1.Basic TrainingSEMS Intro - NIMS (IS 700) - ICS 100(A Combined Course)

2. Course Objectives Provide an overview and comparison ofthe: Standardized Emergency ManagementSystem (SEMS) National Incident Management System (NIMS) Incident Command System (ICS) Ensure a basic knowledge Describe the key concepts and principles Understand the benefits 3. Course Objectives (2) Prepare participants to takethe IS 700 (NIMS) and IS 100(ICS) tests Yes, there will be a test HOWEVER, we will reviewthe questions and answersat the end of the class DONT STRESS!!!! 4. Why Alphabet Soup? SEMS California requirement NIMS Federal requirement ICS required by NIMS and SEMS 5. Standardized EmergencyManagement System(SEMS) 6. Why SEMS? 1991 East Bay Hills fire in Oakland SB 1841, Petris Bill State law CA Govt. Code 8607 (1993) Amends CA Emergency Services Act CalEMA is administrative agency SEMS is a way to manage emergenciesSEMS Developed to improve the coordination of state and local emergency response in CA 7. SEMS Requirements Use of ICS in field operations Use of Multi / Inter-Agency Coordination Use of the 5 SEMSfunctions at all levels Personnel must havedesignated positions, with supervision,and safely carry out their assignment 8. State Law SaysSTATE AGENCIES LOCAL GOVERNMENTSMUST USE SEMS!ARE STRONGLY ENCOURAGEDTO USE SEMS... To be eligible for Statefunding of RESPONSE RELATED PERSONNEL COSTS! 9. SEMS Organizational Levels Field Level: at the scene Local Government: City or District EOC Operational Area:County EOC Regional Level:Regional EOC State Level: State EOC 10. CoordinationBetween SEMS Levels 11. All disasters begin & endat the local level - Field and EOC 12. Field Response Level Hands On Response MUST use Incident Command System: Incident Commander Incident Command Post (ICP) Unified Command or Area Command Request support from the Local EOC 13. Local Government Level (EOC)Cities, counties & special districts: Manage and coordinate the overallemergency response and recovery activities Implements local emergency plans & SOPs Supports field levelactivity Requests supportfrom Op Area 14. EOC Organizational Structure At the EOC level, all incidents are being supported The EOC has the big picture!!Command/ Management Finance/Operations PlanningLogistics Administration Section Section Section Section 15. EOC OrganizationalLevels & TitlesOrganizational LevelTitle Management (EOC) Director Command Staff Officer General Staff/Section Section Coordinator/Chief Branch Coordinator Unit Leader 16. EOC Staffing Consider skills that presently exist in your organization Place personnel according to their skills into each function EOC DirectorCity Mgr, CAO, CEOSafety Risk ManagerSecurity Law or SecurityPublic Information PIO or Public Affairs Liaison Emergency Management 17. EOC Staffing OperationsLaw, Fire, Public Works, others Plans/Intel Planning, Engineering, others Logistics General Services, PurchasingFinance/AdminFinance, Budget, Accounting 18. Management (EOC) Sets policy for the jurisdiction Directs the EOC activity Overall coordination and support 19. EOC Director Assigned by jurisdiction Oversees: Staffing for EOC positions Development of jurisdictional policy Overall coordination and support to incident Communicates with Governing Board Status, operational priorities, activities, etc. 20. Operational Area (OA) Level Orange County and allpolitical sub-divisions Geographical boundary of thecounty Establishes and maintains OA EOC Coordinates information, resources andpriorities Makes requests to the Regional EOC Intermediate level of the state emergencyservices organization 21. Region Level (OES) Coordination between opareas and state level 3 Administrative Regions 6 Mutual Aid regions Operates REOC Implements stateemergency plan Southern Region: Coordinates resourcesMutual Aid 1 & 6between op areas withinthe region 22. State Level (OES) Coordinates resourcesbetween regions Federal responsecoordinationMo n o Communicates withgovernor and In yoSa n Lu i s O b isp olegislatureSa nt a Ba rb a raLo s Ve nt u ra Ang e l e s Sa n Be rn a rd ino Implements mediaOra n ge Rive rsi depolicy Sa n Die g o Im p e ri a l 23. Master Mutual Aid Agreements Mutual aid systems form key links whenlocal resources are inadequate Voluntary & reciprocal agreements amongpublic agencies provide: Services Resources Facilities 24. Other Public Agency Reciprocal Agreements California Fire Assistance Automatic Aid Regional Medical Health Others 25. Private Sector & Non-Government Mutual Assistance Agreements American Red Cross & Salvation Army Water and Wastewater Agency ResponseNetwork (WARN) CaliforniaUtility EmergencyAssociation (CUEA) Private Sector Vendors 26. Interstate Agreements Interstate Civil Defense Compact Emergency Management AssistanceCompact (EMAC)Mutual Aid agreements and EMACs helpto facilitate the timely delivery ofassistance during incidents. 27. Resources Available to Your AgencyFederal (Depts., Military, States)State OES - Resources from 58 countiesRegion - Resources from 12 counties Op Area - County Resources & 144 entitiesNeighboring Agencies Your Agency 28. National Incident Management System (NIMS) 29. Why NIMS? September 11, 2001 Homeland Security Presidential Directive #5 NIMS is applicable at all jurisdictional levelsand across disciplines NIMS A comprehensive, national approach to incidentmanagement developed to improve the coordination of federal, state and local emergency response nationwide 30. Lessons LearnedLessons learned show the need for: Coordination and cooperation amongall responding agencies Standardization oforganization,resources andterminology Interoperability andcompatibility 31. Federal Directive Says Federal agencies must use NIMS State, local and tribal governmentsmust comply with NIMS to receivefederal (grant) funding Adopt NIMS by resolution Train city staff Integrate NIMS into existing plans NIMS 32. NIMS ComponentsNIMS incorporates standard emergencymanagement practices and processes, suchas: Command & Management Preparedness Resource Management Communications & Information Management Supporting Technologies Ongoing Management & Maintenance 33. NIMS StandardsProcesses, procedures and systems for: Training Resource Management Personnel Qualification and Certification Technology Support Communications & InformationManagement Continuous system improvement toensure consistency among allrespondersNIMS 34. NIMS Integration Center (NIC) Overall implementation of NIMS NIMS review and refinement National-level preparednessstandards Training requirements/approvedcourses Approve equipment lists meetingnational standards 35. Preparedness Preparedness is a key phase of the emergency management cycle.Through preparedness, jurisdictionstake actions to prevent, mitigate,respond to and recover fromemergencies. 36. Personal Preparedness Personal Level: Have a family communications plan Emergency supplies at home Insurance and documentation 37. Government Preparedness Emergency Planning Committee Responsibilities: Plans & protocols Activities & programs Interoperability guidelines & protocols Multi-agency coordination systems Guidelines, protocols & priorities for resourcemanagement 38. Emergency Plans Describe How resources will be used How priorities are set The integration of entities & functions Establishment of responderrelationships How systems supportincident management activities 39. Types of Plans Emergency Operations Mutual Aid Procedures (SOPs) Preparedness Recovery Corrective Action Lessons learned from incidents Mitigation Local Hazard Mitigations Plans 40. Training & Exercises Facilitate use of: National standards, guidelines & personnelprotection Modeling & simulation Define general training requirements Establish approvedcourses Review / approvediscipline specificcourses 41. Personnel & Equipment Qualifications & Certifications Development of national certificationand credentialing standards including: Training Experience Currency requirements (how often) Physical and medical fitness Equipment certifications: nationalequipment standards, guidelines andprotocols 42. Supporting Technologies Standardization of all technologiesfor emergency and disaster use. Principles: Interoperability and compatibility Technology support Technology standards Broad-based requirements Strategic planning and R&D 43. Break Time 44. Incident Command System (ICS) 45. Why ICS? Fall 1970 California statewide fires FIRESCOPE was organized (federal, state andlocal fire services) and developed ICS ICS is a proven system ICS is based on best or successfulbusiness practices to ensure: Safety of first responders and others Achievement of tactical objectives Efficient use of resources ICS provides the mechanics for coordinated and collaborative incident management 46. ICS Concepts / PrinciplesAn on-scene, all hazard, flexible frameworkthat provides for: Responding personnel and organizationsworking together in a common managementstructure Providing logistical and administrativesupport for meeting tactical objectives Cost effectiveness (avoiding duplication ofefforts) Development of standard requirements forprocesses, procedures and systems 47. How ICS is Used To manage all types of incidents Fires, hazmat, earthquakes, acts of terrorism and multi-casualty incidents Parades, celebrations and concerts (a viable application for ICS) Private sector emergency programs Works well for: Small, large and complex incidents Single or multiple agency or jurisdiction incidents Wide-area search and rescue 48. ICS Features Common Terminology & Resource ManagementClear Text Integrated Modular Organization Communications Management by Chain of Command &Objectives Unity of Command Reliance on an Incident Unified CommandAction Plan Transfer of Command Manageable Span of AccountabilityControl Mobilization / Pre-designated IncidentDemobilizationLocations and Facilities Information and Intelligence Management 49. 5 FunctionsThe five primary functions must beprovided for in all organizations at any level: Command / Management Operations Planning (or Planning & Intelligence) Logistics Finance / Administration 50. COMMONRESPONSIBILITIES 51. Mobilization Be dispatched from youragency Do NOT Self Dispatch toan incident Receive a deploymentbriefing Bring any specializedsupplies or equipment youneed to do your job or arerequested to bring 52. Check-In Follow check-in procedures when you arrive Provides accountability for all personnel Helps locate personnel in the event of anemergency Provides a way to track resources Prepares personnel for assignments andreassignments Helps in organizing for demobilization 53. Briefing Receive your assignment Make sure your training, knowledge and skills are appropriate to the assignment All personnel receive a briefing when reporting toyour incident supervisor and the briefing willinclude: Current situation assessment Your specific job responsibility Co-workers/work area Eating and sleeping arrangements Communications Procedures for getting supplies, etc. Operational period work shifts 54. Documentation Keep a log: Activities Decisions made and why Who you spoke to & their contact info Resources used Take pictures: Before and After Damages 55. Individual Accountability Maintain orderly chain of command, unityof command and take direction from asingle supervisor Communicate potential hazards andchanging conditions using clear text andPlain English Act professionally and avoid or reportprohibited activities 56. SAFETY 57. Demobilization Complete all work assignments Brief subordinates Complete and file required forms andreports Evaluate performance of subordinates Return all non-expendable and unusedsupplies 58. Common Terminology Standard Names & Descriptions position titles incident vs. day to day work titles organizational functions resources description incident facilities10-4OVER Use at all levels Use CLEAR text Reduces Confusion Required by ICS 59. ICS is Flexible Only those functions required to meet current objectives need to be activated All elements of the organization can be arranged in various ways within or under these 5 functions. Command/ManagementFinance/Operations Planning LogisticsAdministration Section SectionSectionSection 60. Management by Objectives (MBO) Objectives Identified: Flexible Measurable Attainable Specific time framesCommunicated via the Action Plan 61. Action Planning Field & EOC Management By Objectives for responsetactics Establishes accountability Eliminates redundancy Led by Planning Section 62. Incident Action Plan Verbal or written plan New one for each operational period Includes: Measurable strategic / tactical objectives for operational & support activities in a specified timeframe Actions based on objectives Activated elements (organization) Shared with all supervisors Flexible 63. Basically it states WHAT needs to be done? WHO will do it? WHEN will it get done? HOW will it get done? (resources to get job done) HOW do we communicate? Other NEED TO KNOW information 64. Organizational Unity, ConsistentHierarchy and Chain of Command Organizational Unity Every individual within an organization has onedesignated supervisor Consistent Hierarchy Span of Control is used and there are clear linesof authority within the organization Chain of Command All elements in each level are linked together toform a single organization within span of controllimits 65. Span of ControlEffective Supervisory Ratio:3 to 7 = Maximum1 to 5 = Optimum 66. INCIDENT FACILITIES 67. Incident Command Post The location from which the Incident Commanderoversees all incident operations. There is only one ICP for each incident or event. Every incident or event must have some form ofan Incident Command Post. ICP SymbolThe ICP is positioned outsideof the present and potentialhazard area, but close enoughto the incident to maintaincommand. 68. Staging Area Base - Camp SStaging Area Location at which resources are keptwhile awaiting tactical assignmentIncident Base BStaging Area Primary logistics and administrative functions arecoordinated and administered at the Base CCamp Incident locations where resources may be kept tosupport incident operations if a Base is notaccessible to all resources 69. RESOURCE MANAGEMENT 70. Resources IncludeResources include: Personnel Facilities Equipment SuppliesIncludes resources acquired throughmutual aid and donations. 71. Resource Management Concepts Standardized identification Classified by type & kind Typing by capability (performance) Credentialing system Requests for items that cannot be obtainlocally must be submitted through themulti-agency coordination entity / EOC Allocation & tracking 72. Resource Management System Describing Inventorying Requesting Acquiring Allocating Tracking Dispatching Activating / Deactivating (Mobilizing / Demobilizing) 73. Resource Manager Inventory 74. Resource Request 75. Resource Planning Mutual Aid WEROC Cal WARN Private Vendors Identify at least 3 percritical resource Have emergencycontact information Contracts and paymentmethods pre-identified 76. Communications/ InformationManagement Incident management Requirements and requests to support activities Formulate, execute and communicate operationaldecisions Common standards, testing and compliance for: Voice Data Integrated communication systems andhardware that: Allows data to be continuously updated during anincident Use all frequencies and resources Include procedures for information transfer: Internally Externally Allows for effective, consistent and timely decisions 77. WebEOC 78. ICS Structure 79. ICS Titles and Positions Primary ICS responsibilities have distinct titlesbecause it: Allows for filling ICS positions with the most qualified individuals rather than by rank Is useful when requesting qualified personnel Provides a common standard for all users When personnel are selected for ICS positions, thefollowing is taken into consideration: Personnel background and experience Training Kind and size of emergency Agency policy Qualifications and certifications Disciplines involved 80. Field Organizational Structure Everything is in support of an incident. There will be an on-scene IC/ICP who may modifyprocedures or organization structure as needed.Command Section Finance /Operations Planning Logistics Administration Section Section SectionSection Not all Sections need to be activated at an incident! 81. Command (Field) Implements policy on the incident Oversees all incident activity Accountable to the EOC Director Has appropriate on-scene authority 82. Incident Commander (1)At the Field level: In charge at the incident untilauthority is delegated to anotherperson Decides whether single command(single IC) or unified command isappropriate Develops incident objectives Approves the Incident ActionPlan (IAP) Approves all requests for incident resources 83. Incident Commander (2) Assigned by responsible agency orjurisdiction May have one or more Deputy IncidentCommanders Always the most qualified but not always themost senior or highest ranking personnel May assign personnel for Command andGeneral Staff The one position that is always staffed in ICSsince the IC will perform all duties until dutiesare delegated 84. Transfer of Command (1) Moves theresponsibility forincident commandfrom one IC to another Must include atransfer of commandbriefing (oral, writtenor both) 85. Transfer of Command (2)Transfer of command occurs when: A more qualified person assumescommand The incident situation changesover time There is a normal turnover ofpersonnel on extended incidents The incident response is concludedand responsibility is transferredto the home agency 86. Command StaffIncident Commander/ EOC DirectorSafety OfficerP.I.OLiaison Officer Security Officer 87. Command / Management StaffAppointed by and reports to the IC / EOC Dir.: Public Information Officer Serves as the conduit for information to internaland external stakeholders Safety Officer Monitors safety conditions and develops measuresfor assuring the safety of all assigned personnel Liaison Officer Assists the IC / EOC Director by serving as point ofcontact for supporting agencies assisting at anincident or in the EOC Assistants / others as determined by the IC /EOC Director 88. General Staff (1)Planning /Finance /OperationsLogistics Intelligence Administration Section Section Section SectionGeneral staff are the section chiefs 89. General Staff (2) As an incident expands, the IC or EOCDirector may need to add Sections to theorganizational structure Operations Section Planning Section Logistics Section Finance / Administration Section These Section Chiefs become the GeneralStaff and they: Report to the IC or EOC Director Develop objectives for their Section Develop Section organization to support activities 90. Break Time 91. Operations Coordinates inter-agency response Provides information to all functions regarding tacticalactivities Ensures goals of the Action Plan are met Consists of branch(es), divisions/groups and resources Field:EOC: Develops and directs all Operations coordinates tactical activities for:and supports actions reduction of the immediate which impact fieldhazard activities saving lives and property establishing situationalcontrol restoration of services SEMS-ICS 92. Operations Section ChiefField:EOC: Ensures objectives and Ensures objectives andgoals of the Action Plangoals of the Action Planare implemented are implemented Develops tactical Develops strategicobjectivesobjectives to support Develops organization tofield activitiessupport tactical activities Supports and Directs all tacticalcoordinates all tacticalactivities and resourcesactivities and resources 93. Single Resource Any discipline, any type 94. Strike Team Same kind and type of a single resource Each team will have a leader 95. Task Force A multi-discipline team Each task force will have a leader 96. Planning Section Collects, analyzes, displays anddisseminates information from all sources Develops reports, including SituationReports and Demobilization Plan Prepares the Action Plans Field and EOC levels Maintains and documentsresource status 97. Planning (2) Documents decisions, policies andactivities Conducts Advance Planning activitiesuntil transition to recovery occurs Technical Specialists usually are assignedfrom the Planning Section In the Field, there are 4 units in Section:Resources, Situation, Demobilization andDocumentation as well as Technical 083 Log 0 CSpecialists 0900 Bheck riefi -inng 98. Planning Section Chief Ensures information is collected, analyzed,disseminated Conducts the Action Planning meeting Ensures timely preparation, development anddistribution of the Action Plan and otherreports Ensures accurate and timely documentation ofthe incident (policies, decisions, etc.) ismaintained ICS requires tracking and maintenance ofresource status 99. Logistics Provides for: PersonnelFeedingMedical SupportSleeping/Sanitation Needs Equipment & Supplies Communication Support Transportation and Facilities Purchasing Ground Support (field) Units can be established tocoordinate specialized resources There may be a different structure for theLogistics Section in the field and EOC 100. Logistics Section Chief Ensures personnel are fed,have communications,medical support,transportation and lodging Works with Finance/Adminto ensure resources areprocured 101. Finance and Administration Cost Recovery &Documentation Procurement / Purchasing Compensation & Claims Cost Analysis Time Records Contract NegotiationsField incidents may not requireactivation of this function 102. Finance & Admin Section Chief Manages costs related to theincident and provides:accounting procurement time recording cost analyses Processes claims Handles contract negotiations Works with Logistics to ensureresources are procured 103. Unified Command Two or more entities withauthority (Hazmat) Incidents cross jurisdictionlines (Flood) 104. Unified Command cont. Does not change other features of ICS Only one Operations Section Chief Incident Action Plan (IAP) approved by UC Does not affect individualagency authority,responsibility, oraccountability La Conchita Landslide 105. Area Command Multiple incidents within a jurisdiction Large incidents that cross jurisdictions Oversees management that involves multiple ICS organizations Not site-specific or is geographically disbursed Ex: (Public health emergency); Exotic Newcastle Disease No Operations Section Ops Section is on-scene at Incident Command Post Helps maintain span of control Ensures ICS organizations are not competing forsame resources 106. What Do Unified &Area Commands Do? Set overall strategy & priorities Identify and allocate resources Ensure proper management Ensure objectives are met Ensure strategies arefollowed Establish a collaborativeprocess 107. What is a Multi-agency Coordination (MAC) System? A combination of resources Organizational structures integrated into acommon framework Used to coordinate and support incidentmanagement activities 108. MAC Primary Functions Support incident management policies and priorities Facilitate logistics supportand resource tracking Make resource allocationsbased on incident priorities Coordinate incident-relatedinformation Coordinate inter-agency and intergovernmental issuesregarding incident management policies, priorities andstrategies 109. MAC Elements Emergency Operations Centers (EOCs) Locations from which the coordination ofinformation and resources to support the incidentactivities takes place Multi-agency Coordination Entities Typically consist of principals from organizationswith direct incident management responsibilities orwith significant incident management support orresource responsibilities i.e., Area Commands, Unified Command, IC, etc. 110. MAC Responsibilities Ensure that each involved agency is sharinginformation Establish priorities between incidents and/orArea Commands Acquire and allocate resources required Coordinate and identify future resourcerequirements Coordinate and resolve policy issues Provide strategic coordination 111. Public InformationNIMS standards for publicinformation: Timely Accurate CoordinatedWhat YOU need to know:Refer all inquiries to the PIO or to the JIC. 112. Components of Public Information Public Information Officer (PIO) Joint Information System (JIS) Joint Information Center (JIC) 113. Public Information Officer (PIO) Member of command staff PIO advises and supports Incident Commander & EOCmanagement on all public information matters: Media Public inquiries Warnings & emergency public information Rumor control Keeps decision makers & the public informed PIO team should have one lead PIO All incident related information must haveapproval of IC, UC or EOC Director On-scene PIO provides a link to the JIC / JIS / EOC 114. Joint Information Center (JIC) (1) Physical (or virtual) location PIOs from all involved agencieswork together to provide: critical emergency information crisis communications public affairs support On-scene PIOs link to the JICwhich is typically collocatedwith EOCs at all levels If the JIC is a part of a Unified Command, eachagency retains its organizations independence 115. Joint Information Center (JIC) (2) Focal point for coordination and dissemination of information to the public and the media Dept. of Homeland Security (DHS) will be the lead PIO in an Incident of National Significance All JICs works in close coordination with other JICs to provide information using JIS protocols 116. Joint Information System (JIS) Policies, procedures & protocols used tocoordinate public information at all levels Includes private sector andnon-governmentalorganizations JIC uses JIS protocols PIO follow JIS protocols 117. Facilities Emergency Operations Centers (EOC) Department Operations Centers (DOC) Joint Field Office (JFO) Local Assistance Centers (LAC) Disaster Recovery Centers (DRC) Point of Dispensing, Point of Distribution(PODs) 118. Emergency Operations Center (EOC) An EOC is a location from which centralized emergency management can be performed The EOC may support multi-agency coordination and joint information activities An EOC is the central point for: Coordination of all the jurisdictions emergencyoperations. Information gathering and dissemination. Coordination with other local governments and theoperational area. EOC Staffing will vary depending on the type of emergency Department Operating Centers (DOCs) (optional) Discipline specific and coordinates with the EOC 119. Joint Field Office The JFO is a multi-agency coordinationcenter established locally It provides a central location forcoordination of federal, state, local, non-governmental, and private-sectororganizations The JFO enables coordination of federalincident-related actions The JFO does not manage on-sceneoperations but provides operationalsupport 120. Local Assistance Center (LAC) LACs are: Managed by local government Staffed by Private/Non-Profits(PNPs), local, state and federalgovernment agencies A centralized location for information, services,resources and program referrals for disastervictims LACs are very useful for recovery efforts in acommunity State funding may be available for eligibleLAC operations 121. Disaster Recovery Center (DRC) Activated by federalagencies to provideinformation to victimsand private non-profitorganizations aboutFEMA and SBA programs Fixed site or mobile Managed by the federal government andstaffed by FEMA, OES, SBA and other federal,state and local agencies as appropriate Often collocated with LACs 122. PODs and PODsPOD (Point of Dispensing) POD (Point of Distribution)for public health emergencies for disaster recovery Location where medications Location where general are given to the public supplies such as food andwater are given to the public On the fly terminology: Be prepared for names of places and facilities to be created or changed with each disaster 123. Questions?Time for the Test!