel are tracked as they move from their origin to a care facility and from there to final disposition. They assist in processing of paperwork and coordinate personnel and mortuary affairs for incident personnel fatalitie and assist the Finance/Administration Section with the administrative requirements related to injury compensation. The Medical Unit will ensure patient privacy to the fullest extent possible..

Figure 11 Sample Logistics Section Organizational chart



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19. Food Unit: Determines food and hydration requirements, plans menus, orders food, provides cooking facilities, cooks, serves, maintains food services areas, and manages food security and safety concerns. The unit must also supply food needs for all remote locations and operations personnel who are unable to leave their assignments. This unit must interact closely with:

• Planning Section to determine the number of personnel who must be fed • Facilities Unit to arrange food service areas • Supply Unit, to order food, unless provided under contract or agreement • Ground Support Unit, to obtain ground transportation to food service areas and remote

locations.

20. Supply Unit: Orders, receives, stores, and processes all incident-related resources, personnel, and supplies. The Supply Unit also has the basic responsibility for all off-incident ordering, including all tactical and support resources (including personnel; and all expendable and nonexpendable supplies required for incident support. The unit also handles tool operations, which includes storing, disbursing, and servicing tools and portable, nonexpendable equipment.

21. Facilities Unit: Sets up, maintains, and demobilizes all facilities used in support of incident operations. The Unit also provides facilities maintenance and security services. This unit sets up the Incident Command Post (ICP), Incident Base, and camps (including trailers or other forms of shelter); it also provides the services associated with maintaining those functions. This unit also orders, through Supply, such additional support items as portable toilets, shower facilities and lighting units.

22. Ground Support Unit: Provides all ground transportation during an incident. In conjunction with providing transportation, the Unit is also responsible for maintaining and supplying vehicles, keeping usage records and developing Incident Traffic Plans.



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q) Finance/Administration Section Chief A Finance/Administration Section is established when the incident management activities require on-scene or incident-specific finance and other administrative support services. Some of the functions that fall within the scope of this Section are recording personnel time, maintaining vendor contracts, administering compensation and claims, and conducting an overall cost analysis for the incident. If a separate Section is established, close coordination with the Planning Section and Logistics Section is also essential so that operational records can be reconciled with financial documents. Because of wireless communications systems, the Finance/Administration Section is not necessarily staffed at the incident scene. They often remain in the workstations where these functions would customarily be performed. :

23. Time Unit: Responsible for proper daily recording of personnel time for incident personnel and hired equipment. It also ensures that the Logistics Section records or captures equipment-use time. Excess hours work must also be determined, for which separate logs must be maintained.

24. Procurement Unit: Responsible for financial matters concerning vendor contracts. This Unit signs equipment rental agreements, and processes all administrative requirements associated with equipment rental and supply contracts. In some cases the Supply Unit in Logistics Section will be responsible for certain procurement activities.

25. Compensation/Claims Unit: Responsible for financial concerns resulting from property damage, injuries or fatalities at the incident. The individual handling injure compensations ensures that all forms required by workers’ compensation programs and local agencies are completed and maintains files on injuries and illness associated wit the incident and ensures all witness statements are obtained in writing. Close coordination between the Medical and Compensation and Claims Units is essential.

26. Cost Unit: Responsible for tracking costs, analyzing cost data, making estimates, and recommending cost savings measures.

Figure 12 Sample Finance/Administrative Section Organizational Chart



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r) Intelligence/Investigations Function The collection, analysis, and sharing of incident-related intelligence are important elements of ICS. Some incidents require intelligence and investigative information, which is defined in either of two ways. First, it is defined as information that leads to the detection, prevention, apprehension, and prosecution of criminal activities or the individuals involved, including terrorist incidents. Second, it is defined as information that leads to determination of the cause, projection of spread, assessment of impact or selection of countermeasures for a given incident (regardless of the source) such as public health events, disease outbreaks, or fires with unknown origins.

The mission of the Intelligence/Investigations Function is to ensure that all investigative and intelligence operations, functions, and activities within the incident response are properly managed, coordinated and directed in order to:

• Prevent/deter additional activity, incidents, or attacks. • Collect, process, analyze and appropriately disseminate intelligence information. • Conduct a thorough and comprehensive investigation. • Identify, process, collect, create a chain of custody for, safeguard, examine/analyze and

store all probative evidence. • Determine source or cause and control spread and impact, in the investigation of emerging

incidents (fire, disease outbreak, etc). Certain functions remain specific to law enforcement response and mission areas. Two examples of these are to expeditiously identify and apprehend all perpetrators, and to successfully prosecute all defendants. Typical units include:

27. Investigative Operations Group: Responsible for overall investigative effort.

28. Intelligence Group: Responsible for obtaining unclassified, classified, and open source intelligence.

29. Forensic Group: Responsible for collection and integrity of forensic evidence, and in incidents of a criminal nature, the integrity of the crime scene.

30. Investigative Support Group: Responsible for ensuring that required investigative personnel are made available expeditiously and that the necessary resources are properly distributed, maintained, safeguarded, stored, and returned, when appropriate.



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Appendix B-6: Establishing an Area Command (EOC)

G. Introduction The following checklist will assist State and local governments in performing the initial assessment of the hazards, vulnerabilities, and resultant risk to their existing Emergency Operations Center (EOC), as described in the grant guidance for EOC Phase 1 of the FY 2002 supplemental funds. The questions have an operations focus and are intended to address whether a requirement for a particular capability exists, whether the EOC can provide that capability, and whether the provided capability is adequate. The checklist first asks questions about the physical features of a facility housing an EOC/EOC Alternate, and then addresses the characteristics of Survivability, Security, Sustainability, Interoperability, and Flexibility described in the grant guidance. The checklist may be used for State or local EOCs and, where applicable, State or local alternate EOCs. For this reason, some questions may warrant different responses depending on the type (State or local) or nature (primary or alternate) of the EOC.

The checklist is a guide and is not intended to be all-inclusive. In conducting the initial assessment, address other concerns or issues that may not be included in the checklist. Space is provided at the end of the checklist for this purpose. (FEMA, 2013)

s) Facility Features Facilities examines the physical features of EOC facilities: siting, structure, available space. EOC spaces to consider are an operations area, conference rooms, communications center, secure communications room, and multi-use space. Multi-use space is space that is not dedicated to EOC operations, but can quickly be made available to support EOC requirements for additional space during major disaster or surge situations.

31. Primary EOC • Is there an EOC? • Is the EOC located in an urban, suburban, or rural area? • Is the EOC in the proximity of a government center (i.e., city hall, county courthouse, State

capitol, etc.)? • Do government executives/key officials have rapid access to the EOC? • Are additional government personnel readily available to augment the EOC should the

emergency escalate beyond the capability of the on-duty EOC team? • Is the EOC in a centrally located site allowing rapid response to all parts of the jurisdiction? • Is the EOC in an area that avoids congestion (i.e., transportation chokepoints such as

inadequate thoroughfares, bridges, etc.) or debris from collapsing buildings? • Is the EOC located in a facility that has structural integrity? • Is the EOC located in an area where it can quickly be secured? • Is the EOC located in a known high-risk area; e.g., floods, earthquakes, nuclear power

plant, Hazardous Material (HAZMAT) sites, etc? If yes, explain. Are there any plans to mitigate risk?

• Is the EOC located near an adequate road network for ease of access?



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• Is the EOC located in a building (basement, ground floor, upper floor) or below grade in a “shelter”?

• Is the building/shelter housing the EOC close to or set back from a tree line? • Does the building/shelter have adequate parking? Is the parking available in a parking lot

or garage (above or below ground)? • Does the building/shelter have space to accommodate a helicopter landing pad? Is the

surrounding area sufficiently clear of obstructions to allow a helicopter to approach and land?

• Is the EOC in a Government owned or leased facility? • Does the EOC occupy its own building/shelter or does it share a building/shelter with

another organization; e.g., State or local police headquarters, emergency medical services facility, National Guard armory, commercial building?

• Is the EOC space dedicated (set aside and configured for EOC use only) or multiuse (not dedicated)? (Multi-use space is usually an office, administrative, or conference area that is used for day-to-day functions and can be made available to support emergency

• response and management operations. Typically, the day-to-day staff are displaced to another location.)

• Is the EOC one large room or is it a complex; i.e., several rooms that collectively comprise the EOC?

• Does the EOC have space, whether in one large room or complex of rooms, for an operations area (to perform emergency response and management functions), conference/media room (for meetings and press briefings), communications room (for centralized facsimiles, radios, and video teleconferencing [VTC]), and secure communications (secure voice, facsimile, and VTC)?

• Does the EOC have a dedicated Operations Room? Is the space adequate to support the emergency response and EOC staff?

• Does the EOC have a dedicated conference/media room(s)? Is the conference room size adequate to support meetings and media briefings? Can the conference room be physically separated/isolated from the operations area so that media briefings do not interfere with on-going operations?

• Does the EOC have a dedicated communications room/center? Is the size of the communications room/center adequate to support EOC communications requirements?

• Does the EOC have a secure communications room? Is the space adequate to support cleared EOC staff and secure communications requirements?

• Does the EOC have designated multi-use space? Is the size of this space adequate to support expanded operations? Is the space readily available?

• Can the EOC support augmenting staff from Other Federal or State Agencies in a major disaster or surge situation?

• If not, can it be reconfigured or are there plans to provide the necessary space?

32. Alternate EOC • Is there and Alternate EOC? • Is the Alternate EOC located in an urban, suburban, or rural area? • Is the Alternate EOC in the proximity of a government center (i.e., city hall,

county courthouse, State capitol, etc.)? • Do government executives/key officials have rapid access to the Alternate EOC? • Are additional government personnel readily available to augment the Alternate

EOC should the emergency escalate beyond the capability of the on-duty EOC team?



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• Is the Alternate EOC in a centrally located site allowing rapid response to all parts of the jurisdiction?

• Is the Alternate EOC in an area that avoids congestion (i.e., transportation chokepoints such as inadequate thoroughfares, bridges, etc.) or debris from collapsing buildings?

• Is the Alternate EOC located in a facility that has structural integrity? • Is the Alternate EOC located in an area where it can quickly be secured? • Is the Alternate EOC located in a known high-risk area; e.g., floods, earthquakes,

nuclear power plant, Hazardous Material (HAZMAT) sites, etc? If yes, explain. Are there any plans to mitigate risk?

• Is the Alternate EOC located near an adequate road network for ease of access? • Is the Alternate EOC located in a building (basement, ground floor, upper floor) or

below grade in a “shelter”? • Is the building/shelter housing the Alternate EOC close to or set back from a tree

line? Does the building/shelter have adequate parking? Is the parking available in a parking lot or garage (above or below ground)?

• Does the building/shelter have space to accommodate a helicopter landing pad? Is the surrounding area sufficiently clear of obstructions to allow a helicopter to approach and land?

• Is the Alternate EOC in a Government owned or leased facility? • Does the Alternate EOC occupy its own building/shelter or does it share a

building/shelter with another organization; e.g., State or local police headquarters, emergency medical services facility, National Guard armory, commercial building?

• Is the Alternate EOC space dedicated (set aside and configured for Alternate EOC use only) or multiuse (not dedicated)? (Multi-use space is usually an office, administrative, or conference area that is used for day-to-day functions and can be made available to support emergency response and management operations. Typically, the day-to-day staff are displaced to another location.)

• Is the Alternate EOC one large room or is it a complex; i.e., several rooms that collectively comprise the Alternate EOC?

• Does the Alternate EOC have space, whether in one large room or complex of rooms, for an operations area (to perform emergency response and management functions), conference/media room (for meetings and press briefings), communications room (for centralized facsimiles, radios, and video teleconferencing [VTC]), and secure communications (secure voice, facsimile, and VTC)?

• Does the Alternate EOC have a dedicated Operations Room? Is the space adequate to support the emergency response and EOC staff?

• Does the Alternate EOC have a dedicated conference/media room(s)? Is the conference room size adequate to support meetings and media briefings? Can the conference room be physically separated/isolated from the operations area so that media briefings do not interfere with on-going operations?

• Does the Alternate EOC have a dedicated communications room/center? Is the size of the communications room/center adequate to support EOC communications requirements?



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• Does the Alternate EOC have a secure communications room? Is the space adequate to support cleared EOC staff and secure communications requirements?

• Does the Alternate EOC have designated multi-use space? Is the size of this space adequate to support expanded operations? Is the space readily available?

• Can the Alternate EOC support augmenting staff from Other Federal or State Agencies in a major disaster or surge situation?

• If not, can it be reconfigured or are there plans to provide the necessary space?

t) Survivability Survivability sustain the effects of a realized potential risk and continue operations from the EOC or a fully-capable alternate location; (e.g., have an alternate EOC that can be activated and used if the primary is destroyed, damaged, or not accessible).

33. Primary EOC • Is the EOC located in a known high-risk area; e.g., floods, earthquakes, nuclear

power plant, Hazardous Material (HAZMAT) sites, etc? • Can the EOC survive the effects of relevant risks; e.g., natural and manmade

hazards? Does the EOC have special structural capabilities that improve its survivability?

• Does the EOC have a collective protection system for Chemical, Biological, Radiological, or Nuclear (CBRN) agents?

• Does the EOC have protection from blast effects? • Is the EOC above the ground floor, on the ground floor, or below grade?

34. Alternate EOC • Is there an Alternate EOC location identified to assure continuity of operations

(COOP)? • Is the Alternate EOC located in a known high-risk area; e.g., floods, earthquakes,

nuclear power plant, HAZMAT sites, etc? • Can the Alternate EOC survive the effects of relevant risks; e.g., natural and

manmade hazards? • Does the Alternate EOC have special structural capabilities that improve its

survivability? • Does the Alternate EOC have a collective protection system for Chemical,

Biological, Radiological, or Nuclear (CBRN) agents? • Does the Alternate EOC have protection from blast effects? • Is the Alternate EOC above the ground floor, on the ground floor, or below

grade?

u) Security Security – guard against potential risks and protect operations from the unauthorized disclosure of sensitive information;( e.g., have sufficient security and structural integrity



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to protect the facility, its occupants, and communications equipment and systems from relevant threats and hazards).

• Is the EOC/Alternate EOC located in an urban, suburban, or rural location? • Are physical security measures (barriers, security cameras, etc) presently used in

the • EOC/Alternate EOC and are these existing security features adequate? • What security features, such as access controls, barriers, secure areas, and

surveillance devices, are required? • How is access to the EOC/Alternate EOC controlled? Is a badge or card-swipe

system in use? Is it adequate to control access to the facility? Is it adequate to control access within the facility?

• Does appropriate staff have 24-hours access to the facility? • Are there any access control systems (card access, elevators, lock-out stairwells)

that, if non-operational, could preclude access to the facility? If yes, what alternate plans are in place to ensure access?

• Can security capabilities be increased commensurate with higher threat levels (e.g., additional barriers, increased surveillance, additional guards)?

• Can areas where classified and/or unclassified but sensitive information is discussed be isolated from unauthorized/uncleared individuals?

• Does the EOC/Alternate EOC have an existing secure communications area/room? Does it meet FEMA-provided security requirements? Is the size (square footage) of the room adequate?

• How is access to an existing secure communications area controlled? Are existing controls adequate?

v) Communications/Networks • Do Local Area Networks (LAN) used in support of emergency operations have

adequate protection against cyber attack (e.g., unauthorized access, denial of service, or malicious code)? If not, what capabilities are needed?

• Do State Wide Area Networks (WAN) used in support of emergency operations have adequate protection against cyber attack (e.g., unauthorized access, denial of service, or malicious code)? If not, what capabilities are needed?

• Do you have a secure voice capability? If so, is it adequate to support you emergency operations needs?

• Do non-secure telephones have a privacy feature? • Do you have a secure facsimile capability? If so, is it adequate to support your

emergency operations needs? • Are radio communications protected; i.e., encrypted or have privacy features?

Personnel • Are personnel with security clearances required? • Are there at least five (5) personnel with security clearances? Are cleared

personnel trained to: 1. Use secure communications equipment? 2. Control and protect classified material? 3. Manage and control communications security (COMSEC)?



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• Are individuals with a security clearance identified (e.g., unique marking on ID badge, recognition)?

w) Sustainability Sustainability support operations for extended durations;( e.g., be able to sustain operations 24/7 during all emergency situations without interruption; to the extent practical, be located in a place that is not a high-risk area for known hazards, such as flood zone, other natural hazard, nuclear power plant, hazardous material sites, etc.).

35. Facility • Can the EOC/Alternate EOC support operations 24 hour a day/7 days a week for

an extended period of time? Are operational and administrative supplies adequate to sustain operations; e.g., food, water, fuel for backup generators, paper products, office supplies, etc?

• Does the EOC/Alternate EOC have backup power? (Backup power typically refers to generator power.)

• Does the EOC/Alternate EOC have an uninterruptible power supply (UPS)? (UPS units typically use batteries to provide power for a limited duration; e.g., 10-20 minutes depending on the load.) If yes, what systems/functions does the UPS support? Is the duration of the UPS adequate to support these systems/functions until the backup power to comes on line?

• Are Heating, Ventilation, and Air Conditioning (HVAC) systems centrally (building- wide) or locally managed?

• Are HVAC systems available and controllable 24-hours a day, seven days a week (24x7)?

• Does the EOC/Alternate EOC have access to support areas; e.g., file rooms, server sites, and the like?

• Are there any special constraints that must be met to sustain operations? Special access needs?

• Does the Alternate EOC have the same capabilities as the primary location? If not, what are the differences?

36. Communications/Networks • Is the number of telephones, secure or non-secure, adequate for the

EOC/Alternate EOC to conduct emergency response and management operations?

• Are telephones connected to an in-house Private Branch Exchange (PBX)? • Are telephones connected directly to a local commercial carrier; i.e., draw dial

tone from the local switch rather then from the PBX? (These telephones are just like those found in a home or office. The advantage is that if the EOC/Alternate EOC loses power to the PBX, telephones connected directly to the dial central office will continue to function.)

• Is the number of facsimiles, secure and non-secure, adequate to conduct emergency response operations?

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• Does the EOC/Alternate EOC have dedicated transmit and receive facsimiles? Does the EOC/Alternate EOC have a secure facsimile capability?

• Is the number of printers adequate for the EOC/Alternate EOC to conduct emergency response operations?

x) Interoperability Interoperability – share common principles of operations and exchange routine and time-sensitive information with local jurisdictions, State-level EOCs, and FEMA’s network of operations centers; (e.g. be able to communicate with key State agencies, local government EOCs, emergency response teams at or near an incident site, near-by State EOCs, and Federal authorities to include the FEMA Regional Operations Center (ROC) as well as the FEMA Operations Center).

37. Communications • Does the EOC/Alternate have a requirement to monitor the communications of key

emergency services; e.g., police, fire, emergency medical services (EMS), HAZMAT, and public works? Is there a requirement to monitor the communications of other services? If yes, does the capability exist and is it adequate?

• Does the EOC/Alternate have a requirement to establish an emergency communications network that includes the key emergency services and local EOCs/jurisdictions? If yes, does the capability exist and is it adequate?

• If a requirement exists, can the EOC/Alternate EOC communicate with the following entities: 1. Local EOCs throughout the State? 2. FEMA ROC and/or FEMA Regional Staff? 3. Federal Disaster Field Office (DFO)? 4. EOC/Alternate EOC of other States? 5. Operations centers of State-level emergency services organizations? 6. Incident Commander or incident site command post? 7. Operations centers of regional and local airport, highway, port, and waterway

authorities; hospitals and ambulance service providers; nuclear power plants; dams; private sector utilities (power, telephone, sewerage, and water) and chemical companies?

• Are the EOC/Alternate EOC communications means adequate to satisfy communications requirements? (Consider radios, telephones, cell phones, available frequency spectrum, and other issues.)

38. Procedures • Do the State and local government EOCs/Alternate EOCs have common operations,

reporting, and communications procedures that will be used during the response to and management of an All Hazards event?

• If the EOC/Alternate EOC has a requirement to exchange information with local EOCs/jurisdictions and key emergency services; e.g., police, fire, EMS, HAZMAT, and public works, are there procedures/checklists in place to facilitate the exchange?

• If required, are scheduled reports assembled and disseminated? Training



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• Do the State and local government EOCs/ Alternate EOCs conduct routine, recurring, or periodic joint communications training to exercise the communications capabilities that will be used during the response to and management of an All Hazards event?

• If conducted, are the results of joint communications training maintained in a “lessons learned” document and used to improve communications operations? Are the results also used to identify communications deficiencies and develop solutions that correct the deficiencies and improve communications capabilities?

• Do the State and local government EOCs/Alternate EOCs conduct routine, recurring, or periodic joint training exercises to practice, test, and refine their common operations, reporting, and communications procedures?

• If conducted, are the results of joint training maintained in a “lessons learned” document and used to improve common procedures?

• Are actual experiences used to validate existing or create new common procedures?

y) Flexibility Flexibility – scale operations and adapt operational pace to the All Hazards event (e.g., have sufficient space, equipment, furniture, administrative supplies, and the like available to satisfy mission requirements).

39. Facility -Primary EOC • Is space dedicated for an EOC? If not, does the EOC occupy space within another

organization’s facility; e.g., State or local police headquarters, emergency medical services facility, National Guard armory, commercial building?

• Whether dedicated or shared, is the square footage available for the EOC adequate to conduct emergency response operations?

• Is the EOC operational only when emergency response and management operations are being conducted? Or, is the EOC operational 24x7 (staff and capabilities are present and active) whether or not emergency response operations are being conducted?

• Are there activation, layout, and setup procedures for the EOC? • Can EOC activation and operations be tailored to the scale of emergency response

activities? (For example, a small-scale event might require the activation of fewer staff and capabilities, and the conduct of limited emergency response operations; a large-scale event, the activation of all staff and capabilities, and the conduct of extensive emergency response operations.)

• Have the conditions that would cause the EOC to be relocated been identified? Are there procedures for relocating from the EOC?

• Are EOC activation and relocation exercises held periodically? Is the level of participation by member agencies sufficient to ensure an efficient and timely activation during actual events? Do participants include key personnel assigned to the EOC?

• Is there a dedicated conference/media room in the general vicinity of the EOC? Is the square footage adequate?

• Is there multi-use space available in the general vicinity of the EOC? Is the square footage adequate? (Multi-use space is usually an office, administrative, or conference area that is used for day-to-day functions and can be made available to



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support emergency response and management operations. Typically, the day-to-day staff are displaced to another location.)

40. Facility-Alternate EOC • Is there an Alternate EOC identified and established to ensure COOP for emergency

response operations? • Is space dedicated for an Alternate EOC? If not, does the Alternate EOC occupy space

within another organization’s facility; e.g., State or local police headquarters, emergency medical services facility, National Guard armory, commercial building?

• Whether dedicated or shared, is the square footage available for the Alternate EOC adequate to conduct emergency response operations?

• Are there activation, layout, and setup procedures for the Alternate EOC? • Can Alternate EOC activation and operations be tailored to the scale of emergency

response activities? • Have conditions been identified that would cause the Alternate EOC to be activated

rather than the primary EOC? • Does the Alternate EOC have the same capabilities as the primary EOC? If not, what

are the differences? • ]Are Alternate EOC activation exercises held periodically? Is the level of participation

by member agencies sufficient to ensure an efficient and timely activation during actual events? Do participants include key personnel assigned to the Alternate EOC?

• Is there a dedicated conference/media room in the general vicinity of the Alternate EOC? Is the square footage adequate?

• Is there multi-use space available in the general vicinity of the Alternate EOC? Is the square footage adequate?

41. Communications/Networks • Is the number of computers available in the EOC/Alternate EOC and any multi-use

space adequate to support emergency response operations? • Is the number of servers adequate to support emergency response operations? • Is the number of telephones, both secure and non-secure, available in the

EOC/Alternate EOC and any multi-use space adequate to support emergency response operations?

• Do the EOC/Alternate EOC and any multi-use space have telephones that are connected to a local dial central office? (These telephones are just like those found in a home or office. The advantage is that if the EOC/Alternate EOC loses power to the PBX, telephones connected directly to the dial central office will continue to function.)

• Do any telephones have a: 1. Recording capability? 2. Caller ID capability? 3. Voice conferencing capability?

• Is the number of printers available in the EOC/Alternate EOC and any multi-use space adequate to support emergency response operations?

• Is the number of facsimiles available in the EOC/Alternate EOC and any multi-use space adequate to support emergency response operations?



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• Do the EOC/Alternate EOC and any multi-use space have the capability to display video? If yes, do they also have the capability to distribute audio associated with the video display?

• Do the EOC/Alternate EOC and any multi-use space have a video teleconferencing • (VTC) capability? • Do the EOC/Alternate EOC and any multi-use space have the capability to receive

public (intercom) announcements? • Can the telecommunications capability be configured to support the scale of

emergency response and management activities?



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Appendix B-7: Facilities and Locations

• Facilities and Locations



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Appendix B-8: Planning Process & IAP

• The Planning Process and the IAP



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Appendix B-9: ICS Forms

This section describes some common ICS Forms. The individual forms may be tailored to meet an agency’s needs. More importantly, the form number and purpose must remain intact to maintain consistency and facilitate immediate identification and interoperability and for ease of use. These forms are available on the web and in the NIMS ICS Forms Booklet..

H. ICS 201 Incident Briefing The Incident Briefing (ICS 201) provides the Incident Commander (and the Command and General Staffs) with basic information regarding the incident situation and the resources allocated to the incident. In addition to a briefing document, the ICS 201 also serves as an initial action worksheet. It serves as a permanent record of the initial response to the incident.

z) ICS 202 Incident Objectives The Incident Objectives (ICS 202) describes the basic incident strategy, incident objectives, command emphasis/priorities, and safety considerations for use during the next operational period.

aa) ICS 203 Organization Assignment List The Organization Assignment List (ICS 203) provides ICS personnel with information on the units that are currently activated and the names of personnel staffing each position/unit. It is used to complete the Incident Organization Chart (ICS 207) which is posted on the Incident Command Post display. An actual organization will be incident or event-specific. Not all positions need to be filled. Some blocks may contain more than one name. The size of the organization is dependent on the magnitude of the incident, and can be expanded or contracted as necessary.

bb) ICS 204 Assignment List The Assignment List(s) (ICS 204) informs Division and Group supervisors of incident assignments. Once the Command and General Staffs agree to the assignments, the assignment information is given to the appropriate Divisions and Groups.

cc) ICS 205 Incident Radio Communications Plan The Incident Radio Communications Plan (ICS 205) provides information on all radio frequency or trunked radio system talk-group assignments for each operational period. The plan is a summary of information obtained about available radio frequencies or talk-groups and the assignments of those resources by the Communications Unit Leader for use by incident responders. Information from the Incident Radio Communications Plan on frequency or talk-group assignments is normally placed on the Assignment List (ICS 204).

dd) ICS 205A Communications List The Communications List (ICS 205A) records methods of contact for incident personnel. While the Incident Radio Communications Plan (ICS 205) is used to provide information on all radio frequencies down to the Division/Group level, the ICS 205A indicates all methods of contact for personnel assigned to



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the incident (radio frequencies, phone numbers, pager numbers, etc.), and functions as an incident directory.

ee) ICS 206 Medical Plan The Medical Plan (ICS 206) provides information on incident medical aid stations, transportation services, hospitals, and medical emergency procedures.

ff) ICS 207 Incident Organization Chart The Incident Organization Chart (ICS 207) provides a visual wall chart depicting the ICS organization position assignments for the incident. The ICS 207 is used to indicate what ICS organizational elements are currently activated and the names of personnel staffing each element. An actual organization will be event-specific. The size of the organization is dependent on the specifics and magnitude of the incident and is scalable and flexible. Personnel responsible for managing organizational positions are listed in each box as appropriate.

gg) ICS 208 Safety Message/Plan The Safety Message/Plan (ICS 208) expands on the Safety Message and Site Safety Plan

hh) ICS 209 Incident Status Summary The ICS 209 is used for reporting information on significant incidents. It is not intended for every incident, as most incidents are of short duration and do not require scarce resources, significant mutual aid, or additional support and attention.

ii) ICS 210 Resource Status Change The Resource Status Change (ICS 210) is used by the Incident Communications Center Manager to record status change information received on resources assigned to the incident. This information could be transmitted with a General Message (ICS 213). The form could also be used by Operations as a worksheet to track entry, etc Personnel and equipment arriving at the incident can check in at various incident locations. Check-in consists of reporting specific information, which is recorded on the Check-In List (ICS 211). The ICS 211 serves several purposes, as it: (1) records arrival times at the incident of all overhead personnel and equipment, (2) records the initial location of personnel and equipment to facilitate subsequent assignments, and (3) supports demobilization by recording the home base, method of travel, etc., for resources checked in.

jj) ICS 211 Incident Check-In List Personnel and equipment arriving at the incident can check in at various incident locations. Check-in consists of reporting specific information, which is recorded on the Check-In List (ICS 211). The ICS 211 serves several purposes, as it: (1) records arrival times at the incident of all overhead personnel and equipment, (2) records the initial location of personnel and equipment to facilitate subsequent assignments, and (3) supports demobilization by recording the home base, method of travel, etc., for resources checked in.

kk) ICS 213-RR Resource Request Message The General Message (ICS 213) is used by the incident dispatchers to record incoming messages that cannot be orally transmitted to the intended recipients. The ICS 213 is also used by the Incident Command Post and other incident personnel to transmit messages (e.g., resource order, incident name



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change, other ICS coordination issues, etc.) to the Incident Communications Center for transmission via radio or telephone to the addressee. This form is used to send any message or notification to incident personnel that requires hard-copy delivery.

ll) ICS 214 Activity Log The Activity Log (ICS 214) records details of notable activities at any ICS level, including single resources, equipment, Task Forces, etc. These logs provide basic incident activity documentation, and a reference for any after- action report.

mm) ICS 215 Operational Planning Worksheet The Operational Planning Worksheet (ICS 215) communicates the decisions made by the Operations Section Chief during the Tactics Meeting concerning resource assignments and needs for the next operational period. The ICS 215 is used by the Resources Unit to complete the Assignment Lists (ICS 204) and by the Logistics Section Chief for ordering resources for the incident.

nn) ICS 215A Hazard Risk Analysis The purpose of the Incident Action Plan Safety Analysis (ICS 215A) is to aid the Safety Officer in completing an operational risk assessment to prioritize hazards, safety, and health issues, and to develop appropriate controls. This worksheet addresses communications challenges between planning and operations, and is best utilized in the planning phase and for Operations Section briefings.

oo) ICS 218 Support Vehicle/Equipment Inventory The Support Vehicle/Equipment Inventory (ICS 218) provides an inventory of all transportation and support vehicles and equipment assigned to the incident. The information is used by the Ground Support Unit to maintain a record of the types and locations of vehicles and equipment on the incident. The Resources Unit uses the information to initiate and maintain status/resource information.

pp) ICS 219 Resource Status Cards (T-Card) Resource Status Cards (ICS 219) are also known as “T-Cards,” and are used by the Resources Unit to record status and location information on resources, transportation, and support vehicles and personnel. These cards provide a visual display of the status and location of resources assigned to the incident.

qq) ICS 221 Demobilization Check-Out The Demobilization Check-Out (ICS 221) ensures that resources checking out of the incident have completed all appropriate incident business, and provides the Planning Section information on resources released from the incident. Demobilization is a planned process and this form assists with that planning.

rr) ICS 225 Incident Personnel Performance Rating The Incident Personnel Performance Rating (ICS 225) gives supervisors the opportunity to evaluate subordinates on incident assignments. THIS RATING IS TO BE USED ONLY FOR DETERMINING AN INDIVIDUAL’S PERFORMANCE ON AN INCIDENT/EVENT.



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Appendix B-10: Summary of Major ICS Positions This section lists the primary functions of each major ICS position. Table B-4. Summary Table of Major ICS Positions*

Major ICS Position Primary Functions

Incident Commander or Unified Command • Have clear authority and know agency policy. • Ensure incident safety. • Establish the ICP. • Set priorities, and determine incident objectives and strategies to be followed. • Establish ICS organization needed to manage the incident. • Approve the IAP. • Coordinate Command and General Staff activities. • Approve resource requests and use of volunteers and auxiliary personnel. • Order demobilization as needed. • Ensure after-action reports are completed. • Authorize information release to the media.

Public Information Officer • Determine, according to direction from IC, any limits on information release. • Develop accurate, accessible, and timely information for use in press/media briefings. • Obtain the IC’s approval of news releases. • Conduct periodic media briefings. • Arrange for tours and other interviews or briefings that may be required. • Monitor and forward media information that may be useful to incident planning. • Maintain current information summaries and/or displays on the incident. • Make information about the incident available to incident personnel. • Participate in Planning Meetings. • Implement methods to monitor rumor control.

Safety Officer • Identify and mitigate hazardous situations. • Create a Safety Plan. • Ensure safety messages and briefings are made. • Exercise emergency authority to stop and prevent unsafe acts . • Review the IAP for safety implications. • Assign assistants qualified to evaluate special hazards. • Initiate preliminary investigation of accidents within the incident area. • Review and approve the Medical Plan.



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• Participate in Planning Meetings to address anticipated hazards associated with future operations.

Liaison Officer • Act as a point of contact for Agency Representatives. • Maintain a list of assisting and cooperating agencies and Agency Representatives. • Assist in setting up and coordinating interagency contacts. • Monitor incident operations to identify current or potential interorganizational problems. • Participate in Planning Meetings, providing current resource status, including limitations and capabilities of agency resources. • Provide agency-specific demobilization information and requirements.

Operations Section Chief • Ensure safety of tactical operations. • Manage tactical operations. • Develop operations portions of the IAP. • Supervise execution of operations portions of the IAP. • Request additional resources to support tactical operations. • Approve release of resources from active operational assignments. • Make or approve expedient changes to the IAP. • Maintain close contact with the IC, subordinate Operations personnel, and other agencies involved in the incident.

Planning Section Chief • Collect and manage all incident-relevant operational data. • Supervise preparation of the IAP. • Provide input to the IC and Operations in preparing the IAP. • Incorporate Traffic, Medical, and Communications Plans and other supporting material into the IAP. • Conduct/facilitate Planning Meetings. • Reassign out-of-service personnel within the ICS organization already on scene, as appropriate. • Compile and display incident status information. • Establish information requirements and reporting schedules for Units (e.g., Resources Unit, Situation Unit). • Determine need for specialized resources. • Assemble and disassemble Task Forces and Strike Teams not assigned to Operations. • Establish specialized data collection systems as necessary (e.g., weather).



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• Assemble information on alternative strategies. • Provide periodic predictions on incident potential. • Report significant changes in incident status. • Oversee preparation of the Demobilization Plan.

Logistics Section Chief • Provide all facilities, transportation, communications, supplies, equipment maintenance and fueling, food, and medical services for incident personnel, and all off-incident resources. • Manage all incident logistics. • Provide logistics input to the IAP. • Brief Logistics staff as needed. • Identify anticipated and known incident service and support requirements. • Request additional resources as needed. • Ensure and oversee development of Traffic, Medical, and Communications Plans as required. • Oversee demobilization of Logistics Section and associated resources.

Finance/Administration Section Chief • Manage all financial aspects of an incident. • Provide financial and cost analysis information as requested. • Ensure compensation and claims functions are being addressed relative to the incident. • Gather pertinent information from briefings with responsible agencies. • Develop an operational plan for the Finance/Administration Section and fill Section supply and support needs. • Determine the need to set up and operate an incident commissary. • Meet with assisting and cooperating Agency Representatives as needed. • Maintain daily contact with agency(s) headquarters on finance matters. • Ensure that personnel time records are completed accurately and transmitted to home agencies. • Ensure that all obligation documents initiated at the incident are properly prepared and completed. • Brief agency administrative personnel on all incident-related financial issues needing attention or followup. • Provide input to the IAP.



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List of Tables

Table 1 Overview of NIMS ............................................................................................................................ 7 Table 2 Natural and Weather Hazards Impact Summary ........................................................................... 16 Table 3 Technological Hazards Impact Summary ...................................................................................... 16 Table 4 Violence and Human Hazards Impact Summary ........................................................................... 16 Table 5 HazMat Hazards Impact Summary ................................................................................................ 17 Table 6 Level 1 Emergency & Response .................................................................................................... 17 Table 7 Level 2 Emergency & Response .................................................................................................... 18 Table 8 Level 3 Emergency & Response .................................................................................................... 19 Table 9 Standardized Communication Types ............................................................................................. 24



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List of Figures Figure 1 Elements of Agreements .............................................................................................................. 20 Figure 2 Standard Levels of Procedural Documents .................................................................................. 21 Figure 3 Mitigation activities ........................................................................................................................ 22 Figure 4 Incident Command Structure ........................................................................................................ 55



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Glossary of Key Terms Needs to be reconciled with NIMS and this manual

Incident Command Post (ICP).

The ICP is a designated area near the site of the emergency in which the Special Reaction Team and the Emergency Management Team may gather and assume their role

Common Operating Picture

An overview of an incident created by collating and gathering information—such as traffic, weather, actual damage, resource availability—of any type (voice, data, etc) in order to support decisionmaking

Emergency Management Assistance Compact (EMAC)

EMAC is a congressionally ratified agreement that provides form and structure to interstate mutual aid 122 during governor-declared states of emergency. Through EMAC, officials in a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving four key issues: tort liability and immunity, license reciprocity, workers’ compensation, and reimbursement. States can use intergovernmental agreements, memoranda of agreement/understanding, intrastate legislation, or gubernatorial executive order to deploy tribal personnel, private resources, and volunteers. All 50 states, the District of Columbia, Puerto Rico, Guam, and the U.S. Virgin Islands have adopted EMAC.

Emergency Management Plan (EMP).

The EMP is intended to establish policies, procedures and organizational structure for response to emergencies that are of sufficient magnitude to cause a significant disruption of the functioning of all or portions of the Campus. (A.k.a. Emergency Preparedness Plan, Disaster Response Plan, Disaster Recovery Plan, Business Continuity Plan, Business Continuation Plan

Emergency Management Plan Coordinator.

The Emergency Management Plan Coordinator is a member of the Special Reaction Team who is responsible for the maintenance of the Emergency Management Plan. The Emergency Management Plan Coordinator consults directly with the EPCC Incident Commander during an actual emergency.

Emergency Management Team (EMT)

The EMT is an assemblage of Campus officials appointed by the President to advise and assist in making emergency-related policy decisions. The EMT is also responsible for the review and approval of the Emergency Management Plan.

Emergency Operations Center (EOC)

The EOC serves as the centralized, well-supported location in which the Special Reaction Team and the Emergency Management Team may gather and assume their role.

EPCC Incident Commander

The EPCC Incident Commander is a senior member of the Emergency Management Team and is in charge of the Special Reaction Team. The EPCC Incident Commander is the individual responsible for the command and control of all aspects of an emergency situation.



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EPCC Police Dispatch This is the central police telecommunication facility that receives and distributes emergency information for the agency and other departments. The Police Department maintains this facility on a 24/7/365 basis at (915) 831-2200

Lockdown. In this event, personnel would not be allowed to leave a facility, area or campus. In the event this would occur in a classroom, the room could be barricaded with chairs, tables or anything available to prevent entry.

National Incident Management System (NIMS)

The ICS is a modular emergency management system designed for all hazards and levels of emergency response. The system is used by the Federal Emergency Management Agency (FEMA) and throughout the United States as the basis for emergency response management

Special Reaction Team (SRT)

The SRT is comprised of senior level management representing areas of the Campus that have critical EMP execution responsibilities. At the direction of the EPCC Incident Commander, the SRT executes the Emergency Management Plan during an emergency. (A/k/a Emergency Response Team, Disaster Response Team, Crisis Response Team)

Area Command and Unified Area Command

An organization established (1) to oversee the management of multiple incidents that are each being managed by an Incident Command System (ICS) organization or (2) to oversee the management of large or multiple incidents in which several Incident Management Teams (IMT) have been assigned. Sets overall strategy and priorities, allocates critical resources according to priorities, ensures that incidents are properly managed, and ensures that objectives are met and strategies followed. Area Command becomes Unified Area Command when incidents are multijurisdictional

Business Continuity Plan

A roadmap for continuing operations under adverse conditions such as a storm or disaster also referred to as Continuity of Operations Plan (COOP) or Business Resiliency Plan.

Chain of Command. The orderly line of authority within the ranks of the incident management organization.

Command Staff The staff who report directly to the Incident Commander (IC), including the Public Information Officer (PIO), Safety Officer, Liaison Officer, and other positions as required. They may have an assistant, as needed.

Delegation of Authority.

A statement provided to the IC by the EPCC President delegating authority and assigning responsibility. The delegation of authority can include objectives, priorities, exceptions, constraints, and other considerations or guidelines, as needed.



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Disaster District Committee

The DDC consists of a chairperson the local Department of Public Safety (DPS) highway patrol captain, and representatives of state agencies and volunteer groups that mirror the membership of the State Emergency Management Council. The El Paso DDC chairperson is located in as 915 849-4000 supported by committee members, is responsible for identifying, coordinating the use of committing, and directing state resources within the district to respond to emergencies.

Emergency Any incident, whether natural or man-made, that requires responsive actions to protect life or property.

Emergency Operations Center

The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. The EOC may be a temporary facility or may be located in a more central or permanently established facility. The EOC may be organized by functional disciplines (e.g., fire, law enforcement and medical services), by department e.g., Police Department, Information Technology, or some combination

Emergency Public Information

Information that is disseminated to the Campus community via the alert notification or news media before, during, and/or after an emergency or disaster.



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Acronyms Need to review page 12 of old manual and NIMS manual to choose Acronyms that can/should be used in

manual

ARC American Red Cross

CERT Community Emergency Response Team (FEMA)

CFR Code of Federal Regulations

CIKR Critical Infrastructure and Key Resources

EMAC Emergency Management Assistance Compact

EOC Emergency Operations Center

EPCC El Paso Community College District

FEMA Federal Emergency Management Agency

HazMat Hazardous Material

IAP Incident Command Post

ICS Incident Command System

IMT Incident Management Team

MOU Memorandum of Understanding

NIMS National Incident Management System

OEM Office of Emergency Management

PIO Public Information Officer

SOP Standard Operating Procedure

STAR State of Texas Assistance Request

TDEM Texas Division of Emergency Management



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Regulations

42. Federal 1. Robert T. Stafford Disaster Relief & Emergency Assistance Act, (as amended), 42 United States Code (USC) 5121 2. Emergency Planning and Community Right-to-Know Act, 42 USC Chapter 116 3. Emergency Management and Assistance, 44 Code of Federal Regulations (CFR) 4. Hazardous Waste Operations & Emergency Response, 29 CFR 1910.120 5. Homeland Security Act of 2002 6. Homeland Security Presidential Directive. HSPD-5, Management of Domestic Incidents 7. National Incident Management System (NIMS) 8. National Response Framework (NRF)

43. State

1. Government Code, Chapter 418 (Emergency Management) 2. Government Code, Chapter 433 (State of Emergency) 3. Health & Safety Code, Chapter 778 (Emergency Management Assistance Compact) 4. Administrative Code, Title 37, Part 1, Chapter 7 (Division of Emergency Management) 5. The Texas Homeland Security Strategic Plan, Parts I and II, December 15, 2003 6. The Texas Homeland Security Strategic Plan, Part III, February 2004 7. Texas Education Code Section 52.217 8. 34 CFR 668.46

44. Local 1. EPCC Policy, 2.01.01, District Governance 2. EPCC Procedure, 2.01.03.22, Prevention of Health Related Exposure to Communicable Diseases 3. EPCC Procedure, 2.05.01.58, Information Security 4. EPCC Procedure, 5.01.05.30, Emergency/Non-Emergency Medical Care 5. EPCC Procedure, 5.01.05.14, Reporting of Bomb Threats 6. EPCC Procedure, 5.01.07.10, Weapons on Campus 7. EPCC Policy, 5.01.06, Crime Awareness and Campus Security Act of 1990 or others 8. EPCC Procedure, 5.01.06.10, Guidelines for Faculty and Staff in case of Threats of Injury to self 9. EPCC Procedure, 5.01.05.34, Safety Program Active Shooter/Barricaded Suspect



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Index

common operating picture, 17 Incident Command System, 8 Joint Information Center (JIC), 20

Joint Information System (JIS), 20 Multiagency Coordination System, 8



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References

Bibliography City Colleges of Chicago. (2017). All Hazards Safety and Security Plan. Retrieved from Humboldt Park

Vocational Education Center: http://ccc.edu/colleges/wright/menu/Documents/Humboldt%20Park%20AHSSP%20030612.pdf

City Of El Paso. (2017, 06 01). Get Involved. Retrieved from El Paso Fire Department: http://www.elpasotexas.gov/fire-department/emergency-management/programs

Emergency Management Council. (2017, July 18). Retrieved from Texas Department of Public Safety: https://www.dps.texas.gov/dem/stateLocalOrganizations.htm

FEMA. (2008, December 1). National Incident Management System Manual. Retrieved from FEMA: https://www.fema.gov/pdf/emergency/nims/NIMS_core.pdf

FEMA. (2013, 07 26). EOC Assessment Checklist. Retrieved from FEMA: https://www.fema.gov/media-library-data/20130726-1524-20490-0618/eocchecklist.pdf

FEMA. (2013, 07 26). EOC Assessment Checklist. Retrieved from FEMA: https://www.fema.gov/media-library/assets/documents/4600

FEMA. (2017, 06 01). Command Staff Responsibilities. Retrieved from FEMA: https://emilms.fema.gov/IS700aNEW/NIMS0105170text.htm

FEMA. (2017, June 1). Incident Commander Responsibilties. Retrieved 2017, from FEMA: https://emilms.fema.gov/IS700aNEW/NIMS0105110text.htm

Texas Disaster Act of 1975. (1987, September 1). Texas Disaster Act of 1975. Retrieved from Department of Public Safety: https://www.dps.texas.gov/dem/GrantsResources/txEmerMgtStatutes.pdf

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