Wayne County CEMP by huangyuarong

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									WAYNE COUNTY
  INDIANA

COMPREHENSIVE
  EMERGENCY
 MANAGEMENT
    PLAN
  Revised August 2006
Wayne County Comprehensive Emergency Management Plan


                                 Wayne County, Indiana
                        Comprehensive Emergency Management Plan

                                    Promulgation Statement

Citizens of Wayne County face the threat of significant emergencies and disasters.
Recognizing this threat, government at all levels has a continuing responsibility for the health,
safety and general welfare of its citizens.

Preparedness to cope with the effects of a disaster includes many diverse but interrelated
elements, which must be woven into a comprehensive emergency management system
involving all departments of county and local governments, private support agencies and the
individual citizen.

Normal day-to-day procedures usually are not sufficient for effective disaster response as
extraordinary emergency measures have to be implemented quickly if loss of life and damage
to property is to be kept to a minimum. Emergency procedures and actions to cope with the
possibility of a disaster occurrence are addressed in the Wayne County Comprehensive
Emergency Management Plan.

This plan has been prepared to provide assistance for the implementation of a comprehensive
emergency management response to deal with any significant emergency or disaster which
may impact Wayne County.

This plan is a statement of policy regarding emergency management of disaster operations
and assigns tasks and responsibilities to local and county officials, department heads and
supporting organizations specifying their roles during emergency or disaster situations. It is
developed pursuant to the Indiana Code, Title 10, Article 4, Chapter 1, Emergency
Management and Disaster Law, as amended; The Emergency Management Advisory Council
and Emergency Management Agency Ordinance, by the Wayne County Commissioners and;
the Emergency Planning and Community Right-to-Know Act of 1986 (SARA Title III) and;
Indiana Code 13-7-37, Emergency Planning and Notification.

In order for this comprehensive emergency management system to reach and maintain the
goals desired and to effectively manage the response to and recovery from disaster events, it
will be necessary that each local and county department and support agencies with roles and
responsibilities identified in this plan perform the following functions:




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      Develop procedures for the protection of personnel, equipment, supplies and critical
       public records from the effects of disasters.

      Develop procedures to ensure the continuity of essential services that may be needed
       during and following disaster events.

      Establish policies and standard operating procedures or guidelines to carry out the
       provisions of the Wayne County Comprehensive Emergency Management Plan.

      Identify subject matter experts.

      Attend/Participate in emergency management related training and exercises.

      Carry out those assignments and tasks identified in the Wayne County Comprehensive
       Emergency Management Plan.

The Wayne county Emergency Management Agency shall be responsible for the
coordination, preparation and updating of the Wayne County Comprehensive Emergency
Management Plan and will ensure that this plan is consistent with similar local, county, state
and federal emergency plans.

The plan is effective August 1, 2002




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                                 Letter of Agreement

The Wayne County Comprehensive Emergency Management Plan (CEMP), here after
referred to as the Plan, establishes the basis for response to and recovery from significant
emergency and disaster events which may impact Wayne County and which may require
state and possibly federal assistance.

The Plan is in a checklist format that requires all primary coordinating departments and
supporting agencies and organizations to develop and implement appropriate Standard
Operating Procedures or Guidelines to support implementation of the Plan.

The Plan addresses all four phases of emergency management: Mitigation, Preparedness,
Response and Recovery.

The Plan utilizes the Federal Emergency Management Agency’s Emergency Support
Function (ESF) concept. The Emergency Support Function groups like agencies or
agencies performing a similar function into the same group. For example, all agencies
with law enforcement responsibilities are grouped into the Law Enforcement ESF. In
addition, each ESF has an agency assigned as the primary coordinating agency, which is
responsible for the implementation of the ESF and, other agencies designated to provide
support.

The following departments and agencies agree to support the Plan and to carry out their
assigned functional responsibilities.

Each agency also agrees to implement planning efforts to carry out and enhance the full
provisions and tasks of their assigned ESF and to participate in exercise activities to
maintain the overall response capability envisioned by the Plan.




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                                Wayne County
                   Comprehensive Emergency Management Plan

                                           Forward
The Wayne County Comprehensive Emergency Management Plan provides Wayne County
the basis for a systematic approach to the resolution of problems created by the threat or
occurrence of significant emergencies or disasters. It identifies the responsibilities, functions,
operational tasks and the working relationship within and between the various governmental
entities and their various departments and agencies, private support organizations and
individual citizens.

The Wayne County Emergency Management Agency Director coordinated the development
of this plan in cooperation with representatives from jurisdictions and departments that have
been tasked with emergency responsibilities. The planning process identified each hazard that
is a likely threat to the county and its political subdivisions and provided the basis for the
Basic Plan and the Emergency Support Functions.

The goals to be achieved by this plan are to save lives and to protect property and the
environment within our Wayne County Community by developing programs and emergency
operational capabilities that address mitigation, preparedness, response and recovery for
natural, technological, civil or attack related emergencies.

Regular review of the Comprehensive Emergency Management Plan as well as training,
exercises and actual emergency occurrences will serve to refine and clarify emergency
responsibilities and appropriate response techniques and, contribute to the ongoing planning
process initiated by the responsible organizations which developed this plan.

I would like to express by sincere appreciation to those individuals and organizations whose
input and expertise was instrumental in creating the Comprehensive Emergency Management
Plan for the protection of the citizens, their property and environment of Wayne County.




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                                Wayne County
                   Comprehensive Emergency Management Plan
                           Instructions for Plan Use

In order to execute this plan effectively and to mobilize the appropriate and available
resources, all implementing and responsible personnel must have knowledge of the concepts
and procedures set forth in this plan. This is accomplished through plan orientation training,
training on specific procedures developed to support the plan and exercises of this plan. All
response personnel must be fully apprised of all known potential hazard effects, understand
how these effects may impact local emergency response and recovery operations and be
familiar with their task assignments and specific operational procedures.

The Comprehensive Emergency Management Plan is a relatively broad conceptual framework
and describes the approach to a comprehensive emergency management system for Wayne
County. This plan does not contain detailed or specific procedures but establishes
relationships between local, state, federal and private emergency management organizations,
identifies specific roles and responsibilities and provides a general listing of tasks that need to
be accomplished in appropriate disaster-phase time frames that will successfully deal with
emergency and disaster situations that may affect Wayne County. It is the responsibility of
those departments, agencies and organizations with task assignments identified in this plan to
develop the specific operational capabilities and Standard Operating Procedures or Guidelines
to ensure the effective support for and execution of this plan.

The Basic Plan relates information applicable to the whole plan. It explains the organization
of the plan, the concept of operation, how the plan is implemented, the relationships between
various organizations and levels of government, establishes general duties and responsibilities
of the departments, agencies and organizations that support the plan, answers the question
“Who is in charge?” and provides information concerning plan development and the
application of various laws that govern emergency and disaster operations. An Executive
Summary is provided before the Basic Plan and contains a summary of essential information
for quick reference. The Administrative Section supports the Basic Plan and contains the
Financial Management Element which explains the financial aspects of disasters, the General
Task Element which contains task assignments common to all the Emergency Support
Functions, departments and agencies, and definitions and acronyms commonly encountered in
the language of emergency management. The Administrative Section also contains Support
Documents such as example disaster declarations, procedures for requesting state assistance
and situation report forms referenced in the plan. The Basic Plan serves as the foundation for
the Comprehensive Emergency Management Plan.

The Comprehensive Emergency Management Plan utilizes the Emergency Support
Function concept established by the Federal Emergency Management Agency in the Federal


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Response Plan and adopted by the Indiana Department of Homeland Security. This system
recognizes that in any disaster, there are common functions that are needed to support the
people, departments and governments affected by or responding to disaster events. Each
Emergency Support Function is assigned to a responsible department or agency, the Primary
Coordinating Agency, with established authority in the general functional area and capable
of administering the development and implementation of the required function. Primary
Coordinating Agency is assigned departments, agencies and organizations that serve as
resources or Support Agencies for carrying out the tasks assigned to the function. Each
Emergency Support Function contains a listing of tasks that are arranged according to the
phases of emergency management: mitigation, preparedness, response and recovery. Tasks
to be performed are assigned to appropriate support agencies for completion. A matrix
showing the assignment of Primary Coordinating Agencies and Support Agencies appears in
the Basic Plan beginning on page 22.

The plan arrangement groups Emergency Support Functions that provide complimentary
services or perform similar functions into Management Support Sections. There are four
of these sections: Operations Management Support Section, Emergency Services
Management Support Section, Human Support Management Section and the Infrastructure
Support Management Section.

The Hazard Specific Section contains plans and checklists for specific hazards that may
impact Wayne County, and that do not appear in the other sections of the plan. This section
contains the Terrorism Element which explains the county’s approach and response to an act
of terrorism, especially one that involves a Weapon of Mass Destruction; and the Hazard
Specific Action Checklists which provide detailed action steps for a variety of emergency
situations.

The Comprehensive Emergency Management Plan should be read by all persons who have
decision making or functional responsibilities for emergency response or recovery operations
under this plan. This plan serves as a guide to the development of required Standard
Operating Procedures or Guidelines and also for the decision making and policy decisions
which accompany any emergency.

In reviewing this plan, each end user should:

      Read the Basic Plan.
      Review the General Duties and Responsibilities for Emergency Support Functions
       beginning on page 16 of the Basic Plan.
      Review the Primary Coordinating Agency Matrix beginning on page 22 of the Basic
       Plan to identify Primary and Support Agency assignments in the Emergency Support
       Functions.
      Review the section V of the Basic Plan, Direction and Control beginning on page 25.
      Read the Financial Management Element and the General Task Element located in the
       Administrative Section. Consult the definitions and or acronyms as needed to


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       understand terms used in the plan. Review the example documents and forms found in
       the Support Documents.
      Review the Emergency Support Functions containing coordinating or task assignments
       for your department, agency or organization and identify specific task assignments
       you may be responsible for. Check these tasks against your existing Standard
       Operating Procedures or Guidelines.
      Review the Terrorism Element and Emergency Support Functions of application or
       interest to the reader.
      Review the Hazard Specific Action Checklists of application or interest to the reader.
      Review other sections or Emergency Support Functions of interest to the reader.
      Updated or incorrect information should be brought to the immediate attention
       of the Wayne County Emergency Management Agency Director.

   It remains the responsibility of all end users of this plan, especially those with task
   assignments under this plan, to develop appropriate Standard Operating Procedures or
   Guidelines for their specific areas of responsibilities or functions to ensure their
   capabilities to carryout the tasks assigned in this plan. All end users of this plan shall
   provide regular training for their personnel in the concepts, execution and specific task
   procedures developed to support this plan.




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                               Wayne County
                  Comprehensive Emergency Management Plan

                                 EXECUTIVE SUMMARY

Mission: To coordinate all emergency management activities to protect the people, property,
economy and the environment of Wayne County, Indiana.

Purpose: The Comprehensive Emergency Management Plan describes in general terms how
the county and its sub jurisdictions will handle significant emergency and disaster situations.
This plan assigns roles and functional task responsibilities for planning and coordinating
emergency response activities before, during and after any type of emergency or disaster to
local government departments and private support organizations. The plan is intended as a
comprehensive framework for countywide mitigation, preparedness, response and recovery
activities and is consistent with state and federal plans. This plan is the Emergency
Operations Plan as mandated by Indiana Code 10-4-1-5 and County Emergency Management
Ordinance. The plan provides recommended guidelines, which can be modified, as needed
according to the emergency situation.

Overall Emergency Management Goal: Coordinate emergency response efforts to save
lives, reduce injuries, and protect property and the environment.

Plan Goals: The primary goal of this plan is to:
             1. Assess situation/needs.
             2. Mobilize people and equipment for identified tasks.
             3. Assemble useable/appropriate resources.
             4. Coordinate event activities through mitigation, preparedness, response and
                recovery tasks.
             5. Implement appropriate incident operations.

Response Priorities:
             1. Save Lives / reduce injuries.
             2. Protect Property.
             3. Protect the environment.
             4. Stabilize/Support the economy.
             5. Restore the community to normal.

General Emergency Response Strategy:

       1. A graduated response strategy utilizing local, regional, state and federal resources
          appropriate to the scope and severity of the incident will be used. Local resources
          will initiate response; regional resources will be utilized to support local resources
          when needed. State resources will not be mobilized until local/regional resources
          have been exhausted.


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       2. Three Incident Action Levels describe the extent of response. Each action level is
          a guide for determining the scope of the emergency and for activating appropriate
          resources to respond to the event.
       3. Primary Coordinating Agencies identified in the Plan are key points of contact for
          planning and incident response coordination and resource management. Support
          agencies provide resources (people, material/equipment) and planned response
          procedures as well as operational capabilities.

Specific Emergency Strategies:

       Before an Emergency:

       1. A Local Emergency Planning Committee has been established in Wayne County
          consisting of representatives of key emergency response agencies, local
          government, industry, community groups and news media to establish and monitor
          programs to reduce the potential for hazard events through planning, review an
          training and to assist the Emergency Management Agency in developing and
          maintaining appropriate emergency operations plans for the community.
       2. A county wide school safety commission has been established consisting of
          representatives of local school systems, emergency response agencies, social
          service agencies and the justice system to guide the development of consistent
          emergency plans and procedures related to safety and emergency response in area
          schools.
       3. A committee consisting of representatives of hospitals located in East Central
          Indiana has been established to coordinate emergency plans and mutual support
          among hospitals in a healthcare related emergency or disaster. Efforts are being
          undertaken to establish a similar group at the local level.
       4. Primary Coordinating Agencies have undertaken detailed planning and supporting
          resource identification specific to their assigned Emergency Support Function in
          order to establish function operational capabilities. Response agencies have
          established and continue to develop detailed Standard Operating Procedures
          consistent with implementing and carrying out their assigned elements of the Plan.
       5. Training of Coordinators, supporting personnel and emergency responders has
          been implemented and is an on-going requirement of this plan.
       6. Exercises designed to test the functionality of the plan have been conducted and
          will continue in an on-going effort to refine the plan and build familiarity with its
          concepts and provisions.

During an Emergency:

The plan requires:
       1. Use of the Incident Command System (ICS) to manage incident response activities
           and to effectively employ emergency resources at the site of an emergency. ICS is
           a standardized emergency management system for responding to and organizing
           any emergency.

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      2. Use of the Emergency Operations Center (EOC) to centralize the coordination of
         additional resources, when needed. Primary Coordinating Agency representatives
         will, when activated, coordinate their assigned Emergency Support Functions from
         the EOC. Support agencies will coordinate their emergency assignments and
         resource requests through the appropriate Emergency Support Function
         Coordinator.

After an Emergency:

      1. Detailed After Action Reports from each activated Emergency Support Function
         are to be directed to the Emergency Management Agency Director.
      2. The Emergency Management Agency prepares and distributes updates to the plan.




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                                                          Table of Contents
   Section                                                                                                                               Page

    Promulgation Statement.…………………………………………………………….…………….....ii
    Letter of Agreement…….…………………………………...…………………….………………...iv
    Forward…………………….……………………………...……………………….………………..vi
    Instructions for Plan Use....................................................................................................................vii
    Executive Summary……………………………………………………………….………....………x
    Table of Contents………………………………………………………………….………….........xiii

    Basic Plan………………………………………………………………………….………………...1
      Introduction…………………………………………………………………….…………….......1
      Mission…………………………………………………………………………….……………....1
      Purpose……………………………………………………….......…………….……………….....1
      Scope……………………………………………………………...…………………………….....1
      Plan Organization……………………………………………………………...………………......2

        Situation and Assumptions………………………………………………………………….......4
        Situation…………………………………………………………………………………………...4
        Assumption………………………………………………………………………………………..4

       Concept of Operations…………………………………………………………………………...5
       Local, State and Federal Roles…………………………………………………………………….5
       Relationship Between Normal and Emergency Functions………………………………………..5
       Execution and Implementation……………………………………………………………………6
       Incident Action Levels…………………………………………………………………………….7
       Overall Plan Priorities……………………………………………………………………………..8
       Phases of Emergency Management……………………………………………………………….9
       Interjurisdictional Relationships………………………………………………………………....10
       Operational Area Districts……………………………………………………………………….10
       The Declaration Process………………………………………………………………………....11
       Limitations……………………………………………………………………………………….12

       Organization and Assignment of Responsibilities……………………………………………13
       Organization……………………………………………………………………………………...13
       Assignment of Responsibilities…………………………………………………………….…….13
       Primary Coordinating Agency……………………………………………………………….......14
       Support Agency……………………………………………………………………………….…15
       Volunteer/Private Organizations…………………………………………………………………16
       General Duties and Responsibilities….…………………………………………………….……16
       ESF 1- Transportation…….......……………………………………………………………….…16
       ESF 2- Communications and Warnings.…………………………………………………………17
       ESF 3- Public Works and Engineering......………………………………………………………17
       ESF 4- Firefighting……....……………...……………………………………………………….17
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       ESF 5- Information and Planning……..…………………………………………………………18
       ESF 6- Shelter and Mass Care………...…………………………………………………………19
       ESF 7- Resource Support…………...……………………………………………………………19
       ESF 8- Health and Medical………...…………………………………………………………….19
       ESF 9- Search and Rescue…….....………………………………………………………………20
       ESF 10- Hazardous Materials……....……………………………………………………………20
       ESF 11- Food and Water…………………………………………………………………………20
       ESF 12- Energy……………..……………………………………………………………………21
       ESF 13- Evacuation……...………………………………………………………………………21
       ESF 14- Donation and Volunteer Management.........……………………………………………21
       ESF 15- Law Enforcement…...….………………………………………………………………21
       ESF 16- Animal Health Emergency…..........……………………………………………………22
       ESF 17- Public Information…………...…………………………………………………………22
       ESF 18- Damage Assessment……………………………………………………………………22
       ESF 19- Coordination and Control………………………………………………………………22
       Primary Coordinating Agency Matrix…...………………………………………………………23

       Direction and Control………………..…………………………………………………………27
       Local Chief Executive Officials………………………………………………………………….27
       Jurisdictional Emergency Operations Centers….......……………………………………………27
       Incident Command System………………………………………………………………………28
       Jurisdictional Fire Department…….......…………………………………………………………29
       Jurisdictional Law Enforcement Agency...………………………………………………………29
       Wayne County Health Department................................................................................................29
       Public Works..................................................................................................................................29
       Wayne County Coroner.................................................................................................................29
       Unified Command..………………………………………………………………………………29
       Area Command..............................................................................................................................30

       Continuity of Government.....………………………………………………………………….30
       Succession of Command....………………………………………………………………………30
       Board of Commissioners........……………………………………………………………………30
       Emergency Management Agency Director....……………………………………………………31
       Department Heads..………………………………………………………………………………31
       Preservation of Records.........……………………………………………………………………32

       Administration and Logistics..…………………………………………………………………32
       Administration..…….......………………………………………………………………………32
       Logistics.….………………………………………………………………………......................33

       Plan Development and Maintenance…..………………………………………………………33

       Authorities and Agreements…………...........…………………………………………………34
       Authorities……......………………………………………………………………………………34
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       Federal………....…………………………………………………………………………………34
       State…………....…………………………………………………………………………………35
       Local…………......………………………………………………………………………………36
       Agreements………………………………………………………………………………………36

        Authentication…....…………………………………………………………………………….38

       Attachment 1- Incident Command System Standard Operating Procedures..........................1
       Attachment A- Identification of Incident Commanders &Unified Command Representatives....39
       Attachment B- Command Radio Frequencies...............................................................................41
       Attachment C- Incident Command Organizational Chart.............................................................43
       Attachment D- Incident Types.......................................................................................................49
       Attachment E- Incident Action Planning Process..........................................................................53
       Appendix 1- ICS Functional Position Checklists..........................................................................63
       Appendix 2- ICS Forms...............................................................................................................171

  Administrative Section…........….…....……………………………………………………………….1
     List of Acronyms and Abbreviations….…………………………………………………………..2
     Terms and Definitions……………………………………………………………………………10
     National Mutual Aid and Resource Management Initiative- Glossary of Terms and Definitions .............26

       Financial Management Element…........…………………………………………………………63
             Introduction ……...………………………………………………………………………63
              Responsibilities…..………………………………………………………………………63
             Funding Sources.…………………………………………………………………………64
              Financial Management Operations……....………………………………………………64
              Financial Records and Supporting Documentation…....………………………………...65
              Audit of Expenditures....…….……...……………………………………………………66
       General Tasks Element….....…………………………………………………………………….67
       Introduction to the Emergency Support Function Tasking Checklists…….……………………72
       Support Documents.......................................................................................................................74
              Procedures for Requesting State Disaster Assistance........................................................75
              Example Declaration of Local Disaster Emergency for a Town or City...........................76
              Example Declaration of Local Disaster Emergency Wayne County................................77
              Resolution to the Governor Requesting A Major Disaster Declaration............................78
              Local Situation Report Form.............................................................................................79
             Daily Situation Report Form..............................................................................................82

    Operations Management Section…….....………………………………………………..................1
      EOC Chain of Coordination Figure……………………………………………………….............2
      ESF 5- Information and Planning…….……………………………………………………...........3
      ESF 7- Resource Support…………………………………………………………………...........15
      ESF 2- Communications and Warning……………………………………………………..........29
      ESF 17- Public Information………………………………………………………………...........41
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       ESF 19- Coordination and Control…………………………………………………………........55

    Emergency Services Management Section…..........……………………………………………......1
      Chain of Coordination Between On-Scene ICS and EOC Figure…....……………………….......2
      ESF 4- Firefighting………………………………………………………………………………..3
      ESF 8- Health and Medical………………………………………………………………………15
      ESF 9- Search and Rescue….……………………………………………………………………35
      ESF 15- Law Enforcement……………………………………………………………………….49
      ESF 10- Hazardous Materials……....……………………………………………………………61

    Human Support Management Section.....….………………………………………………………1
      EOC Chain of Coordination Figure…….…………………………………………………………2
      ESF 6- Shelter and Mass Care…………………………………………………………………….3
      ESF 11- Food and Water…....……………………………………………………………………17
      ESF 16- Animal Health Emergencies……………………………………………………………29
      ESF 14- Donations and Volunteer Management…....…...………………………………………43
      ESF 13- Evacuation...……………………………………………………………………………53

    Infrastructure Support Management Section…............…………………………………………..1
       EOC Chain of Coordination Figure.....……………………………………………………………2
       ESF 18- Damage Assessment…..…………………………………………………………………3
       ESF 3- Public Works and Engineering…..………………………………………………………15
       ESF 1- Transportation…....………………………………………………………………………29
       ESF 12- Energy…..………………………………………………………………………………45

    Hazard Specific Section…......………………………………………………………………………1
      Hazard Specific Action Checklists Element………………………………………………………3
             Attachment 1- Water and Flood Emergency Checklist......……………………………….4
            Attachment 2- Winter Storm/ Blizzard Checklist…....……………………………………6
            Attachment 3- Tornado Checklist……………………….....………………………...........8
             Attachment 4- Drought Checklist………………………………………………………..10
             Attachment 5- Conflagration Checklist………………………………………………….12
            Attachment 6- Significant Earthquake Checklist…...……………………………………14
            Attachment 7- Structural Collapse Checklist…….………………………………………17
            Attachment 8- Transportation Incident Checklist..………………………………………21
            Attachment 9- Mass Casualty Incident Checklist…..……………………………………23
            Attachment 9.1- EMS Strike Team Activation Checklist…..……………………………30
             Attachment 10- Civil Disturbance Checklist……....…………………………………….32
            Attachment 10.1- Terrorism: Emergency Services Action Checklist……………………35
             Attachment 11- Hazardous Materials Checklist…………………………………………40
             Attachment 11.1-Hazmat Response Fixed Facility Checklist…...………………………53
             Attachment 11.2-Hazmat Response Highway Incident…….....…………………………60
            Attachment 11.3-Hazmat Response Railroad Incident…......……………………………66
            Attachment 11.4-Hazmat Response Pipeline Incident...…………………………………73
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                 Attachment 12- Radiological Accident Checklist…..……………………………………89
                 Attachment 13- Evacuation Checklist………….......……………………………………96
                 Attachment 14- Shelter/Mass Care Activation Checklist......……………………………98
                 Attachment 15- Shelter-In-Place Protective Action Checklist.....……………………...100
                 Attachment 16- General Health Concerns in Disasters Checklist...……………………101
                 Attachment 17- Mass Evacuation (Enemy Attack or Nuclear Incident) Checklist....….103
                 Attachment 18- Medical Facility Evacuation Checklist......……………………………111
                 Attachment 19- Damage Assessment Checklist..………………………………………113
                  Attachment 20- Mass Fatality Guidelines/Checklist......................................................115

       Terrorism Element…….....……………………………………………………………………141
              General Outline…………………………………………………………………………142
              Definitions Related to Terrorism……………………………………………………….143
             Introduction....................................................................................................................146
             Purpose………………………………………………………………………………….147
             Scope……………………………………………………………………………………147
              Situation…….…….……………………………………………………………………148
              Description of the Hazard………………………………………………………………148
             Vulnerability to a Terrorist Attack…...…………………………………………………148
              Potential for a Terrorist Attack…………………………………………………………149
              Summation of Risk……….....………………………………………………………….150
             Planning Assumption…………….……………………………………………………151
              Concepts of Operations……………....……………………………………………….153
             General Duties and Responsibilities….………………………………………………155
             ESF 1- Transportation…………………..………………………………………………155
             ESF 2- Communications and Warnings..……………………………………………….155
              ESF 3- Public Works and Engineering…..……..………………………………………155
              ESF 4- Firefighting……………………………………………………………………..156
              ESF 5- Information and Planning………………………………………………………155
              ESF 6- Shelter and Mass Care………………………………………………………….155
             ESF 7- Resource Support……………………………………………………………….157
             ESF 8- Health and Medical……………………………………………………………..157
              ESF 9- Search and Rescue……………………………………………………………...157
              ESF 10- Hazardous Materials…………………………………………………………..158
              ESF 11- Food and Water……………………………………………………………….158
             ESF 12- Energy…………………………………………………………………………158
              ESF 13- Evacuation………....………………………………………………………….159
             ESF 14- Donation and Volunteer Management….……………………………………..159
             ESF 15- Law Enforcement………….…………………………………………………..159
              ESF 16- Animal Health Emergency........…....…………………………………………159
              ESF 17- Public Information…………………………………………………………….160
              ESF 18- Damage Assessment…………………………………………………………..160
              ESF 19- Coordination and Control……………………………………………………..160
              Primary Coordinating Agency Matrix………………………………………………….161
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              ESF Tasking Checklists for a Terrorism Incident…………………………………..162
               ESF 1- Transportation………………………………………………………………….163
              ESF 2- Communications and Warnings..………………………………………………174
              ESF 3- Public Works and Engineering…....……………………………………………182
              ESF 4- Firefighting……......……………………………………………………………193
              ESF 5- Information and Planning………………………………………………………201
              ESF 6- Shelter and Mass Care….....……………………………………………………207
              ESF 7- Resource Support……....……………………………………………………….217
              ESF 8- Health and Medical…......………………………………………………………224
              ESF 9- Search and Rescue……...………………………………………………………238
              ESF 10- Hazardous Materials…..………………………………………………………246
              ESF 11- Food and Water…..……………………………………………………………253
              ESF 12- Energy………....………………………………………………………………263
              ESF 13- Evacuation….....………………………………………………………………270
              ESF 14- Donation and Volunteer Management…...……………………………………278
              ESF 15- Law Enforcement……..…………….…………………………………………285
              ESF 16- Animal Health Emergency……....……………………………………………293
              ESF 17- Public Information……….....…………………………………………………299
              ESF 18- Damage Assessment…......……………………………………………………307
              ESF 19- Coordination and Control…..…………………………………………………315




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Table of Contents
Wayne County Comprehensive Emergency Management Plan


                               Wayne County
                  Comprehensive Emergency Management Plan

                                       BASIC PLAN

Introduction
    A. Mission
       To coordinate all emergency management activities to protect the people, property,
       economy and the environment of Wayne County, Indiana.

   B. Purpose
      To establish a comprehensive framework for countywide mitigation, preparedness,
      response and recovery activities appropriate for the hazards faced by the citizens of
      Wayne County. This plan is the Emergency Operations Plan as mandated by Indiana
      Code 10-4-1-5 and the Wayne County Emergency Management Ordinance, and
      incorporates the plan required under the Emergency Planning and Community Right-
      to-Know Act of 1986 (SARA Title III). The Comprehensive Emergency Management
      Plan predetermines, to the extent possible, actions to be taken by the governmental sub
      jurisdictions and departments of Wayne County to prevent avoidable emergencies and
      disasters and to respond quickly and adequately to any significant emergency or
      disaster event that does occur in order to save lives, protect property, the economy and
      the environment of our Wayne County Community.

       This Comprehensive Emergency Management Plan replaces the Wayne County
       Emergency Operations Plan dated October 1995.

   C. Scope
      This plan considers the significant emergencies and disasters that may impact Wayne
      County as described in the Hazard Identification for Wayne County Indiana (Wayne
      County Emergency Management Agency, 1995 as updated) and provides:

           1. A comprehensive general framework for effective use of government, private
              sector and volunteer resources.
           2. An outline of local and county government department’s responsibilities in
              significant emergency and disaster events.
           3. An outline of local and county government department’s responsibilities in
              relation to federal disaster assistance programs under 42 United States Code,
              Section 5121 et seq. and other applicable laws.
           4. The Wayne County Comprehensive Emergency Management Plan is designed
              to interface be consistent with the Indiana Comprehensive Emergency
              Management Plan as well as the Federal Response Plan. This will facilitate the
              coordination of information should state and/or federal assistance be requested.




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   D. Plan Organization
         1. Figure 1, the elements of the Wayne County Comprehensive Emergency
            Management Plan shows the organization of the six plan elements. The plan
            includes the Basic Plan and five supporting sections.

          2. The Basic Plan provides a relatively broad conceptual framework and
             describes the approach to a comprehensive emergency management system. It
             relates information relevant to the whole plan and all of its sections. The Basic
             Plan incorporates a Financial Management Element which contains
             information on emergency finance operations and an element for Acronyms
             and Abbreviations as well as Terms and Definitions that may be used in the
             plan or commonly used in the language of emergency management.

          3. The five remaining sections of the plan are organized according to general
             functions and includes; The Operations Management Section, Emergency
             Services Section, Human Support Management Section, Infrastructure Support
             Management Section and the Hazard Specific Section.

             a. The Operations Management Section contains the following Emergency
                Support Functions: Information and Planning (ESF 5); Resource Support
                (ESF 7); Communications and Warnings (ESF 2); Public Information (ESF
                17) and Coordination and Control (ESF 19).

             b. The Emergency Services Management Section contains the following
                Emergency Support Functions: Firefighting (ESF 4); Health and Medical
                (ESF8); Search and Rescue (ESF9); Law Enforcement (ESF 15) and
                Hazardous Materials (ESF 10).

             NOTE: The Hazardous Materials Response Plan developed by the Wayne
             County LEPC is incorporated by reference into ESF 10.

             c. The Human Support Management Section includes the following
                Emergency Support Functions: Shelter and Mass Care (ESF 6); Food and
                Water (ESF 11); Animal Health Emergencies (ESF 16); Donations and
                Volunteer Management (ESF 14) and Evacuation (ESF 13).

             d. The Infrastructure Support Management Section includes the following
                Emergency Support Functions: Damage Assessment (ESF18); Public
                Works and Engineering (ESF 3); Transportation (ESF 1) and Energy (ESF
                12).

             e. The Hazard Specific Section includes special hazard planning
                considerations not found in the Emergency Support Function Elements and
                includes the Terrorism Element, School Emergencies Element, Special
                Events Element and Hazard Specific Action Checklists.


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       Figure 1.

                   Elements of the Comprehensive Emergency Management Plan

                                               Basic Plan

                         Acronyms &                              Financial Management Element
                         Abbreviations

                                                                     General Tasks Element
                      Terms & Definitions


                                                                       Support Documents


Operations                 Emergency           Human             Infrastructure           Hazard
Management                 Services            Support           Support                  Specific
Section                    Management          Management        Management               Section
                           Section             Section           Section


   Information &               Firefighting        Shelter &          Damage
      Planning                                     Mass Care         Assessment                Terrorism

      ESF 5                      ESF 4               ESF 6             ESF 18

 Resource Support           Health & Medical    Food & Water       Public Works &
                                                                     Engineering            School
                                  ESF8                                                      Emergencies
      ESF 7                                         ESF 11              ESF 3

  Communications             Search & Rescue     Animal Health    Transportation
    & Warnings                                    Emergencies                               Special Events
                                 ESF 9
      ESF 2                                         ESF 16              ESF 1

       Public               Law Enforcement       Donations &           Energy              Hazard Specific
    Information                                    Volunteer                                    Action
                                 ESF 15           Management                                  Checklist
      ESF 17                                        ESF 14             ESF 12

  Coordination &               Hazardous           Evacuation
     Control                   Materials

      ESF 19                     ESF 10             ESF 13




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II. Situations and Assumptions
    A. Situation
       Many hazards threaten Wayne County which may result in significant emergencies or
       disasters. This plan is designed to provide guidance to appropriately respond to all
       hazard events likely to affect Wayne County. Detailed action steps for these hazards
       are listed in the Hazard Specific Section of this plan. For more information
       concerning analysis of these hazards, refer to the Wayne County, Indiana Hazard
       Identification (Wayne County Emergency Management Agency, 1995 as updated) and
       the LEPC Hazardous Materials Response Plan, Vulnerability Analysis.

    B. Assumptions
          1. The county and its political subdivisions have capabilities including personnel,
             skills, equipment and supplies of public and private agencies and organizations
             that can be mobilized to maximize the preservation of life, property and the
             environment in the event of a significant emergency or disaster.
          2. Emergency and disaster response may require cooperation and coordination
             among diverse governmental and private organizations in order to save lives,
             protect property and the environment of Wayne County residents.
          3. The location and extent of some emergencies can be predetermined; however,
             other emergency events may occur with little or no warning.
          4. Organizations tasked in this CEMP are aware of their emergency management
             responsibilities and prepared to fulfill those requirements in an emergency.
          5. Local and county government agencies will fully commit their available
             resources, including mutual aid support resources, before requesting assistance
             from the state. The Indiana Department of Homeland Security (IDHS) will
             coordinate all requests for state assistance.
          6. State agencies may provide unilateral assistance under their statutory authority
             and responsibility.
          7. Federal assistance will be requested when disaster relief requirements exceed
             the state capability.
          8. The County Emergency Operations Center is located in the County
             Administration Building at 401 East Main Street, Richmond. The designated
             alternate EOC is located on the grounds of the Richmond State Hospital.
             Alternate EOC’s may be established in fire stations located throughout the
             county. Jurisdictional EOC’s may be activated by local jurisdictions in EMA
             Operational Areas, (School Districts), at the discretion of local officials.
          9. The basis for delegation of emergency authority to ensure that emergency
             related legal authority can be exercised is designated in Indiana Code 10-4-1,
             Emergency Management and Disaster Law, as amended. Local authority for
             emergency related functions is designated in the Wayne County Emergency
             Management Council and Emergency Management Agency Ordinance.




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III. Concept of Operations

    A. General
       1. Local, State and Federal Roles: It is the responsibility of local and Wayne
          County Government to reasonably protect life, property and the environment
          from the effects of hazardous events. Local and county government has the
          primary responsibility for emergency management activities that eliminate, or
          reduce hazardous events and for the preparation for, response to and recovery
          from significant emergency and disaster events that can and do occur. When the
          emergency exceeds the local governments capabilities to respond, including
          mutual aid support, assistance will be requested from the state government.
          Requests for state assistance will be directed to and coordinated by the Indiana
          Department of Homeland Security. When the requirements for disaster relief and
          assistance exceed the states’ capability, federal assistance will be requested by
          the state.

        2. Relationship Between Normal and Emergency Functions: This plan recognizes
           and is based upon the concept that emergency functions for departments,
           agencies, groups and organizations involved with or supporting emergency
           management activities generally parallel their normal day-to-day functions.
           Further, procedures and practices used in day-to-day operations serve as the
           foundation for the procedures and practices recommended for emergency
           situations, though in an expanded form. To the extent possible, the same
           personnel, equipment and material resources as well as procedures that are
           applied to day-to-day operational activities will be employed in similar roles,
           tasks and responsibilities when applied to significant emergency or disaster
           situations. It is generally true, however, that a disaster is a situation in which the
           usual way of doing things no longer suffices. It is desirable, and always
           attempted, to maintain organizational continuity and to assign familiar tasks to
           personnel normally accustomed to performing those tasks. In large scale
           disasters, however, it may become necessary to draw on people’s basic capacities
           and use them in areas of greatest need, regardless of their previous experience or
           normal functions. Day-to-day functions that do not contribute directly to
           resolving the disaster situation may be suspended, upon Executive Order for the
           duration of the emergency and those people, equipment and material resources
           redirected to support disaster operations.

        3. Consistent with the State of Indiana’s commitment to comprehensive emergency
           management, this plan is concerned with and it intended to be applied to all types
           of significant emergency and disaster situations which may impact Wayne
           County. It also accounts for recommended activities before, during and after
           hazard events occur. It heavily emphasizes the capability of Wayne County
           Government to respond to and accomplish short term recovery from large scale
           disasters.



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        4. While extensive effort and years of experience of responders have been brought
           into this plan in order to make it workable, authoritative and appropriate to
           emergency and disaster emergency management, it should be recognized that this
           plan functions to provide guidance and should not be rigidly applied to every
           emergency or disaster event. Every situation will present different issues,
           complexities and requirements. The specific tasks, assignments and provisions
           contained in this plan may have to be modified to deal effectively with the actual
           situation at hand.

   B. Execution and Implementation
      1. The Wayne County Board of Commissioners have delegated to the Director of the
         Wayne County Emergency Management Agency responsibility for implementation
         of this plan. The director will implement this CEMP as the situation warrants.
         Support for the plan implementation will be provided by all departments, agencies
         and organizations with responsibilities assigned in this plan. The Wayne County
         Comprehensive Emergency Management Plan will automatically be activated
         upon any declaration of local emergency enacted by the Wayne County Chief
         Executive, or the Chief Executive of any incorporated municipality within the
         county.

      2. This CEMP has three Incident Action Levels to guide the response effort,
         depending on the severity and complexity of the disaster emergency. These levels
         are: (See the figure Incident Action Levels.)

              a. Level One. Affects a specific, limited location with minimal hazard.
                 Incident Command System is necessary to direct and control emergency
                 response forces at an incident site. Incident Command Post and staging
                 areas established. Incident Commander able to control emergency without
                 additional assistance or Emergency Operations Center (EOC). Incidents
                 involving spills, leaks, or fires of small amounts of fuel, oil or other
                 materials that can be managed using equipment available to first responder
                 operations level.
              b. Level Two. Affects a local area or involves increased/elevated hazard.
                 Resources that are immediately available to Incident Commander are
                 exhausted. Local Emergency Operations Center (EOC) is activated to
                 manage and coordinate related, multiple, low level emergencies in different
                 locations. Some precautionary evacuation may be necessary. Incidents
                 involving hazardous chemicals require the use of any kind of specialized
                 protective equipment beyond use of Self Contained Breathing Apparatus
                 (SCBA) and/or Structural Firefighter’s Protective Clothing (SFPC), special
                 tools or knowledge beyond the normal scope of first responders.
              c. Level Three. Affects a wide area/region or involves a severe hazard.
                 State response and management resources may be needed to assist local
                 and regional response. Local area evacuation and mass care activities



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                      characterize this level. Hazardous Materials may be involved. Emergency
                      Operations Centers at state and local level are coordinating resources.

                                    INCIDENT ACTION LEVELS

Purpose of Action Levels: Provides short-hand method for mobilizing emergency response
forces. A responder to an emergency scene estimates the level and notifies the emergency
management system. (Notification may be directed through the 911 Dispatch Center)
                      (Lowest)                                      (Highest)

                                     Level 1                    Level 2                     Level 3
Scope of Emergency          Specific Location            Local Area Affected       Wide Area- Disaster

Resources Needed            Local                        Regional or Local         Sate or Federal
                            Ex: Serious fire or          Ex: Loss of telephone     Ex: Wind damage, flash
                            accident, multi-agency       communications,           floods, prolonged utilities
Possible Emergency Event    response needed              multi-agency              loss, earthquake
                                                         response, hazardous
                                                         chemical release
                            Spills, leaks, or fires of   Incident involving        Incident involving a severe
                            small amounts of fuel,       greater hazard which      hazard: poses an extreme
                            oil or other materials       threatens the public or   threat to life and property.
                            that can be managed using    environment beyond        High hazard and large
HAZARDOUS                   equipment available to       the area of the release   quantity (bulk container).
MATERIALS *                 first responder operations   and may require           Will require Public
                            level, such as SCBA          limited Public            Protective Actions on a
                            and/or SFPC.                 Protective Actions.       large scale and expanded
                                                         Mid-range hazard and      expertise.
                                                         quantity.
Jurisdictions                         One                      One or Two                 Two or More
Evacuation                             No                Possible, Limited Area       Possible, Large Area
Multiple Sites                         No                       Possible                       Yes
Mass Care                              No                       Possible                     Possible
Local EOC Activated                    No                         Yes                          Yes
Local Warnings                         No                         Yes                          Yes
Mass Warnings                          No                          No                          Yes
State EOC Activated                    No                          No                          Yes
Federal EOC Activated                  No                          No                          Yes


         3. The Indiana Department of Homeland Security has six levels of response
            depending on the severity/complexity of the disaster emergency. These levels are:

                 a. Level I – Local level, no mutual aid or state assistance requested.
                 b. Level II – Local level, mutual aid requested, no state assistance requested.



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             c. Level III – State assistance requested, state Emergency Operations Center
                not activated.
             d. Level IV – State assistance requested, state Emergency Operations Center
                activated.
             e. Level V – Governor’s Declaration of Disaster, no federal assistance
                requested.
             f. Level VI – Federal assistance requested.

      4. Overall Plan Priorities: The following operational priorities are listed in order of
         importance. Whenever demands for emergency assistance/requests for resources
         (personnel or equipment) conflict. The operational demand that is highest on the
         list shall prevail.
              A. SAVE LIVES
                  1. Save human lives.
                  2. Treat the injured.
                  3. Warn the public to avoid further casualties.
                  4. Shelter persons-in-place from the effects of the emergency.
                  5. Evacuate people from the effects of the emergency.
                  6. Shelter and care for those evacuated.
                  7. Save animals – livestock and domestic pets.

             B. PROTECT PROPERTY
                8. Save property from harm/destruction.
                9. Take action to prevent further harm/loss.
                10. Provide security for property – especially in evacuated areas.

              C.    PROTECT THE ENVIRONMENT
                   11. Confine hazardous chemical releases to the smallest possible area.
                   12. Prevent runoff from entering streams, ponds, lakes, rivers or sewers.
                   13. Contain the chemical release.

              D.       STABILIZE THE ECONOMY
                   14. Take action to prevent price gouging in essential goods, services and
                       rent.
                   15. Take action to keep people working

              E.       RESTORE THE COMMUNITY
                   16. Restore essential services/utilities
                   17. Restore community infrastructure, such as roads
                   18. Help restore the economic basis of the community.

      5. The primary role of emergency management is to save lives, protect property and
         the environment by developing appropriate operational capabilities. Reaching
         these goals is facilitated by dividing emergency management activities into the
         following phases: mitigation, preparedness, response and recovery.

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             a. Mitigation is any action taken to eliminate or reduce the degree of long
                term risk to human life and property from any type of hazard. Examples of
                mitigation efforts are:
                          1. Building/Fire/Electrical codes
                          2. Disaster Insurance
                          3. Land use/zoning regulations
                          4. Public education
                          5. Risk area mapping
                          6. Statutes/ordinance/codes
                          7. Tax incentives
             b. Preparedness is any activity taken in advance of en emergency that
                facilitates the implementation of a coordinated response. Examples of
                Preparedness include:
                       1.    Continuity of government
                       2.    Emergency Alert System
                       3.    Comprehensive Emergency Management Plans/Standard
                             Operating Plans/Procedures
                       4.    Emergency Operations Centers
                       5.    Exercises/Training
                       6.    Hazard Identification
                       7.    Procurement of equipment and supplies
                       8.    Warning systems

             c. Response is any action taken immediately before, during, or directly after
                an emergency occurs to save lives, minimize damage to property, and
                enhance the effectiveness of recovery. Examples of response are:
                     1.    Emergency medical assistance
                     2.    Law enforcement response
                     3.    Fire and rescue response
                     4.    Evacuation
                     5.    Emergency sheltering
                     6.    Protective action announcements/Public Information
                     7.    Emergency Operations Center Activation
                     8.    Decontamination

             d. Recovery is short-term activity to return vital life-support systems to
                minimum operating standards, and; long-term activity designed to return
                society to safe and normal levels of activity. Examples of recovery are:
                      1.     Damage Assessment
                      2.     Debris clearance
                      3.     Counseling/Critical Incident Stress Debriefing
                      4.     Disaster Assistance
                      5.     Temporary Housing
                      6.     Reconstruction

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      6. Mitigation, preparedness, response and recovery fall within recognized time
         periods. Mitigation and preparedness activities take place in the pre-emergency
         time frame. Response activities occur in the trans-emergency time frame and
         recovery occurs in the post emergency time frame.
      7. Mitigation, preparedness, response and recovery are addressed in each Emergency
         Support Function of this plan to include the essence of planned arrangements for
         ach time frame.

      C. Inter-Jurisdictional Relationships
      1. Operational Area Districts - For emergency management planning and response
          purposes the territory of Wayne County has been divided into five Operational Area
          Districts. The assignment of these districts parallels established school district
          boundaries within the County. Each Operational Area District contains incorporated
          and unincorporated areas, and primary and supporting resources. The elected Chief
          Executive Officers representing the largest resident population of the Operational
          Area District are primarily responsible for emergency operations affecting their
          district. These elected officials, including mayor, town council, and township trustees
          will exercise direction and control for emergency operations within the district from
          designated jurisdictional Emergency Operations Centers (JEOC) which may be
          activated at their discretion.

             a.      Northeastern (District 1): Townships of Franklin, New Garden, Greene
                     and Webster. Towns of Fountain City, Whitewater, Williamsburg,
                     Webster and Bethel.
             b.      Nettle Creek (District 2): Townships of Perry, Dalton, Jefferson, Clay and
                     Harrison. Towns of Hagerstown, Greens Fork, Economy, Dalton,
                     Franklin and Jacksonburg.
             c.      Western Wayne (District 3): Townships of Jackson, and Washington.
                     Towns of Cambridge City, Mount Auburn, Dublin, Milton, East
                     Germantown and Pennville.
             d.      Centerville - Abington (District 4): Townships of Center and Abington.
                     Towns of Centerville and Abington.
             e.      Richmond (District 5): Townships of Wayne and Boston. City of
                     Richmond. Towns of Boston, Spring Grove, Chester, and Middleboro.

      2. The elected Chief Executive Officers of each jurisdiction within Wayne County are
         ultimately responsible for protecting lives and property in an emergency situation
         within their respective jurisdictions.

      3. The Chief Executive Officers of affected county jurisdictions (i.e., towns, cities,
         townships and county) may exercise all necessary local emergency authority and
         powers for responding to and recovering from emergency situations by issuing a
         Declaration of Local Disaster Emergency (see Tab 3 to the Basic Plan).



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      4. Should there by an occurrence that affects only one sub-jurisdiction within the county,
          emergency operations will take place under the direction and control of the Chief
          Executives of the affected sub-jurisdiction, with the county-wide emergency
          management agency supporting the operation through augmentation of manpower,
          equipment and material.

      5. Should there be an occurrence that affects two or more sub-jurisdictions within the
         county, emergency operations will take place under the direction and control of the
         Chief Executives of each jurisdiction with the county-wide emergency management
         agency coordinating necessary operations and managing resources for the affected
         areas.

      6. Should there be an occurrence outside of municipalities, the primary emergency
         service provider with jurisdiction (i.e., law enforcement or fire department) will
         assume direction and control responsibilities with the county-wide emergency
         management agency supporting the operation through augmentation of manpower,
         equipment and materials.

      7. If all available local resources are committed, including mutual aid, and assistance is
          still required, assistance may be requested from the state.

          Note: Whenever state assistance has been requested, the Area Coordinator for the
          Indiana Department of Homeland Security which is responsible for this area shall be
          notified and report to the Wayne County Emergency Operations Center, or as
          appropriate, the Area Coordinator shall assist local officials in coordinating
          operations with state resources.

      8. Requests for federal assistance are made by local government by coordinating
         requests through the Indiana Department of Homeland Security.

D.    The Declaration Process
      1. The provisions of this plan are applicable to all significant emergencies and
         disasters that require a declaration of local disaster emergency by the Chief
         Elected Official of the impacted jurisdiction. Local disaster emergency activities
         and requests for assistance will be made in accordance with the following
         procedures (refer to I.C. 10-4-1-23)
             a. Town/City Government
                 1. Emergency response agencies from town/city government will respond
                     to an emergency/disaster within their corporate limits, or service area,
                     and coordinate activities in accordance with their standard operating
                     procedures, emergency operations plan and mutual aid agreements.
                 2. The Mayor or city/town council of an incorporated city may proclaim a
                     local disaster/emergency when a situation is or likely will be beyond
                     the scope of control of the city/town. The local emergency
                     proclamation should be forwarded to the county emergency

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                      management director in an expedient manner, i.e., voice, telephone,
                      followed by a hard copy.
                   3. The city emergency management director will notify county
                      emergency/management as well as state emergency management that a
                      declared situation exists.
                   4. The local emergency proclamation should be forwarded to the city
                      clerks office as soon as possible.

               b. County Government
                     1. Upon receipt of the proclamation of a local emergency from an
                        incorporated town/city of the county or, upon the occurrence of a
                        significant emergency or disaster event in the county the President
                        of the Board of Commissioners will:
                             a. Provide available assistance requested to contain the
                                 incident, i.e., sheriff, public works, health, etc.
                             b. Notify IDHS that a situation exists which may require the
                                 proclamation of a local emergency.
                     2. In the event a situation exists in the unincorporated portions of the
                        county, which may affect lives and property, the county will take
                        necessary measures to bring the situation under control utilizing all
                        available county government resources.
                     3. If the situation in either incorporated or unincorporated portions of
                        the county is beyond the capabilities and resources of the county to
                        control, the president of the Commissioners may proclaim a local
                        emergency to exist in accordance with IC 10-4-1-23.
                     4. The local emergency proclamation and a Request for Assistance
                        form will be forwarded to the Executive Director, of the Indiana
                        Department of Homeland Security.
                     5. The county local declaration of disaster emergency should be
                        forwarded to the County clerk’s office as soon as possible.

E.     Limitations
The county will endeavor to make every reasonable effort to respond in the event of an
emergency or disaster. However, county resources and systems may be overwhelmed. The
responsibilities and tenets outlined in this plan will be fulfilled only if the situation,
information exchanges, extent of actual agency capabilities, and resources are available at the
time.

There is no guarantee implied by this Plan that a perfect response to emergency or disaster
incidents will be practical or possible.




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IV. Organization and Assignment of Responsibilities

      A. Organization
      1. County-wide Agreements:
            a. The Board of Wayne County Commissioners of Wayne County and the
               Chief Executive of all or a majority of the other political subdivisions
               within the county have entered into a written agreement establishing a
               county-wide emergency management agency.
            b. The Wayne County Emergency Management Advisory Council and
               Emergency Management Agency Ordinance, as amended, provides for the
               county-wide jurisdiction of the county emergency management agency and
               establishes the organization, duties, powers and special powers of the
               county emergency management agency and those who contribute to its
               functional operation.

      2. Advisory Council:
         An Emergency Management Advisory Council made up of representatives
         selected by the Board of County Commissioners is responsible for appointing the
         county/Emergency Management Director. The Board is composed and functions
         according to I.C. 10-4-1-10. Members of the Advisory Council also serve as the
         Local Emergency Planning Committee established under the Emergency Planning
         Community Right-to-Know Act.

      3. Wayne County Emergency Management Director:
           a. The Wayne County Emergency Management Director, in coordination with
              the Advisory Council, has established a program for emergency
              management in Wayne County which is in accordance with I.C. 10-4-1 and
              regulations developed under it.
           b. The Wayne County LEPC has established a program for hazardous
              material information management, emergency planning, training response
              personnel and exercising the hazardous materials response plan.
           c. The Wayne County Emergency Management Director, in coordination with
              executives in affected jurisdictions, is responsible for implementing this
              Comprehensive Emergency Management Plan.
           d. The Wayne County Emergency Management Director, in cooperation with
              the Wayne County Commissioners, and assigned staff coordinates
              emergency response from the emergency operations center and supports
              fire, and/or law enforcement authorities directing the emergency response
              at the scene.

      B. Assignment of Responsibilities
      1. This plan assigns functional responsibilities accepted by designated departments,
         agencies and other organizations. Emergency Support Functions are established to
         carry out the provisions and task assignments of this plan. Each ESF addresses
         mitigation, preparedness, response and recovery activities and tasks for specific

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          emergency management functions. One department or agency is designated to be
          responsible for coordinating the tasks and resources within each ESF where other
          agencies are assigned support roles.

      2. Each Primary Coordinating Agency is responsible for assigning sufficient
         personnel and work time to ensure effective administration and implementation of
         their assigned ESF. Primary and Alternate (at minimum) ESF Coordinator’s, who
         would report to and operate from the EOC, when activated, are to be designated
         and provide 24 hour contact information to the Emergency Management Agency
         Director. Agency Coordinator’s shall have full authority to commit agency and
         ESF resources (personnel and material).

      3. Primary ESF Coordinators are responsible for developing their resource support
         agencies and for developing Standard Operating Procedures or Guidelines
         addressing the detailed operation of their ESF.

      4. Each department head of a primary or support agency with emergency
         responsibilities identified in this plan is responsible for developing appropriate
         Standard Operating Procedures or Guidelines addressing specific emergency
         operating procedures of their individual departments. Each department is
         responsible for the conduct and performance of its training, exercise and
         evaluation programs concerning their internal SOP’s/ SOG’s.

      5. The Emergency Operations Center Coordinator is responsible for the operation of
         the county EOC. The EOC Coordinator will implement activation of the EOC as
         indicated or requested by the Emergency Management Director, Chief Elected
         Official or on scene Incident Commander. The EOC Coordinator will function as
         the liaison between the Chief Elected Official and the activated Agency
         Coordinators and state and federal representatives in the EOC to provide effective
         coordination and implementation of emergency response and recovery activities.

      6. Section Chiefs may be assigned to assist the EOC Coordinator in the activated
         EOC with functional management of Agency Coordinators and activation and
         implementation of Emergency Support Functions assigned to their specific section.
         Section Chiefs will have management responsibilities in the following sections:

             a.   Operations Management Section Chief
             b.   Emergency Services Management Section Chief
             c.   Human Support Management Section Chief
             d.   Infrastructure Support Management Section Chief

      7. Emergency Support Function - Primary Coordinating Agency:
         Each ESF has a department or organization designated as the Primary
         Coordinating Agency. The Primary Coordinating Agency oversees and
         coordinates the assigned ESF under the direction of the Emergency Management

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          Agency Director. Selection of Primary Coordinating Agency’s is based upon its
          authority, resources and capabilities in a particular functional area and its
          administrative and personnel abilities to perform the work required.

      8. General Duties and Responsibilities of Agency Coordinators:
         Primary and alternate Agency Coordinators assigned by the Primary Coordinating
         Agency shall have the following responsibilities:
            a. Review the assigned ESF and determine plan requirements.
            b. Review Support Agency assignments and tasks.
            c. Meet with Support Agencies to review task assignments and existing
                Standard Operating Procedures/Guidelines.
            d. Develop Standard Operating Guidelines for operation of the ESF. Forward
                a copy to Emergency Management Agency.
            e. Identify subject matter experts for consultation on technical aspects of the
                assigned ESF.
            f. Support training efforts of Support Agencies.
            g. Participate in Emergency Management training programs relevant to
                assigned ESF.
            h. Participate in Emergency Management exercises.
            i. When activated for actual response, report to the E.O.C. and implement
                ESF response operations according to ESF task checklist and S.O.G.’s.
            j. Ensure each agency involved in incident management activities is
                providing appropriate situational awareness and resource status
                information.
            k. Establish priorities between incidents and/or Area Commands in concert
                with the IC or UC(s) involved.
            l. Acquire and allocate resources required by incident management personnel
                in concert with the priorities established by the IC or UC.
            m. Anticipate and identify future resource requirements.
            n. Coordinate and resolve policy issues arising from the incident(s).
            o. Provide strategic coordination as required.
            p. During activation, provide daily Situation Reports to the EOC Coordinator
                and/or the Emergency Management Agency Director.
            q. Document all actions taken during activation.
            r. Ensure improvements in plans, procedures, communications, staffing, and
                other capabilities are acted on, following the incident(s).
            s. Ensure necessary improvements are coordinated with appropriate
                preparedness organizations following the incident(s).
            t. Participate in after action debriefings and critiques. Complete After Action
                Report for the ESF. Forward necessary changes to ESF to the Emergency
                Management Agency Director for review and updating of plans.

      9. Emergency Support Function - Support Agency:
         Other agencies, departments, organizations and groups have been designated as
         Support Agencies for one or more ESF’s based on their resources and capabilities

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           to support the assigned functional area. Primary Coordinating Agencies may re-
           assign Support Agency tasks as needed and may recruit additional support
           agencies for newly identified tasks.

       10. General Duties and Responsibilities of Support Agencies:
           Support Agencies will coordinate their efforts under their designated ESF of this
           plan with eh designated Agency Coordinator representing the Primary
           Coordinating Agency. Department heads of support agencies with tasks identified
           in this plan shall develop appropriate Standard Operating Procedures/Guidelines
           for their organization to ensure the effective implementation of this plan. Support
           Agencies will provide training appropriate to their assigned responsibilities for all
           staff. Support Agencies will participate in exercises. Support agencies will
           participate in after action debriefings and critiques and forward recommended
           changes in their portion of this plan to the ESF Agency Coordinator.

       11. Volunteer and Private Organizations:
           A number of volunteer and private organizations are available to respond to
           emergencies and disasters. These groups include the American Red Cross,
           Wayne-Union County Chapter; The Salvation Army; Radio Amateur Civil
           Emergency Services (RACES) and Volunteer Fire Departments which service
           Wayne County. These groups have support agency assignments detailed in this
           plan, and have duties and responsibilities consistent with all other Support
           Agencies. Other groups and organizations may become involved in emergency
           management and receive task assignments through development of the various
           ESF’s. Groups that wish to volunteer for specific emergency or disaster response
           are encouraged to contact the American Red Cross, Wayne-Union County
           Chapter.

       C. General Duties and Responsibilities
This section identifies the primary roles of the established Emergency Support Functions and
describes the general duties and responsibilities of the Primary Coordinating Agencies. Since
Wayne County is in the process of implementing the Emergency Support Function concept,
it is appropriate to identify the primary roles of those identified Emergency Support
Functions. This section describes some of the basic duties and responsibilities of the Lead
Emergency Support Function Agencies.

Emergency Support Function 1 – Transportation
Wayne County Engineer / Highway Department
   Coordinate all Wayne County transportation resources in support of local
     transportation needs.
   Perform damage assessment and coordinate the restoration of Wayne County’s
     transportation infrastructure.
   Interface with State supplied transportation resources.
   Assist municipal/township governments with Transportation Emergency Support
     Function activities where appropriate.

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      Conduct planning sessions with support agencies and develop training in
       preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 2 – Communications and Warning
Wayne County 911 Communications Center
   Coordinate the provision, acquisition, and deployment of all communications support
     to Wayne County Emergency Support Functions and other agencies with regard to
     common communications equipment.
   Coordinate operations, installation, and restoration of additional communications
     services, as needed.
   Assess communications capabilities between responding local, State, and Federal
     agencies.
   Perform damage assessment, if appropriate, on Wayne County’s communications
     systems.
   Maintain and operate the emergency warning system.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 3 – Public Works and Engineering
Wayne County Engineer
   Provide technical advice and engineering services, public works, emergency
     contracting, facilities management, emergency road and debris clearance, emergency
     traffic control and signalization, and other services and support, as requested.
   Develop emergency procedures for supporting efforts to close, decontaminate, and/or
     restore water and sewer service.
   Perform damage assessment on Wayne County facilities/infrastructure and assist local
     jurisdictions, where appropriate.
   Provide training to field personnel with regard to personal protective equipment.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 4 – Firefighting
Fire Chief – Richmond Fire Department
    Manage and coordinate County-level fire response operations.
    Coordinate personnel, equipment, and resources to support other Emergency Support
      Functions, and/or local government, as needed, during search and rescue operations.
    Support local government in the mitigation and suppression of fires, where
      appropriate.
    Identify training opportunities in terrorism response for local firefighting personnel.
    Make terrorism awareness training available to communications and field personnel.
    Conduct planning sessions with support agencies and develop training in
      preparedness, response, and recovery activities for all appropriate personnel.




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Emergency Support Function 5 – Information and Planning
Wayne County Assessor
   Collect, process, and disseminate information to facilitate emergency response and
     recovery efforts, to use in reports, briefings, and plans and to support the daily
     operations at the Wayne County Emergency Operations Center.
   Assess the scope and magnitude of the incident and request resources, when
     necessary, from other areas.
   Coordinate written and verbal communications between Emergency Support Function
     Primary Coordinating Agency representatives working in the County Emergency
     Operations Center.
   Establish and maintain status boards or alternate systems for briefing purposes.
   Prepare for periodic briefings in support of ESF 19, Coordination and Control.
   Publish periodic situation reports in conjunction with ESF 19, Coordination and
     Control and ESF 17, Public Information.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 6 – Shelter and Mass Care
Indiana State of FSSA Division of Family & Children Services
    Coordinate efforts to provide shelter, food, water, and other forms of emergency relief
      to victims of a disaster.
    Assess the need for alternative shelter operations that may be necessary due to the
      nature of the incident, such as decontamination procedures.
    Coordinate with ESF 1, Transportation and ESF 13, Evacuation Emergency Support
      Functions for the movement of victims to shelter locations.
    Coordinate with the school corporations and/or ESF 7, Resource Support Emergency
      Support Function in locating shelter facilities, where necessary.
    Coordinate disaster welfare inquiry.
    Conduct planning sessions with support agencies and develop training in
      preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 7 – Resource Support
EOC Operations Officer
   Coordinate and provide logistical management and resource support to all Emergency
     Support Functions in response and recovery efforts to include emergency relief
     supplies, facilities, equipment, fuel, office supplies, contracting services, and all other
     resources which may be required.
   Maintain inventory listings at the County and municipal level.
   Coordinate with other Emergency Support Functions regarding specialized resources
     that may be needed due to an act of terrorism and maintain a listing of those resources.
   Establish and maintain warehousing and distribution facilities, as appropriate.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.


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Emergency Support Function 8 – Health and Medical
Wayne County Health Department
   Provide supplemental assistance in identifying and meeting the general health and
     welfare of victims of a major emergency or disaster and for provision of emergency
     first aid and pre-hospital emergency medical services to the affected population.
   Interface with local, State, and Federal health and medical resources, as needed.
   Coordinate communications between the emergency medical system, hospitals, and
     other segments of the medical community during a disaster.
   Assess the general health and medical needs of the affected population and workers.
   Monitor conditions that could impact general health and evaluate food, drug, medical
     safety, and water purity.
   Identify training opportunities in terrorism response for local EMS personnel.
   Make terrorism awareness training available to communications and field personnel.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 9 – Search and Rescue
Jurisdiction Fire Department
    Coordinate and manage search and rescue operations including locating, extricating,
       and providing disaster medical treatment for victims.
    Develop and maintain an inventory of search and rescue resources at the local, State,
       and Federal levels.
    Identify unique search and rescue problems that could be associated with an act of
       terrorism and train personnel accordingly.
    Identify training opportunities in terrorism response for local search and rescue team
       personnel.
    Conduct planning sessions with support agencies and develop training in
       preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 10 – Hazardous Materials
Jurisdictional Fire Department
    Develop and maintain an inventory of specialized Hazardous Materials resources
       available at local, State and Federal levels that may be necessary for response to an act
       of terrorism.
    Identify training opportunities in terrorism response for local Hazardous Materials
       team personnel.
    Make terrorism awareness training available to communications and field personnel.
    Assess the County’s inventory of personal protective equipment needed for chemical
       and biological agents often used as Weapons of Mass Destruction.
    Coordinate responses to major releases or spills of hazardous materials, where
       appropriate, as well as overall containment and clean up.
    Provide equipment, personnel, and technical assistance where necessary to support
       other Emergency Support Functions and/or local, State, or Federal government
       resources.

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      Conduct planning sessions with support agencies and develop training in
       preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 11 – Food and Water
Indiana State of FSSA Division of Family & Children Services
    Develop a plan of operation that will ensure timely distribution of food supplies to
      mass care and food/water/ice distribution locations.
    Coordinate with the Wayne County Emergency Management Agency and ESF 6,
      Shelter/Mass Care and ESF 19, Coordination & Control Emergency Support
      Functions to determine food, water, and ice needs for victims and/or responders.
    Coordinate with ESF 1, Transportation Emergency Support Function for the
      transportation and distribution of food and water supplies.
    Deploy potable water tanks to locations identified by county officials.
    Maintain records of the cost of supplies, resources, and man-hours expended in the
      response and recovery from an act of terrorism.

Emergency Support Function 12 – Energy
Wayne County Engineer
   Coordinate, prioritize, and restore public utilities and services to include electric and
     hydroelectric power, water, and gas.
   Assess system damages and requirements to restore such systems.
   Coordinate public utility equipment and personnel, as required.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 13 – Evacuation
Wayne County Sheriff’s Department
   Coordinate with all Wayne County law enforcement resources in support of local
     evacuation needs.
   Interface with State supplied evacuation resources.
   Assist municipal/township governments with ESF 13, Evacuation Emergency Support
     Function activities, where appropriate.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 14 – Donations and Volunteer Management
Indiana State of FSSA Division of Family & Children Services
    Coordinate all Wayne County volunteer resources.
    Interface with State supplied volunteer resources.
    Maintain and operate the donations hotline.
    Conduct planning sessions with support agencies and develop training in
      preparedness, response, and recovery activities for all appropriate personnel.




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Emergency Support Function 15 – Law Enforcement
Wayne County Sheriff’s Department
   Coordinate with all Wayne County law enforcement response, traffic control, and
     recovery actions.
   Interface with local, State, and Federal law enforcement agencies.
   Provide safety and security for the general public and at appropriate locations to
     prevent unauthorized entry into exclusionary zones of the incident.
   Coordinate and consolidate information from all other law enforcement agencies.
   Make terrorism awareness training available to communications and field personnel.
   Identify training opportunities in terrorism response for local law enforcement
     personnel.
   Assess policies and procedures with regard to an act of terrorism and modify or
     develop accordingly.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 16 – Animal Health Emergency
Wayne County Extension Office
   Identify critical farm/breeding facilities and animal site vulnerable to attack.
   Coordinate with ESF 8, Health and Medical & ESF 15, Law Enforcement Emergency
     Support Functions.
   Develop and maintain an Animal Health Emergency Response Plan.
   Coordinate and disseminate emergency public information on animal health.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 17 – Public Information
Wayne County Sheriff’s Department Public Information Officer
   Coordinate and disseminate emergency public information.
   Manage media personnel.
   Establish and implement plans and procedures for opening/participating in a Joint
     Information Center.
   Coordinate information gathering, production, and editing.
   Identify training opportunities in media management during a terrorism incident for
     local Public Information Office personnel, to include the establishment of a Joint
     Information Center.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.




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Emergency Support Function 18 – Damage Assessment
Wayne County Assessor
   Conduct and coordinate damage assessment activities of all damaged County facilities,
     and collect and compile damage assessment data from local jurisdictions that may
     support a Presidential Declaration.
   Conduct planning sessions with support agencies and develop training in
     preparedness, response, and recovery activities for all appropriate personnel.

Emergency Support Function 19 – Coordination and Control
Wayne County Emergency Management Agency
   Identify and procure the location, install and test needed equipment and develop the
     procedures necessary to set up and operate the County Emergency Operations Center.
   Identify a secondary location for the County EOC should it be necessary.
   Train ESF and support personnel to operate in the EOC environment.
   Identify training opportunities for local EMA personnel, to include participation in a
     Joint Operations Center.
   Establish plans and procedures for opening/participating in a Joint Operations Center.
   Make terrorism awareness training available to all EMA personnel.
   Conduct planning sessions with Support Agencies and develop training in
     preparedness, response and recovery activities for all appropriate personnel.




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Primary Coordinating Agency Matrix
This matrix shows what agencies are identified as the Primary Coordinating Agency for each
Emergency Support Function at the County, State and Federal levels. During a major
emergency, such as an major earthquake or an act of terrorism, these agencies would be the
primary contacts for the coordination of communications, planning activities and resources.

                  ESF Primary Coordinating Agencies at Various Levels of Government
Number     Function Name          Wayne County               State             Federal

    1      Transportation           County Engineer / Highway           IDOT                     DOT
                                             Dept.
    2      Commun. & Warning               911 Center                   IDHS               Nat. Comm. Sys.
    3      Public Works &            Wayne County Engineer         Department of                 DOD
           Engineering                                             Administration
    4      Firefighting             Richmond Fire Department       Dept. of Fire &              USDA
                                                                  Building Services
    5      Information & Planning       County Assessor                 IDHS                    FEMA

    6      Shelter & Mass Care      Div. of Family & Children           IDHS              American Red Cross
                                             Services
    7      Resource Support          EOC Operations Officer             IDHS               General Services
                                                                                            Administration
    8      Health & Medical         County Health Department     State Department of     Department of Health /
                                                                        Health                  Human
    9      Search & Rescue              Jurisdictional Fire             IDHS                    FEMA
                                            Department
   10      Hazardous Materials          Jurisdictional Fire             IDEM                     EPA
                                            Department
   11      Food & Water             Div. of Family & Children        RESERVED                   USDA
                                             Services
   12      Energy                        County Engineer          Utility Regulatory     Department of Energy
                                                                     Commission
   13      Evacuation                 Sheriff’s Department       Indiana State Police
   14      Donations & Volunteers   Div. of Family & Children            IDHS
                                             Services
   15      Law Enforcement            Sheriff’s Department       Indiana State Police
   16      Animal Health            Wayne County Extension      Board of Animal Health
           Emergency                          Office
   17      Public Information         Sheriff’s PIO Officer             IDHS
   18      Damage Assessment         Wayne County Assessor              IDHS

   19      Coordination & Control   Wayne County EMA




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P= Primary Support




                                                                                                                                                                                      ESF 10 Hazardous
                                                                             ESF 4 Firefighting




                                                                                                                                                                                                                                                       ESF 14 Donations
                                                                                                                 ESF 6 Mass Care
                                             Communications




                                                                                                                                                                                                                                                                                                                        ESF 18 Damage
   Agency




                                                                                                                                                                     ESF 9 Search &
                                                                                                                                   ESF 7 Resource


                                                                                                                                                    ESF 8 Health &




                                                                                                                                                                                                         ESF 11 Food &




                                                                                                                                                                                                                                                                                                                                        Coordination &
                                                                                                                                                                                                                                                                                        ESF 16 Animal
                                                                                                                                                                                                                         ESF 12 Energy
                            Transportation




                                                                                                                                                                                                                                                                                                        ESF 17 Public
                                                                                                  ESF 5 Info &




                                                                                                                                                                                                                                                       & Volunteers
                                                              ESF 3 Public




                                                                                                                                                                                                                                                                          Enforcement
                                                                                                                                                                                                                                                                          ESF 15 Law
                                                                                                                                                                                                                                         Evacuations
S= Supporting Agency




                                                                                                                                                                                                                                                                                                                        Assessment
                                                                                                                                                                                      Materials
                                                                                                  Planning




                                                                                                                                                    Medical
                                                                                                                                   Support




                                                                                                                                                                                                                                                                                                                                        Control
                                                                                                                                                                                                                                         ESF 13




                                                                                                                                                                                                                                                                                                                                        ESF 19
                                                                                                                                                                     Rescue
                                                              Works




                                                                                                                                                                                                                                                                                        Health
                            ESF 1


                                             ESF 2




                                                                                                                                                                                                         Water




                                                                                                                                                                                                                                                                                                        Info
County Engineer             P                                                                     S                                S                                                                                                                                      S                                                             S
911 Center                                   P
County Engineer                              S                P                                   S                                S                S                                 S                                                                                   S                                             S               S
Richmond Fire Dept.                          S                               P                    S                                                 S                                 S                                                  S                                S                                                             S
County Assessor             S                S                S              S                    P              S                 S                S                S                S                  S               S                             S                  S             S               S               S               S
Division of Family                           S                                                    S              P                 S                S                                 S                                                                S                  S             S               S                               S
Wayne County EMA            S                S                S                                   S                                P                                                  S                                                                S                  S                             S                               S
Wayne Co. Health            S                S                                                    S              S                 S                P                                 S                                                                                   S                             S                               S
Richmond Fire Dept.                                                                               S                                                 S                P                S                                                                                                                                                 S
Jurisdictional Fire Dept.                                                                         S                                                 S                                 P                                                                                                                 S                               S
Division of Family                           S                                                    S                                                 S                                 S                  P                                                                                              S                               S
County Engineer                              S                                                    S                                                 S                                 S                                  P                                                                                                              S
Wayne Co. Sheriff Dept.     S                S                                                    S              S                 S                S                                 S                                                  P                                S                             S
Division of Family                           S                                                    S                                S                S                                                                                                  P                  S                             S
Wayne Co. Sheriff Dept.                      S                                                    S                                                 S                                 S                                                                                   P                                                             S
Wayne Co. Extension                                           S                                   S                                S                S                S                S                                                                                                 P               S
Wayne Co. Sheriff                            S                                                    S                                                                                                                                                                                                     P                               S
Wayne Co. Assessor                           S                                                    S                                                 S                                                                                                                                                   S               P               S
Wayne County EMA            S                S                S              S                    S              S                 S                S                S                S                  S               S               S             S                  S             S               S               S               P
American Red Cross          S                                                                     S              S                 S                                                                     S                                             S                                S               S               S
Salvation Army                                                                                                   S                                                                                       S                                             S
Jurisdictional Fire Dept.                    S                               S                                                                                       S                S                                                  S                                                              S
Jurisdictional Law Enf.                      S                                                                                                                                        S                                                                                   S
Community Utilities         S                                 S                                                                    S                                                                                     S                                                                              S               S
Community Pub. Works.       S                                 S                                                                    S                                                                                     S


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P= Primary Support




                                                                                                                                                                                     ESF 10 Hazardous
                                                                            ESF 4 Firefighting




                                                                                                                                                                                                                                                      ESF 14 Donations
                                                                                                                ESF 6 Mass Care
                                            Communications




                                                                                                                                                                                                                                                                                                                       ESF 18 Damage
   Agency




                                                                                                                                                                    ESF 9 Search &
                                                                                                                                  ESF 7 Resource


                                                                                                                                                   ESF 8 Health &




                                                                                                                                                                                                        ESF 11 Food &




                                                                                                                                                                                                                                                                                                                                       Coordination &
                                                                                                                                                                                                                                                                                       ESF 16 Animal
                                                                                                                                                                                                                        ESF 12 Energy
                           Transportation




                                                                                                                                                                                                                                                                                                       ESF 17 Public
                                                                                                 ESF 5 Info &




                                                                                                                                                                                                                                                      & Volunteers
                                                             ESF 3 Public




                                                                                                                                                                                                                                                                         Enforcement
                                                                                                                                                                                                                                                                         ESF 15 Law
                                                                                                                                                                                                                                        Evacuations
S= Supporting Agency




                                                                                                                                                                                                                                                                                                                       Assessment
                                                                                                                                                                                     Materials
                                                                                                 Planning




                                                                                                                                                   Medical
                                                                                                                                  Support




                                                                                                                                                                                                                                                                                                                                       Control
                                                                                                                                                                                                                                        ESF 13




                                                                                                                                                                                                                                                                                                                                       ESF 19
                                                                                                                                                                    Rescue
                                                             Works




                                                                                                                                                                                                                                                                                       Health
                           ESF 1


                                            ESF 2




                                                                                                                                                                                                        Water




                                                                                                                                                                                                                                                                                                       Info
Private Utility Co.                         S                S                                   S                                                                                                                      S                                                              S                               S
Jurisdictional EMS         S                                                S                                   S                                  S                                                                                    S
Local Radio Stations                        S                                                                                                                                                                                           S             S                                                S
RACES                                       S                                                                                                                                                                                                                                                          S
Local Pharmacies                                                                                                S                                  S                                 S                                                                S
Local Health Facilities                                                                                                                            S                                                                                                  S
Hospitals                                                                                                                                          S
Wayne Co. Government       S                S                S                                   S              S                 S                S                                 S                                                  S             S                  S             S               S               S               S
Military Support                                                                                                                  S
Community Schools          S                                                                                    S                 S                S                                                    S
Community Centers                                                                                               S                                  S                                                    S                                             S
Community Churches                                                                                              S                                                                                       S                                             S
Animal Control Officers                                                                                                                                                                                                                                                                S
Veterinarians                                                                                                                                                                                           S                                                                              S               S
Animal Shelters                                                                                                                                                                                                                                                                        S
Building Inspectors                                          S                                                                                                                                                                                                                                         S               S
Jurisdictional Town/City                                                                         S                                S                                                                                                                                                                    S               S               S
INDOT                                                        S                                   S                                S                                                  S                                                                                                                 S
Chamber of Commerce                                          S                                   S                                S                                                                                     S                             S                                                S               S               S
Wayne Co. Coroner                                                                                                                                  S




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V. Direction and Control
      A.      The Wayne County Commissioners, in cooperation with personnel in the
              activated EOC and chief executive officials in the affected sub-jurisdictions of the
              county will assume direction and control of emergency actions. County officials
              and Richmond city officials will direct and control emergency activities from the
              primary Emergency Operations Center (EOC) located at the County
              Administration Building, 401 East Main Street in Richmond. The alternate EOC,
              should the primary be unusable, will be located at the Richmond State Hospital.
              The County EOC will function as the Area Command Authority for the affected
              county sub-jurisdiction.

       B.      During an emergency the County Commissioners may delegate authority to the
               Emergency Management Agency Director or other official. Special emergency
               authority will terminate at the end of the emergency response or short term
               recovery phase.

       C.      State and/or federal officials arriving at the site of an emergency or at the County
               EOC will not assume direction and control activities unless requested to do so by
               the local chief executives and the Incident Commander, except under the
               provisions of martial law.

       D.      Local Chief Executive Officials: (i.e., City, town and township officials) will
               direct and control emergency operations within their jurisdictions from activated
               Jurisdictional Emergency Operations Centers (JEOC), and coordinate their
               activities with the County Commissioners and staff operating the County EOC.
               JEOCs may be activated by local chief executive officials in response to
               emergency situations which occur within or affect their jurisdictions. The county-
               wide emergency management agency may support emergency operations from
               the JEOC or the County EOC as appropriate and determined by the agency
               director.

       E.      Jurisdictional Emergency Operations Centers and Operational Areas: The
               following lists the geographical location of the JEOCs and the townships and
               towns they serve. Chief executive Officials from each jurisdiction within these
               districts are responsible for designating the location of the primary and alternate
               JEOC and providing necessary personnel and equipment. The JEOCs and
               Operational Areas procedures described below are intended for large scale
               emergency operations beyond those day-to-day emergency services typically
               provided.
               1.       Northeastern Operational Area- JEOC: Fountain City
                        (District 1)
               2.       Nettle Creek Operational Area: JEOC: Hagerstown
                        (District 2)

               3.      Western Wayne Operational Area: JECO: Cambridge City

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                    (District 3)
             4.     Centerville-Abington Operational Area: JECO: Centerville
                    (District 4)
             5.     Richmond Operational Area: JEOC: Richmond (County EOC)
                    (District 5)

      F.     When two or more JEOC's are activated in response to a significant emergency
             situation, the County EOC will be activated by the Emergency Management
             Agency Director. The Wayne County Commissioners and EOC staff will
             coordinate with and assist the JEOCs with carrying out required emergency
             operations. The County Chief Executive will assume over-all direction and
             control responsibilities.

      G.     Activities at the scene of an emergency, public information releases, requests for
             emergency support and local emergency declarations will be coordinated with the
             County Commissioners, Director of Emergency Management and personnel in
             the activated County EOC.

      H.     The Incident Command System (ICS) as established by the US Department of
             Homeland Security through the National Incident Management System, The
             Incident Command System will be established by the first responding emergency
             agency to arrive on scene of an emergency incident. The ICS will be required in
             all emergency situations requiring the response of more than one emergency
             response agency.

             (1)    On-scene direction and control responsibilities shall be vested in the
                    Incident Commander. The Incident Commander shall have all necessary
                    authority to direct and control all activities related to the emergency
                    scene. The Incident Commander will coordinate response actions, public
                    information releases and requests for emergency support with the
                    jurisdictions' chief executive at an activated JEOC or with the personnel
                    in the County EOC.

             (2)    The Incident Commander will represent the primary emergency agency
                    with jurisdiction over the geographical location of the incident. Incident
                    Commanders will represent the fire department and/or law enforcement
                    agency having jurisdiction.

             (3)    The first arriving uniformed emergency responder (fire, police, EMS),
                    regardless of agency affiliation will establish and exercise Incident
                    Commander authority and responsibilities pending the arrival of an
                    officer or supervisor from the jurisdictional agency with command
                    authority for the incident, as described below.




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             (4)    Jurisdictional Fire Department: That department which provides
                    primary fire suppression services to the location of the incident. The fire
                    department will command authority for the following types of incidents:
                    (a)    Urban (structural) and wildland fires
                    (b)    Urban (structural) Search and Rescue
                    (c)    Hazardous Materials (except bombs or Class A explosive (DOT
                           1.1, 1.2))
                    (d)    Extrication and Rescue operations
                    (e)    Mass Casualty Incidents

             (5)    Jurisdictional Law Enforcement Agency: That department which
                    provides full time (24 hours) law enforcement services to the location of
                    the incident. The Wayne County Sheriff's Department shall be the
                    jurisdictional law enforcement agency for unincorporated areas within
                    Wayne County. The Indiana State Police may exercise command
                    authority for incidents which occur on state or federal highways, on state
                    owned property or in any incident involving aircraft. Law Enforcement
                    will have command authority for the following types of incidents:
                    (a)     Civil disturbances (including hostage situations and terrorists)
                    (b)     Mass gathering events
                    (c)     Hazardous Materials (bomb or Class A explosive (DOT 1.1, 1.2))
                    (d)     Crime scenes
                    (e)     Transportation accidents, including aircraft
                    (f)     Evacuations
                    (g)     Wildland Search and Rescue
                    (h)     Terrorism Crisis Management

             (6)    Wayne County Health Department – will have command authority for
                    public health emergencies. In a bio-terrorism event, the health
                    department and law enforcement will share command authority through
                    Unified Command.

             (7)    Public Works – That department which provides public engineering and
                    or public utility services including water, electric, sanitary and/or street or
                    road maintenance to the location of the incident.
                    (a)     Utility outages;

             (8)    Wayne County Coroner – The coroner shall have county-wide
                    jurisdictional command authority for:
                    (a)     Mass fatality incidents

             Should an incident occur which involves more than one jurisdiction or
             operational area; each involved jurisdiction may designate an Incident
             Commander. The Command functions will be shared among the designated
             commanders.

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      I.     Unified Command: In this command structure an over all Incident Commander
             appoints potential Incident Commanders from participating jurisdictions or those
             with legitimate command authority to serve as deputy incident commanders. This
             preserves the unity of on-scene command while allowing all affected jurisdictions
             to participate in the on-scene decision making process. Unified Command
             structures, including police and fire commanders and commanders from other
             involved jurisdictions are strongly recommended.

      J.     Area Command: An Area Command is established based on incident
             complexity and span of control considerations. Area Commands are established
             to oversee the management of multiple incidents within close proximity (i.e.,
             within the same Operational Area) that are each being handled by a separate ICS
             organization. Area Commands are also used to oversee the management of a
             very large incident that involves multiple ICS organizations, geographically
             dispersed: or (1) are not site specific; or (2) geographically dispersed; or (3)
             evolve over longer periods of time; or (4) are not immediately identifiable – (such
             as a bio-terrorism event, or a disease outbreak). Area Commands are particularly
             useful in public health emergencies. Area Command is also used when there are
             number of incidents in the same area and of the same type, such as tornado
             damage to several dispersed properties or multiple fires. These represent
             incidents that may compete for the same resources. When multiple incidents
             occur that do not have similar resource demands, (a major fire and a hostage
             situation) they will be coordinated through the Jurisdictional Emergency
             Operations Center (JEOC) or the County EOC.

      K.     When local chief executive officials activate their JEOC, Incident Commanders
             within that operational area will receive direction and control from the activated
             JEOC. County agencies (i.e., Sheriff's Department) will receive direction and
             control form the County EOC or department head).

      L.     When the County EOC is activated, the County Commissioners and/or County
             EOC personnel will assume direction and control responsibilities for the activated
             JEOCs. JEOCs will maintain direction and control of their respective incident
             commanders and incidents within their operational area.

      M.     Each fire department and law enforcement agency shall establish their Standard
             Operating Procedure for designation of the Incident Commander and the process
             of establishing command.

VI.   Continuity of Government
      A.    Succession of Command:
            1.      The line of succession of the Wayne County Board of Commissioners is
                    from the President through the members of the Board in order of their
                    seniority on the Board. If the chief executive officer fails or is unable to

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                    perform the required duties, the next most senior commissioner shall
                    assume this role. If the commissioners are unable to perform this
                    function, the Wayne County Sheriff shall assume this role. If the Sheriff
                    is unable to perform this function, successively empowered county
                    officers shall assume this role in accordance with I.C. 36-2-2-8 (a). The
                    line of succession for the Wayne County chief executive is as follows:
                    (1)      President, Board of Commissioners
                    (2)      President Pro-Tem Commissioner
                    (3)      Commissioner
                    (4)      County Sheriff
                    (5)      County Auditor
                    (6)      County Clerk
                    (7)      County Director of Emergency Management

             2.     The line of succession to the Emergency Management Agency Director is
                    the Deputy Emergency Management Director followed by the Operations
                    Officer, followed by the full-time Emergency Management Secretary, as
                    follows:
                    (1)     Director, Emergency Management
                    (2)     Deputy Director
                    (3)     Full-time Emergency Management Secretary
                    (4)     Emergency Communications Department Director

             3.     The line of succession to each department head is in accordance to the
                    operating procedures established by each department.

             4.     Each department head shall be responsible for notifying his/her
                    replacement in the line of succession.
             5.     Each assigned Agency Coordinator shall be responsible for notifying
                    his/her replacement or alternate.
             6.     Successors shall have the same authority, duties and responsibilities and
                    shall perform the same functions as the position (person) they replace
                    until such time they are relieved of duty, unless otherwise stipulated in
                    specific departmental procedures.

      B.     Each department of Wayne County Government and each city, town and
             township and their departments are responsible for:
             1. Pre-designating lines of succession.
             2. Pre-delegating authorities for the successors to key personnel.
             3. Making provisions for the preservation of vital records and other records
                required for the effective operation of government.
             4. Developing procedures for the relocation of essential departments.
             5. Developing procedures for the relocation of essential personnel, equipment
                and supplies.
             6. Developing procedures for the deployment of essential personnel, equipment

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                  and supplies including recall of off-duty or reserve personnel.

       C.    Each jurisdiction or department will include this information in its Standard
             Operating Procedures.

       D.    EOC staffing on a 24 hour-a-day basis will be accomplished in two shifts
             consisting of 12 hours each.

       E.    Preservation of Records:
             Preservation of important records and measures to ensure continued operation
             and reconstitution is necessary of local government during and after disasters and
             national security emergencies.

             It is the responsibility of the elected officials and department heads to ensure that
             all legal documents of both a public and private nature recorded and maintained
             by the designated official be protected and preserved in accordance with
             applicable state and local laws. Each department shall develop specific
             procedures for the protection of vital and essential records.


VII.   Administration and Logistics

       A.    Administration
             1.   Administration of emergency management activities in Wayne County is
                  conducted on a daily, non-emergency basis (mitigation and preparedness
                  phases) by the Wayne County Emergency Management Director.

             2.       During the emergency response and recovery phases, the emergency
                      management program is administered and coordinated by the Wayne
                      County Emergency Management Director, Chief Executive Officials in
                      the County EOC and/or JEOC and by emergency responders at the scene.
                      Administrative duties for emergency management during response and
                      recovery phases will be the shared responsibility of all agencies and
                      persons involved. Administrative responsibilities will be carried out in
                      accordance with the written procedures set forth in this plan and in
                      organizational SOPs.

             3.       During emergency and disaster events, when the CEMP and Emergency
                      Support Functions activated, assigned departments, Agency
                      Coordinator’s and affected sub jurisdictions will submit daily Situation
                      Reports to the Emergency Management Agency Director.

             4.       At the conclusion of an emergency or disaster response when the CEMP
                      and Emergency Support Functions have been activated, assigned



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                    departments, Agency coordinators and jurisdictions will submit an After
                    Action Report to the emergency Management Agency Director.

             5.     Administration of state and federal disaster assistance will be consistent
                    with requirements set forth in the State of Indiana Administrative Plans
                    for Public Assistance Program, the Individual and Family Grant Program
                    and the Hazard Mitigation program.

      B.     Logistics
             1.     Requests for personnel, equipment, supplies or specialized support from
                    public or private agencies or organizations located outside Wayne
                    County, and not part of existing mutual aid agreements, will be directed
                    to the County EOC Operations staff or to the Wayne County Emergency
                    Management Director, who will evaluate and process the request. In cases
                    where the support is questioned, the matter may be referred to the County
                    Chief Executive official for approval or denial.

             2.     Requests for material support will be coordinated with the Chief
                    Executive official of the affected sub-jurisdiction, and presented to the
                    Wayne County Emergency Management Director or County EOC
                    Operations staff. If the request requires approval by the Chief Executive
                    official, or is questionable, the request will be presented to the County
                    Chief Executive who will approve or deny the request. If the expenditure
                    is denied, it is up to the legislative authorities in the affected jurisdiction
                    to approve or deny the request.

             3.     Requests for a significant amount or number of resources will be directed
                    to the Indiana Department of Homeland Security, who will assist in
                    allocating available state and local resources from other jurisdictions.

VIII. Plan Development and Maintenance

      A.     The Wayne County Emergency Management Director is responsible for ensuring
             that necessary changes to the Comprehensive Emergency Management Plan are
             prepared, coordinated, published and distributed. The Director will forward
             revisions of the CEMP to all affected/responsible organizations for acceptance
             before the final version is printed.

      B.     Each organization tasked with emergency responsibilities in this CEMP is
             responsible for updating its portion of the plan based on deficiencies identified by
             emergencies, drills, exercises and changes in government structure and
             emergency organizations. Each organization is responsible for submitting
             updated resource lists identifying personnel, equipment supplies, communications
             and contact information of persons authorized to release resources for use in an



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             emergency. Resource lists shall be submitted to the Wayne County Emergency
             Management Agency Director.

      C.     The Primary Coordinating Agency’s for each Emergency Support Function of
             this CEMP are the responsible organizations assigned to address the emergency
             functions to be performed. The Wayne County EMA Director will initiate an
             annual review of the ESF’s with the appropriate organizations.

      D.     This CEMP will be updated to meet state and federal requirements every four (4)
             years, or as required.

      E.     Tests and Exercises
             1.     Orientation seminars will be held on an as needed basis for training of
                    individuals who have responsibilities within this plan.

             2.     Table top exercises will be held annually.

             3.     Functional exercises will be held annually.

             4.     A full-scale exercise involving the county EMA and emergency response
                    elements of the county will be held in conjunction with the hospital once
                    every five years.

      F.     The Wayne County EMA Director shall be responsible for establishing,
             developing, conducting and evaluating the County's exercise program. The
             Director may form Exercise Planning and Exercise Evaluation teams to assist
             with this responsibility.



IX.   Authorities and Agreements
      A.       Authorities - This plan was developed, promulgated and is maintained pursuant
      to the following local, state and federal ordinances, statutes and regulations.

      1. Federal
      Civil Defense Act of 1950 (PL 81-920) as amended

      1977 Defense Authorization Act (PL94-361)

      The Disaster Relief Act of 1974 (PL93-288)

      Emergency Planning and Community Right-to-Know Act of 1986 (Title III of SARA)

      Robert T. Stafford Disaster Relief and Emergency Assistance Amendments of 1988
      (PL 93-288 as amended by PL 100-707)

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      National Incident Management System, US Department of Homeland Security, March
      2004

      2. State
      Indiana Code 10-14-3 –Emergency Management and Disaster Law , as amended

      Indiana Code Citations:
             Application                                     Section

             Powers and duties of                            36-2-2
             County Commissioners                            36-2-17-7

             Powers and duties                               36-2-13
             County Sheriff

             Powers and duties of                            36-3-14
             County Coroner

             Powers and duties of                            36-4-1
             mayors of cities

             Powers and duties of                            36-5-1
             mayors of towns

             Powers and duties of                            36-8-3-6
             police and fire departments                     36-8-3-10

             Powers and duties of                            16-1-3-1
             state health department


             Powers and duties of city                       16-1-7-16
             & county health departments

             Environmental Management                        13-7-1

             Powers of Department of                         13-7-2-11
             Environmental Management                        13-7-5-2
                                                             13-1-3

             Pre-notification for                            PL 99-499
             hazardous materials
             (SARA Title III Spill
             reporting)

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             Emergency Management                                10-4-1
             Agency

             General powers concerning                           36-9-2
             Transportation and Public
             Works

             Preservation of Records                             36-2-17-5
             copies

      3. Local
      Wayne County Emergency Management Ordinance #2005-007, August 17, 2005.

      Wayne County Transportation Emergency Ordinance, Wayne County Commissioners,
      2003-003, June 4, 2003.

      B. Agreements:
      Wayne County Emergency Management Agency has established working mutual aid
      agreements with the following departments, agencies and organizations. Copies of these
      agreements are on file in the Emergency Operations Center.

      Wayne-Union County Chapter of the American Red Cross
      Salvation Army
      Reid Hospital & Health Care Services
      Richmond Police Department
      Wayne County Sheriff’s Department
      Darke County, Ohio EMA
      Preble County, Ohio EMA

      District 6 Mutual Aid Agreement established in September 2005 between:

      Blackford County                                  Madison County
      Delaware County                                   Randolph County
      Fayette County                                    Rush County
      Grant County                                      Tipton County
      Henry County                                      Union County;
      Howard County                                     and Wayne County
      Jay County

      Wayne County participates in the State-Wide Mutual Aid Program established under IC
      10-14-3-9.

      Wayne County Fire Departments maintain a Mutual Aid Agreement among the
      following departments; Abington, Boston, Cambridge City, Centerville, Dublin,

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      Economy, Fountain City, Greens Fork, Hagerstown, Milton, Webster and Williamsburg.
      Individual Fire Departments also have established Mutual Aid Agreements for the
      provision of Emergency Medical Care with Rural/Metro Ambulance, Richmond,
      Culberson Ambulance Service, Hagerstown and Life Ambulance, Cambridge City.

      Emergency Support Function Agreements:

       Emergency Support Function    Primary Support Agency         Support Agencies
          Support Agreements         Signed Agreement On File   Signed Agreements On File
                                            (Yes / No)                 ( Yes / No)
      Transportation                           Yes
      Communications and Warning               Yes
      Public Works & Engineering               Yes
      Firefighting                             Yes
      Information and Planning                 Yes
      Shelter and Mass Care                    Yes
      Resource Support                         Yes
      Health and Medical                       Yes
      Search and Rescue                        Yes
      Hazardous Materials                      Yes
      Food and Water                           Yes
      Energy                                   Yes
      Evacuation                               Yes
      Donations & Volunteer Mgt.               Yes
      Law Enforcement                          Yes
      Animal Health Emergencies                Yes
      Public Information                       Yes
      Damage Assessment                        Yes
      Coordination and Control                 Yes




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X. Authentication
The Wayne County Commissioners, the Wayne County Emergency Management Advisory
Council and the Wayne County Emergency Management Agency Director accept and approve
this comprehensive Emergency Management Plan.




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Wayne County Incident Command System




               Wayne County


     National Incident
    Management System


       Incident Command
             System



      Standard Operating
          Procedures

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I.      SITUATION AND ASSUMPTIONS........................................................... 5
II.     MISSION .......................................................................................... 5
III.     SCOPE ............................................................................................. 5
IV.      PURPOSE ....................................................................................... 6
V.       DEPLOYMENT and COMMUNICATIONS.................................................. 6
VI.     ASSUMPTION OF COMMAND................................................................ 9
VII.    SELECTION OF COMMAND MODE ...................................................... 10
VIII.    RESPONSIBILITIES OF THE INCIDENT COMMANDER ............................ 11
IX.     STANDARD GEOGRAPHIC DESIGNATION SYSTEM ................................ 15
XI.     ESTABLISHMENT OF A STAGING AREA ............................................... 17
XII.    RESOURCE ORGANIZATION .............................................................. 17
XIII.   TRANSFER OF COMMAND .................................................................. 19
XIV.    OPERATIONAL PERIODS.................................................................... 20
XV.     ICS ORGANIZATION FOR LARGER INCIDENTS ..................................... 20
XVI.    TYPES OF COMMANDS ...................................................................... 23
XVII.   DIVISIONS AND GROUPS.................................................................. 25
XVIII.   BRANCHES...................................................................................... 26
XIX.    AREA COMMAND .............................................................................. 28
XX.     COMMAND RELEATIONSHIP TO THE EMERGENCY OPERATIONS
        CENTER (EOC) ................................................................................. 30
XXI.   JOINT INFORMATION SYSTEM (JIS)..................................................... 32
XXII. CREDENTIALING ............................................................................... 35
XXIII. CONCEPT OF OPERATIONS ................................................................. 36
XXV. ATTACHMENTS and APPENDICES ........................................................ 39
Attachment A: Identification of IC’s and UC Representatives ............................ 41
Attachment B: EOC Radio Frequencies........................................................... 43
Attachment C: ORGANIZATIONAL CHART....................................................... 45
Attachment D: Incident Types ...................................................................... 51
Attachment E: Incident Action Planning Process.............................................. 55
Appendix 1: ICS Position Checklists............................................................... 67
          Common Responsibilities ............................................................................................... 69
          Unit Leader Responsibilities .......................................................................................... 70
          Incident Commander Position Checklist........................................................................ 71
          Safety Officer Position Checklist ................................................................................... 74
          Intelligence Officer Position Checklist .......................................................................... 77
          Liaison Officer Position Checklist ................................................................................. 79
          Public Information Officer Position Checklist............................................................... 81
          Operations Section Chief Position Checklist ................................................................. 85
          Staging Area Manager Position Checklist..................................................................... 88
          Division/Group Supervisor Position Checklist .............................................................. 90
          Branch Director Position Checklist ............................................................................... 92
          Single Resource Position Checklist................................................................................ 93
          Strike Team/Task Force Leader Position Checklist....................................................... 94
          Air Operations Branch Director Position Checklist...................................................... 95
          Air Support Group Supervisor Position Checklist ......................................................... 98
          Air Tactical Group Supervisor Position Checklist....................................................... 100
          Helicopter Coordinator Position Checklist ................................................................. 102


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         Planning Section Chief Position Checklist .................................................................. 104
         Resources Unit Leader Position Checklist................................................................... 108
         Situation Unit Leader Position Checklist..................................................................... 109
         Check In Status Recorder Position Checklist............................................................... 111
         Documentation Unit Leader Position Checklist .......................................................... 112
         Demobilization Unit Leader Position Checklist .......................................................... 114
         TECHNICAL SPECIALISTS-Environmental Specialist Position Checklist ................ 117
         TECHNICAL SPECIALISTS-Resource Use Specialist Position Checklist.................. 118
         TECHNICAL SPECIALISTS-Training Specialist Position Checklist .......................... 119
         TECHNICAL SPECIALISTS-Water Resources Specialist Position Checklist............. 120
         TECHNICAL SPECIALISTS-Hazardous Substance/Materials Reference Specialist.. 121
         TECHNICAL SPECIALISTS-Hazardous Materials Specialist Position Checklist...... 122
         TECHNICAL SPECIALISTS-Sampling Specialist Position Checklist......................... 124
         TECHNICAL SPECIALISTS-Disposal (Waste Management) Specialist..................... 125
         TECHNICAL SPECIALISTS-Medical Specialist ......................................................... 126
         TECHNICAL SPECIALISTS-Response Technologies Specialist................................. 127
         Logistics Section Chief Position Checklist................................................................... 128
         Service Branch Director Position Checklist ................................................................ 131
         Communications Unit Leader Position Checklist ........................................................ 132
         Incident Dispatch Position Checklist ........................................................................... 134
         Medical Unit Leader Position Checklist ...................................................................... 136
         Responder Rehabilitation Manager Position Checklist............................................... 138
         Food Unit Leader Position Checklist........................................................................... 139
         Support Branch Director Position Checklist ............................................................... 141
         Supply Unit Leader Position Checklist ........................................................................ 142
         Facilities Unit Leader Position Checklist .................................................................... 144
         Security Manager Position Checklist........................................................................... 146
         Finance/Administration Section Chief Position Checklist........................................... 147
         Time Unit Leader Position Checklist ........................................................................... 151
         Cost Unit Leader Position Checklist............................................................................ 153
         Claim Specialist Position Checklist ............................................................................. 155
         Equipment Time Recorder Position Checklist ............................................................. 156
         Personnel Time Recorder Position Checklist .............................................................. 158
         Procurement Unit Leader Position Checklist .............................................................. 159
         Compensation/Claims Unit Leader Position Checklist ............................................... 161
         Area Commander Position Checklist ........................................................................... 165
         Area Command Logistics Chief Position Checklist ..................................................... 168
         Area Command Planning Chief Position Checklist ..................................................... 170
Appendix 2: Incident Command System Forms ..............................................175
Appendix 3: Glossary of Related Terms.........................................................265




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Attachment I:
                                   Wayne County
                       National Incident Management System
                           INCIDENT COMMAND SYSTEM
                           Standard Operating Procedure

  I. SITUATION AND ASSUMPTIONS

     A. Many disasters and emergencies require the establishment of a field incident
        command post to direct local operations for response and recovery in coordination
        with the Emergency Operations Center (EOC).

     B. A majority of emergency responses do not require the activation of an EOC and
        can be effectively managed with the use of a field incident command post.

     C. The U.S. Department of Homeland Security, The Indiana Department of
        Homeland Security, Indiana Department of Labor, U.S. Environmental Protection
        Agency, and the National Fire Protection Association require the use of the
        Incident Command System (ICS) as developed under the National Incident
        Management System (NIMS) for emergency response to hazardous materials
        incidents and all other types of incidents.

     D. It is assumed that first responder personnel responsible for implementing,
        supporting and/or participating in the Incident Command System set forth in this
        Standard Operating Procedure have received prior knowledge, training and
        experience with the ICS.

  II. MISSION

         The mission is to ensure effective and standardized management of emergency
         response operations to include the safety and accountability of personnel, the public
         and the effective use of resources. The Incident Command System will be
         established for emergency response field operations coordinated by the Incident
         Commander (IC) under the authority of the jurisdiction's elected Chief Executives
         for operations requiring coordination of single or multi-agency local responses or
         multi-jurisdictional responses.

  III.     SCOPE

         This procedure applies to all Wayne County emergency response agencies and
         personnel and; departments, agencies and organizations and their personnel that
         provide emergency support or assistance for emergency incident response and
         recovery. This procedure should be applied to all emergency incidents, regardless of
         size or complexity but shall be used for incidents that involve more than one
         response agency.




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     To minimize disruption, this SOP should be implemented, as applicable, on all day-
     to-day incidents by all participating agencies and organizations so that personnel
     have routine interaction with ICS, it's procedures, systems and requirements.

IV. PURPOSE

This procedure is established to:

   A. Provide for the safety of personnel operating at emergency incidents and; provide
      for the efficient management of emergency incidents and events through
      improved command and control (or management) of emergencies.

   B. Maximize the use of resources and tactical effectiveness.

   C. Meet the OSHA/ EPA regulations requiring the use of the Incident Command
      System for hazardous materials incidents.

   D. Meet the National Fire Protection Association (NFPA) standard 1600,
      Recommended Practice for Disaster Management, requirements for the use of the
      ICS for operations at all emergency incidents.

   E. Meet the requirements of Homeland Security Presidential Directive–5 (HSPD–5)
      and HSPD-8 that requires all federal, state and local emergency response
      organizations to adopt and utilize the Incident Command System established as
      part of NIMS as the standard for emergency incident management.

   F.   To meet these goals: Emergency response agencies shall implement the Incident
        Command System according to this Standard Operating Procedure, as applicable,
        and consistent with NIMS guidance at all incidents for which they have
        management responsibility and; All emergency response agencies shall participate
        in the Incident Command System set forth in this Standard Operating Procedure
        and NIMS guidance when responding to an incident of what ever severity.

V. DEPLOYMENT and COMMUNICATIONS

   A.   Deployment: Personnel and equipment should respond only when requested or
        when dispatched by an appropriate authority (agency dispatch, 911 Center, etc).

               a. Deployment/Mobilization- Required Notification Information
                    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 incident assignment.
                    Resource order number.
                    Incident number.
                    Applicable cost and funding codes.


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                  This information may be obtained from:
                    The agency/jurisdiction requesting assistance
                    The 911 Dispatch Center
                    The activated EOC
                    Written mobilization orders

                  The Incident Commander will ensure that appropriate demobilization
                  planning is begun as soon as possible. Demobilization planning will be
                  performed within the Planning Section.

               2. Mobilization Resources- Check-In and Confirmation

                  Resources deployed to an incident will complete incident check in
                  procedures as required in this SOP. The agency/department or
                  organization which provided the resource (Home Agency) is to be
                  promptly notified when their personnel formally complete the check-in
                  process. This notification may be accomplished by:
                   a. The assigned leader(s) of the resource unit notify their home
                        agencies via radio or telephone, or other means (electronic mail)
                        e.g. using assigned state wide talk groups available on 800 MHz
                        radios.
                   b. The requesting jurisdiction/ICS position conduction the check in
                        process notifies the resource’s home agency by telephone or radio
                        or other means.
                                     This may be forwarded to the Incident
                                        Communications unit for relay to the Home
                                        Agency.
               3. Emergency Operations Center Staff and incident management teams
                  will comply with standard interagency mobilization guidelines such as
                  District 6 Emergency Management Mutual Aid Procedures, EMAC,
                  etc.

  B. All communications shall be clear text (plain English - no codes, signals or
     agency-specific jargon). Radio communications shall be from sender to receiver
     using the following model:
            1. Request to initiate communications and determine that the intended
                receiver is listening
            2. Transmit the message or order concisely in clear text.
            3. Receive feedback from the receiver to ensure that the message was
                received and understood. (Receiver repeats back the substance of the
                message or order).

               4. Confirm that the message or order was understood, if not, correct and
                  clarify the message.

  C. Progress Reports shall be provided from all operating units to the IC or their
     assigned supervisor at the following times: Upon completion of assignment; When


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     additional resources are needed to complete the assignment; Upon determination
     that the assignment cannot be completed as directed and: Every 15 minutes or as
     otherwise directed. Progress reports may be provided via radio, face-to-face or
     written and should follow the communications model above.

  D. Common Terminology – NIMS establishes common terminology that allows
     diverse incident management and support entities to work together across a wide
     variety of incident management functions and hazard scenarios. Common
     terminology is applicable to position titles used in the incident organization and to
     the naming and descriptions of resources and processes.

  E. Integrated Communications – Incident communications are facilitated through the
     development and use of a common communications plan and interoperable
     communications processes and architectures. This integrated approach links the
     operational and support units of the various agencies involved and is necessary to
     maintain communications connectivity, discipline and enable common situational
     awareness (i.e., a common operational picture) and interaction necessary to
     facilitate decision-making at all levels of incident management. ICS Form 205,
     Incident Communications Plan, provides a format for planning communications
     assets for specific incidents.

           1.    Initial radio communications (dispatch of units, unit's response status,
                 etc) will occur on the individual agency's assigned radio frequency and
                 according to their established communications procedures. For single
                 agency incidents, no further communications plan is required.

           2.    For small, multi-agency or multi jurisdictional incidents,
                 communications coordination may be achieved by having participating
                 agency representatives report to the IC at the Incident Command Post
                 with their assigned radio communications (i.e., handheld radios). This
                 facilitates direct coordination and communications with field units.

           3.    Integrated Communications Plan - For larger or more complex multi-
                 agency or multi jurisdictional incidents, the radio frequency
                 assignments in Attachment B of this SOP should be used to provide
                 integrated radio communications.



           4.    Project Hoosier Safe-T 800 MHz Radios have been distributed to each
                 agency to facilitate inter-agency direction, control and coordination
                 communications. Incident communications will utilize operations talk
                 groups assigned to the incident and/or talk groups available to the
                 agencies involved. Coordinated communications with out of county or
                 state resources will occur on assigned regional and state-wide mutual
                 aid talk groups.



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VI. ASSUMPTION OF COMMAND

  A. Command shall be established at all incidents - The command function must be
     clearly established from the beginning of incident operations. Initial command will
     be established by the first emergency agency to arrive on the scene of an
     emergency event. The ICS is required in any emergency situation that requires the
     response of more than one emergency response agency. The initial Incident
     Commander (IC) may transfer command to a subsequent arriving supervisor or
     other agency representative with jurisdictional authority over the incident. When
     command is transferred, the process must include a briefing that captures all
     essential information for continuing safe and effective operations.

  B. The ranking member of the first arriving agency with primary jurisdictional
     command authority over the incident shall assume Command. When multiple
     agencies will be committed to the incident, Command shall be formally
     established by transmitting a brief initial report containing the following
     information to the 911 Dispatch Center:
             1. Identity of the agency and unit transmitting the report.
             2. Actual location of the incident.
             3. Brief description of the incident and report of conditions (Size Up
                report).
             4. Designation of the individual assuming command, incident name and
                location of the Incident Command Post.
             5. Initial actions/assignments and requests for additional resources.

   C.   Departments and organizations with command responsibility for emergency
        incidents are to identify their personnel who may legitimately function as
        Incident Commanders. (See Attachment A).

   D.   Command Authority - As provided in the Basic Plan of the Wayne County
        Comprehensive Emergency Management Plan, The following departments and
        agencies have jurisdictional command authority for these identified incidents:

               1. Jurisdictional Fire Department - That department that provides primary
                  fire suppression services for the location of the incident:
                   Urban (structural) and wild land fires;
                   Urban (structural) search and rescue;
                   Hazardous materials (except bombs, bomb threats and explosives
                      1.1 and 1.2);
                   Extrication and rescue operations; and
                   Mass casualty incidents.

               2. Jurisdictional Law Enforcement Agency - That department that
                  provides full-time law enforcement services for the location of the
                  incident. The Wayne County Sheriff's Department shall be the
                  jurisdictional law enforcement agency for unincorporated areas within
                  the county. The Indiana State Police may exercise command authority


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                     for incidents which occur on state or federal highways, on state owned
                     property or any incident involving aircraft.
                      Civil disturbances;
                      Hostage situations;
                      Mass gathering events;
                      Crime scenes;
                      Hazardous materials ( bombs, bomb threats and explosives 1.1 and
                         1.2);
                      Transportation accidents, including aircraft;
                      Missing person and wild land search and rescue;
                      Evacuations; and
                      Terrorist acts.

                3. Wayne County Health Department - The Health Department shall have
                   county-wide jurisdictional command authority for:
                    Public health emergencies; and
                    Bio-terrorism (Unified Command with Law enforcement shall be
                      established)

                4. Wayne County Coroner - The Coroner shall have county-wide
                   jurisdictional command authority for:
                    Mass fatality incidents

                5.    Jurisdictional Public Works Department - That department which
                     provides public engineering and/or public utility services including
                     water, electric, sanitary and/or street or road maintenance to the
                     location of the incident. Public Works will have command authority
                     for the following types of incidents:
                      Utility outages; and
                      Flood incidents

       E. Incidents shall be given a specific name (derived from the location of the
          incident) to reduce confusion when multiple incidents share the same radio
          frequency and/ or dispatcher.

       F. Based upon the request for additional resources and the initial report of the
          incident, the county Emergency Management Agency Director (Community
          Emergency Coordinator for the Local Emergency Planning Committee) or
          Deputy Director will be notified to provide multi-agency or unified command
          coordination.

VII.    SELECTION OF COMMAND MODE

       The Incident Commander must determine if the initial command activity will be
       conducted from a fixed position, i.e., Incident Command Post (Fixed Mode), or if it
       will be conducted simultaneously with the tactical operations of the first arriving units
       (Offensive Mode). Command from a fixed position is preferred, particularly when an


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    incident is complex or rapidly escalating. The initial IC must answer the following two
    questions in order to best determine the appropriate command mode:

    A. Will the initial tactical operations of the first arriving units have a significant
       impact on the eventual outcome of the incident?

    B. Will the personal efforts of the unit's Officer (e.g., Company Commander,
       Company Officer, Shift Supervisor, etc) in the performance of tactical activities
       have a significant impact on the ability of the unit to achieve their assigned
       tactical objectives?

    If the answer to these two questions is no, command from a fixed position should be
    established. If there is a need for immediate tactical activity and unit staffing
    necessitates that the unit's Officer be an integral part of the unit's tactical operations,
    command should be established in the offensive mode. Command in the offensive
    mode shall only be performed until command can be transferred.


VIII. RESPONSIBILITIES OF THE INCIDENT COMMANDER

    The Incident Commander (IC) is responsible for overall management of the incident
    and shall be specifically responsible for the following at any given incident: (A
    position checklist for the IC is provided in Appendix 1.)

    A. Perform Size-Up - The IC must perform an initial assessment of the situation,
       incident potential, and resource status. Size-Up is not static and must be
       continued throughout the duration of the incident. This assessment must address
       the following three questions:
             1. What have I got? (Situation)
             2. Where is it going? (Potential)
                  Identify hazard areas / locations / situations for citizens and
                    response personnel
             3. What do I need to do to control it? (Resources)

    B. Assess Incident Priorities - Establishment of incident priorities provides a
       framework for management decision-making. Tactical activity may address
       more than one incident priority simultaneously. Incident-specific goals and
       objectives will be derived from the established incident priorities:
            1. Life Safety (first priority).
            2. Incident Stabilization and protection of the environment (second
                priority).
            3. Property Conservation (third priority).

    C. Select the Strategic Mode - A critical decision having an impact on the safety of
       personnel and the effectiveness of tactical operations is the selection of strategic
       mode. Operations may be conducted in either an Offensive or Defensive mode.
       This decision is based on the answers to the following two questions:


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               1. Is it safe to conduct offensive operations? (If the answer is no, conduct
                  operations in Defensive Mode)

               2. Is resource capability (present and projected) adequate for offensive
                  operations to control the incident? (If the answer is no, conduct
                  operations in Defensive Mode)

    D. Define Strategic Goals - Strategic goals define the overall plan that will be used
       to control the incident. Strategic goals are broad in nature and are achieved by
       the completion of tactical objectives. Strategic goals are generally focused in
       the following areas:
             1. Ensure the health and safety of citizens and response personnel.
             2. Protection or removal of threatened persons (shelter-in-place or
                evacuation).
             3. Confinement / containment of the situation or control of the hazard.
             4. Minimize loss to involved or exposed property.
             5. Restore area to a safe condition.
             6. Keep stakeholders and public informed of response actions

    E. Establish Tactical Objectives -Tactical objectives are the specific operations that
       must be accomplished to achieve strategic goals. Tactical objectives must be
       Specific, simple, Measurable, Action-Oriented, achievable, Realistic and Time
       Sensitive (SMART). Tactical objectives are to address:
            1. Assignment of resources (what personnel and equipment are needed to
                perform the activity).
            2. Nature of the tactical activity (the actions to be performed).
            3. Location in which the tactical activity must be performed.
            4. If the tactical action must be performed in sequence or coordinated with
                any other tactical action.
            5. The timeframe for the tactical activity to be performed.

    F. Establish a Chain of Command and Preserve Unity of Command – Chain of
       command refers to the orderly line of authority within the ranks of the incident
       management organization. Unity of command means that every individual has 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
       control the actions of all personnel under their supervision.

    G. Establish and Maintain Accountability: Effective accountability at all
       jurisdictional levels and within individual functional areas during incident
       operations is essential. To that end, the following principles must be adhered to:
             1. Check-In: All responders, regardless of agency affiliation, must report
                 in to receive an assignment in accordance with the procedures
                 established by the Incident Commander.



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               2. Incident Action Plan: Response operations must be directed and
                  coordinated as outlined in the IAP.
               3. Unity of Command: Each individual involved in incident operations
                  will be assigned to only one supervisor.
               4. Span of Control: Supervisors must be able to adequately supervise and
                  control their subordinates, as well as communicate with and manage all
                  resources under their supervision.
               5. Resource Tracking: Supervisors must record and report resource status
                  changes as they occur

    H. Incident Coordination - The IC is responsible for ensuring effective coordination
       with other local response agencies, and assisting state, federal and private
       organizations and the integration of resources available from these sources into
       effective incident response and recovery activities. The initial IC shall meet with
       the Officers-In-Charge of other responding agencies to coordinate initial incident
       management, communicate incident priorities, establish incident objectives and
       coordinate tactical operations. (See Incident Action Planning Process).

    I. Determine Incident Complexity - “Incident complexity” is the combination of
       involved factors that affect the probability of control of an incident. Many
       factors determine the complexity of an incident, including, but not limited to,
       area involved, threat to life and property, political sensitivity, organizational
       complexity, jurisdictional boundaries, values at risk, weather, strategy and
       tactics, and agency policy. Incident complexity is considered when making
       incident management level, staffing, and safety decisions. Various analysis tools
       have been developed to assist consideration of important factors involved in
       incident complexity. Listed below are the factors that may be considered in
       analyzing incident complexity: (See Attachment D)
             1. Impacts to life, property, and the economy
             2. Community and responder safety
             3. Potential hazardous materials
             4. Weather and other environmental influences
             5. Likelihood of cascading events
             6. Potential crime scene (including terrorism)
             7. Political sensitivity, external influences, and media relations
             8. Area involved, jurisdictional boundaries
             9. Availability of resources

    J. Establish Incident Communications Plan – Incident communications are
       facilitated through the development and use of a common communications plan
       and interoperable communications processes and architectures. (See ICS Form
       205). The incident communications plan should link the operational and support
       units of the agencies involved and is necessary to maintain communications
       connectivity, discipline and enable common situational awareness and
       interaction necessary to facilitate decision-making at all levels of incident
       management.



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    K. Reliance on an Incident Action Plan - Response operations must be directed and
       coordinated as outlined in the Incident Action Plan. Incident Action Plans
       (IAPs) provide a coherent means of communicating the overall incident
       objectives in the contexts of both operational and support activities.
       Management by Objectives represents an approach that is communicated
       throughout the entire ICS organization. This approach includes the following:
       establishing overarching objectives; developing and issuing assignments, plans,
       procedures, and protocols; establishing specific, measurable objectives for
       various incident management functional activities and directing efforts to attain
       them, in support of defined strategic goals; and documenting results to measure
       performance and facilitate corrective action. (See the ICS Forms section for ICS
       IAP forms)

    L. Implement the Incident Action Plan - Implementation of the incident action plan
       (IAP) requires that the IC establish an appropriate organizational structure to
       manage the required resources and communicate the tactical objectives. The
       incident action plan may be communicated in writing, by the Standard Operating
       Procedure, assigning tactical objectives, or by assigning task activity.


               1. Tactical Standard Operating Procedures may define common
                  components of the incident action plan such as water supply, standard
                  apparatus placement, triage or traffic control and the methods used for
                  basic tactical evolutions.

               2. Orders from the IC may specify tactical objectives assigned to
                  subordinate positions within the ICS structure or to a specific resource.

       Written Incident Action Plans are required for large or complex incidents,
       high profile incidents, incidents of long duration (longer than 24 hours), and
       when incidents involve multiple jurisdictions. In simple or "routine" incidents
       involving single agencies or limited support assistance, written Incident Action
       Plans may not be required.

    M. Establish Incident Locations and Facilities – Various types of operational
       locations and support facilities are established in the vicinity of an incident to
       accomplish a variety of purposes, such as decontamination, donated goods
       processing, mass care, and evacuation. The IC will direct the identification and
       location of facilities based on the requirements of the situation at hand. Typical
       pre-designated incident facilities include the incident command post, bases,
       camps, staging areas, helispots, helibases, mass casualty triage and treatment
       areas, and others, as required.

    N. Establish Managed Order and Release of Resources - The IC shall approve all
       requests pertaining to the ordering of additional resources and the release of
       resources from the incident. Upon completion of assignments resources are to
       be released in an organized manner to return units (agencies) to service if not


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           required for additional assignments.        All resources shall be debriefed,
           rehabilitated (physically / mentally) based upon assignments and arrangements
           made for restocking spent materials and supplies. Prior to departure the Officer
           in Charge of the released resource should provide written information regarding
           the response to satisfy documentation requirements of the incident.

        O. Assign Command and General Staff - A Safety Officer should be assigned on all
           incidents and is required by law in all hazardous materials incidents. A Public
           Information Officer, Liaison Officer and Intelligence Officer (or other assistants
           - Legal Officer, Medical Officer, etc) may be assigned as needed to assist the IC
           with command responsibilities. The IC should assign General Staff positions
           (Operations Section Chief, Planning Section Chief, Logistics Section Chief,
           Finance/ Administration Section Chief) whenever these functional
           responsibilities become a significant workload for the IC.

        P. Establish Incident Termination Procedures - Incident termination procedures
           include: ensuring the incident site is safe, ensuring the collection of all incident
           information and records, ensuring appropriate decontamination of personnel,
           equipment and restoration of the area involved, determining on-going health and
           safety concerns for response personnel, establishing procedures to inform
           response personnel of health or safety concerns that may materialize at a later
           date, medical evaluations of personnel exposed to hazardous agents, debriefing
           personnel prior to release, and; establishing procedures for post incident analysis,
           such as scheduling of incident critiques, preparation of the incident After Action
           Report and incorporating lessons learned into plans, procedures and training.

        Q. Command Reporting Relationships - When an Incident Command is established,
           the following reporting relationships will apply:
                 1. Initial communications reporting and resource support will typically be
                     provided to the IC through the 911 Dispatch Center and/or the local
                     agency dispatcher.
                 2. For significant events, the IC should request activation of the
                     Jurisdictional Emergency Operations Center (JEOC) for the
                     Operational Area (School District) and the notification of the
                     Emergency Management Agency Director for activation of the County
                     EOC as needed for resource coordination and incident management
                     support.
                 3. The Incident Commander will coordinate resource requests, incident
                     management and other needed support with the Jurisdictional EOC,
                     when activated. The JEOC will coordinate support and incident
                     management requirements with the County EOC. If a JEOC is not
                     activated, the Incident Commander will coordinate directly with the
                     County EOC.
                 4. The Incident Commander is accountable to the agency administrator or
                     to the jurisdiction's chief executive.

IX.   STANDARD GEOGRAPHIC DESIGNATION SYSTEM


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       Each exterior side of a structure or other location where the emergency is occurring
       shall be given a letter designation. The "front" side of the structure facing the street
       (address side) shall be designated Division A (alpha). The remaining sides shall be
       designated Division B (bravo), Division C (charlie) and Division D (delta) in a
       clockwise manner.

       The interior of a structure shall be designated by floor number (Divisions 1, 2, 3,
       etc). The basement, sub-basement, attic and roof shall be designated by name.



X.   ICS ORGANIZATIONAL STRUCTURE FOR INITIAL OPERATIONS

     The ICS shall be used to maintain an effective span of control and workload for all
     supervisory personnel. Typical span of control is 3 - 7 workers under one supervisor,
     with 5 being considered optimal. The ratio may be as high as 1:10 for large-scale law
     enforcement operations. Supervisors must be able to adequately supervise and control
     their subordinates, as well as communicate with and manage all resources under their
     supervision. The type of incident, nature of the task, hazards and safety factors, and
     distances between personnel and resources all influence span-of-control
     considerations.

     A. Deployment - Personnel and equipment should respond only when requested or
        when dispatched by an appropriate authority.

     B. Accountability - Effective accountability at all jurisdictional levels and within
        individual functional areas during incident operations is essential. To that end, the
        following principles must be adhered to:

                  1. The Officer-In-Charge of individual agencies' personnel responding to
                     an incident shall be responsible for implementing their own agency's
                     personnel accountability system.

                  2. Supervisors at all levels and elements within the ICS organization shall
                     maintain accountability for assigned subordinates.

                  3. Unity of Command - Each individual involved in incident operations
                     will be assigned to only one supervisor.

     C. Check-In - All responders, regardless of agency affiliation, must report in to
        receive an assignment in accordance with the procedures established by the IC.
        When established, all responding personnel are to check-in at the incident Staging
        Area. If a staging area has not been established, check-in will be accomplished at
        the Incident Command Post by reporting to the Incident Commander or assigned
        Liaison Officer. ICS Form 211 shall be used to record personnel check-in.
        Check-in shall include the following:


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                     1. Rostering of personnel which may include checking credentials
                        (identification, training) and skill-set inventory.

                     2. Inventory of available equipment and capabilities

                     3. Obtain Incident Briefing - which may include the nature of the incident,
                        incident strategy and tactical objectives and incident safety briefing.

                     4. Until an assignment is received, personnel are to remain with their unit
                        or apparatus. Personnel and units in Staging should be ready to
                        respond to an assignment in three (3) minutes or less.

XI.      ESTABLISHMENT OF A STAGING AREA

         A. When the IC has not defined an assignment for on-scene or responding resources,
            Staging shall be established. When an actual incident is escalating or has not yet
            been stabilized, sufficient resources to meet potential incident development should
            be available in Staging until the incident has been stabilized.

         B. The IC or the Operations Section Chief shall establish Staging by defining its
            location and safe routes to the Staging Area and communicating this information
            to the Dispatch Center. The Dispatcher shall inform all responding resources of
            the location and route to the Staging Area.

         C. If responsibility is not specifically assigned, the Ranking Officer of the first
            agency to arrive in staging shall assume the function of Staging Area Manager.
            Resources in Staging shall retain integrity (remain with their organization) and be
            available for immediate assignment and deployment.

         D. The Staging Area Manager shall keep the IC or Operations advised of resource
            availability in Staging whenever resource status changes. The IC or Operations
            shall request on scene resources through the Staging Area Manager and shall
            specify where and to whom those resources shall report.

         E. In radio communications with Staging, the incident name shall precede the
            designation “Staging”.


XII.     RESOURCE ORGANIZATION

       Initially in any incident, individual resources that are assigned will report directly to the IC.
       As the incident grows in size or complexity, individual resources may be organized in a
       number of ways to facilitate incident management and address span of control issues:

         A. Single Resources - Resources may be employed on an individual basis. This is
            typically the case in the initial response. Single resources may include an


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      individual person, a crew or team of individuals with an identified leader or a
      piece of equipment and its personnel complement needed to operate it effectively.

   B. Strike Teams - A set number of resources of the same kind and type (usually 5)
      operating under a designated leader (Strike Team Leader) with common
      communications between them.

   C. Task Forces - Any combination of resources put together to accomplish a specific
      mission. A Task Force has a designated leader (Task Force Leader) and operates
      with common communications.

   D. Resource Status - The following terms shall be used to report the status of
      resources:

               1. Available - Ready to receive an incident assignment.

               2. Assigned - Assigned to an incident task or mission.

               3. Out of Service - Unavailable to receive an assignment. Resources may
                  be out of service for crew rest, lack of appropriate crew, mechanical
                  reasons, lack of fuel or expended supplies or equipment.

   E. Resource Tracking - Supervisors must record and report resource status changes
      as they occur. Resources must be tracked from throughout the life of the incident
      - from ordering through release and return. Both the on-scene Incident Command
      structure and the EOC, when activated, are responsible for resource tracking.
      Documentation shall be recorded and maintained for:

               1. Labor - with breakdown of work locations, hours and rates for response
                  personnel, contract personnel, volunteers, and consultants.
               2. Equipment - with breakdown of work locations, hours and rates for
                  owned and rented aircraft, heavy equipment, fleet vehicles, and other
                  equipment.
               3. Materials and supplies purchased and/or rented, including equipment,
                  communications, office and warehouse space, and expendable supplies.

   F. Comprehensive Resource Management – Maintaining an accurate and up-to-date
      picture of resource utilization is a critical component of incident management.
      Resource management includes processes for categorizing, ordering, dispatching,
      tracking, and recovering resources. It also includes processes for reimbursement
      for resources, as appropriate. Resources are defined as personnel, teams,
      equipment, supplies, and facilities available or potentially available for
      assignment or allocation in support of incident management and emergency
      response activities.

   G. Department heads and others responsible for implementation or support of this
      procedure shall consult the National Mutual Aid Glossary of Terms and


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            Definitions and Resource Typing Definitions by Discipline available at
            http://www.fema.gov/nims/mutual_aid.shtm which provides a common set of
            terminology for naming resources and a standardized system for classifying,
            categorizing and typing resources and is hereby incorporated by reference into
            this procedure. Agencies shall adopt and utilize this system to classify, categorize
            and type their own resources. Resources shall be requested using this resource
            typing system.

XIII.   TRANSFER OF COMMAND

    The process of moving the responsibility for incident command from one Incident
    Commander to another is called “transfer of command.” It should be recognized that
    transition of command on an expanding incident is to be expected. It does not reflect on
    the competency of the current Incident Commander.

    There are five important steps in effectively assuming command of an incident in
    progress.

    Step 1: The incoming Incident Commander should, if at all possible, personally perform
    an assessment of the incident situation with the existing Incident Commander.

    Step 2: The incoming Incident Commander must be adequately briefed. This briefing
    must be by the current Incident Commander, and take place face-to-face if possible. If
    face-to-face communication is not possible, transfer of command by radio may be
    conducted. The briefing must cover the following:

                         Incident history (what has happened)
                         Priorities and objectives
                         Current plan
                         Resource assignments
                         Incident organization
                         Resources ordered/needed
                         Facilities established
                         Status of communications
                         Any constraints or limitations
                         Incident potential
                         Delegation of Authority

    The ICS Form 201 is especially designed to assist in incident briefings. It should be used
    whenever possible because it provides a written record of the incident as of the time
    prepared. The ICS Form 201 contains:

                         A place for a sketch map.
                         Summary of current actions.
                          Organizational framework.
                         Incident objectives.
                         Resources summary.


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      Step 3: After the incident briefing, the incoming Incident Commander should determine
      an appropriate time for transfer of command.

      Step 4: Formal acknowledgement from the incoming IC that he/she accepts the command.
      At the appropriate time, notice of a change in incident command should be made to:
                          Agency headquarters (through dispatch AND the 911 Dispatch
                            Center, as appropriate).
                          General Staff members (if designated).
                          Command Staff members (if designated).
                          All incident personnel.

      Step 5: The incoming Incident Commander may give the previous Incident Commander
      another assignment on the incident. There are several advantages of this:

                         The initial Incident Commander retains first-hand knowledge at the
                          incident site.
                         This strategy allows the initial Incident Commander to observe the
                          progress of the incident and to gain experience.

      Command may be transferred from the initial IC to a more senior officer from the same
      agency. Command may be transferred from an IC representing one agency to one
      representing another agency based upon a change in the functional requirements of the
      incident, such as when transitioning from rescue to incident investigation (functional
      transfer of command).


XIV.     OPERATIONAL PERIODS

         An Operational Period is defined as being a sustained period of operation after the
         initial response - normally a period of 12 hours, usually from 6:00 a.m. to 6:00 p.m.
         and 6:00 p.m. to 6:00 a.m.




XV.      ICS ORGANIZATION FOR LARGER INCIDENTS

         The ICS Organization has five major functions; Command, Operations, Planning,
         Logistics and Finance/Administration.

         The ICS is subdivided in to a Command Staff and a General Staff. Position checklists
         for Command and General Staff functions are provided in Appendix 1.

         A. Command – Command comprises the IC and Command Staff. Command Staff
            positions are established to assign responsibility for key activities not specifically
            identified in the General Staff functional elements. These positions may include


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      the Public Information Officer (PIO), Safety Officer (SO), Liaison Officer (LNO),
      Intelligence Officer (INO) in addition to various others (Legal Officer, Medical
      Officer), as required and assigned by the IC. The Command Staff supports the
      command function and is responsible for overall incident management. Activated
      Command Staff positions do not count against the Incident commanders span of
      control.

          1.    Public Information Officer – The Public Information Officer’s function
                is to develop accurate and complete information regarding an incident.
                The Information Officer will serve as point of contact for the media and
                other governmental agencies that desire information directly from the
                incident.

          2.    Safety Officer – The Safety Officer’s function at an incident is to assess
                hazardous and unsafe situations. The Safety Officer has the authority
                to stop or prevent unsafe acts. A single Safety Officer will be
                designated, and assistance may be required depending upon the
                complexity of the incident.

          3.    Liaison Officer – The Liaison Officer’s function is to be the point of
                contact for the representatives from responding agencies, and to assist
                the IC with documentation supporting the operation.

          4.    Intelligence Officer - The Intelligence Officer function is to oversee the
                gathering, sharing, and managing incident-related information and
                intelligence, particularly the acquisition and appropriate dissemination
                of incident-applicable national security, classified, law enforcement
                sensitive and other sensitive information. The IC shall activate the
                Intelligence function for any CBRNE/WMD or other terrorist incident
                or; for any planning or response for a high profile event. The incident
                management organization must establish a process for gathering,
                sharing, and managing incident-related information and intelligence.

  B. General Staff – The General Staff comprises incident management personnel who
     represent the major functional elements of the ICS including the Operations
     Section Chief, Planning Section Chief, Logistics Section Chief, and
     Finance/Administration Section Chief.

          1.    Operations Section Chief – This section is responsible for all activities
                focused on reduction of the immediate hazard, saving lives and
                property, establishing situational control, and restoration of normal
                operations.

          2.    Planning Section Chief – The Planning Section collects, evaluates, and
                disseminates incident situation information and intelligence to the IC or
                UC and incident management personnel, prepares status reports,
                displays situation information, maintains status of resources assigned to


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                the incident, and develops and documents the IAP based on guidance
                from the IC or UC.

           3.   Logistics Section Chief – The Logistics Section is responsible for all
                support requirements needed to facilitate effective and efficient
                incident management, including ordering resources from off-incident
                locations. It also provides facilities, transportation, supplies, equipment
                maintenance and fuel, food services, communications and information
                technology support, and emergency responder medical services,
                including inoculations, as required.

           4.   Finance/ Administration Section Chief –The Finance/ Administration
                Section is established when the agency(s) involved in incident
                management activities require(s) finance and other administrative
                support services. Not all incidents will require a separate
                Finance/Administration Section. In cases that require only one specific
                function (e.g., cost analysis), this service may be provided by a
                technical specialist in the Planning Section.


    Command Staff and General Staff must continually interact and share vital
    information and estimates of the current and future situation and develop
    recommended courses of action for consideration by the IC.

    The ICS organizational structure is modular, extending to incorporate all elements
    necessary for the type, size, scope and complexity of a given incident. The ICS
    organizational structure builds from the top down; responsibility and performance
    begin with the incident command element and the IC. The ICS organizational
    structure should be based on the management needs of the incident and should be
    developed on a proactive basis. Incident resources and management needs must be
    projected adequately ahead to allow for the reflex time of responding resources.


    The IC and other supervisory personnel should anticipate span-of-control problems.
    Subordinate management positions should be staffed to maintain an acceptable span
    of control and workload. This may necessitate requesting additional management
    officers to fill these overhead positions. This will prevent overextension of the IC’s
    span of control.

    If one individual can effectively manage all five major functional areas, no further
    organization is required. Whenever Operations, Planning, Logistics, or Finance/
    Administration functional responsibilities become a significant workload for the IC,
    the appropriate sections should be staffed. The responding IC's initial management
    assignments will normally be one or more Section Chiefs to manage these major
    functional areas. The assigned Section Chiefs will further delegate management
    authority for their areas as required (Branches, Divisions, Groups or Units,



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             depending on the Section). Similarly, each functional unit leader will further assign
             individual tasks within the unit as needed

             This modular concept is based on the following considerations:

                           Developing the form of the organization to match the function or
               task to        be performed;
                           Staffing only the functional elements that are required to perform
                              the task (ICS toolbox approach);
                           Observing recommended span of control guidelines;
                           Performing the function of any non-activated organizational
               element at the next highest level; and
                           Deactivating/reassigning organizational elements no longer
               required.

XVI.        TYPES OF COMMANDS

            The command function may be conducted in the following two ways:

       A.        Single Command - When the incident occurs within a single jurisdiction and
                 there is no jurisdictional or functional agency overlap, a single IC should be
                 designated by the primary responding agency with jurisdictional authority for the
                 incident. The IC is solely responsible for establishing incident management
                 strategies and objectives and for ensuring that all functional area activities are
                 directed toward accomplishment of the strategy. In some cases in which incident
                 management crosses jurisdictional and/or functional agency boundaries, a single
                 IC may be designated if all parties agree to such an option.

       B.        Unified Command - When the incident involves multiple agencies or crosses
                 jurisdictional boundaries, Unified Command enables agencies with different
                 legal, geographic or functional responsibilities to coordinate, plan and interact
                 effectively. Unified Command is a team effort and a collaborative process. All
                 agencies with jurisdictional authority or functional responsibility for any or all
                 aspects of an incident and those able to provide specific resource support
                 participate in the Unified Command structure and contribute to the command
                 process of determining overall incident strategies, selecting SMART objectives,
                 ensuring joint incident planning, ensuring the integration of tactical operations
                 and approving, committing and making optimum use of all assigned resources.

                      1. Departments, organizations and jurisdictions are to identify the
                         personnel who may legitimately represent them within the Unified
                         Command. (See Attachment A).

                      2. To be considered for inclusion as a Unified Command representative at
                         a specific incident, an organization or agency must:




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                       Have jurisdictional authority or functional responsibility under a
                        law, ordinance or the Wayne County CEMP for the incident;
                        and
                       The incident or response operations must have impact on the
                        organizations area of responsibility; and
                       The organization must be specifically charged with
                        commanding, coordinating or managing a major aspect of the
                        response; and
                       The organization must have the resources to support it's
                        participation in the response organization.

       Participation in a Unified Command occurs without any agency abdicating it's
       authority, responsibility or accountability. Unified Command representatives
       must be able to:

                       Agree on common incident priorities and objectives;
                       Have the capability to sustain a 24 hour, 7 day a week
                        commitment to the incident;
                       Have the authority to commit agency or company resources to
                        the incident;
                       Have the authority to spend agency or company funds;
                       Agree on an incident response organization;
                       Agree on the appropriate Command and General Staff position
                        assignments to ensure clear direction for on-scene tactical
                        resources;
                       Commit to speak with "one voice" through the PIO and/or Joint
                        Information Center (JIC), if established;
                       Agree on logistical support procedures; and
                       Agree on cost-sharing procedures, as appropriate.

               1. Unified Command will be established for all hazardous material
                  incidents and terrorism or suspected CBRNE incidents. It may be used
                  for other incident as applicable.

               2. Unified Command may be established subsequent to or as an expansion
                  of the role of the initial Incident IC as the incident develops into
                  sustained operations. The assignment of the Unified Command
                  Spokesperson in a Unified Command will be from the agency with the
                  greatest jurisdictional authority and concurrent functional responsibility
                  for the incident and it's specific location. If more than one agency has
                  primary jurisdictional authority and functional responsibility, the
                  Spokesperson shall be selected by the consensus of the participating
                  Unified Command representatives.

               3. When Unified Command is anticipated or established, the county
                  Emergency Management Agency Director (Community Emergency


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                  Coordinator for the Local Emergency Planning Committee) or Deputy
                  Director will be notified to provide multi-agency or unified command
                  coordination.

               4. A Unified Command structure will be symbolized on incident
                  organizational charts using a triangle for the traditional Incident
                  Commander rectangle.

               5. Unified Command incidents will be managed using a single,
                  collaborative approach to include: a common organizational structure; a
                  single incident command post; a unified planning process; and unified
                  resource management.

               6. Unified Command participants will collocate at the Incident Command
                  Post and observe the following practices:

                       Jointly select an Operations Section Chief for each operational
                        period;
                       Keep each other informed of specific requirements;
                       Establish consolidated incident priorities, strategies and
                        objectives;
                       Develop a consolidated, written Incident Action Plan which
                        they jointly evaluate and update at regular intervals;
                       Coordinate to establish a single system for ordering resources;
                        and
                       Establish procedures for joint decision-making and
                        documentation.

               7. Supporting Agencies - Responding agencies that are involved in the
                  incident but lack jurisdictional authority or responsibilities are defined
                  as supporting agencies. They are represented in the Unified Command
                  structure and effect coordination on behalf of their parent agency
                  through the Liaison Officer.




XVII. DIVISIONS AND GROUPS

  Divisions and groups are established within the Operations section to manage span of
  control within the ICS organization. When established, supervisory control is
  assigned to a Division or Group Supervisor.

  When multiple resources are assigned to the same function incident-wide (such as
  ventilation or traffic control), a Group shall be established to provide coordination and
  control of tactical operations.


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   When multiple resources are assigned to perform tactical functions in a specified
   geographic area (such as a specified floor number or side of a structure), a Division
   shall be established to provide coordination and control of tactical operations.

   Combinations of both Divisions and Groups may be established within the Operations
   Section. For example, Divisions A, B, C and D may be established based on
   jurisdictional boundaries ad each of these Divisions may have functional groups
   (Traffic Control Group, Public Health Group, EMS Group and Search and Rescue
   Group) to provide a management structure for different types of resources within that
   division

   Designation of Divisions and Groups - When Division boundaries are established on
   the exterior of a structure or in nonstructural incidents, a letter designation A, B, C, D,
   etc) shall be used. In addition to establishing the Division designation, specific
   boundaries must be defined.

   When Division boundaries are defined by the floor level in a structure, a number or
   descriptive designation shall be used (1, 2, 3, Basement, Attic, etc). If a Division is
   assigned responsibility for the entire structure, it shall be designated as the Interior
   Division.

   In radio communications with a Division the letter or number shall follow "Division"
   (Division A, or Division 3). If a descriptive designation is given it shall precede
   "Division" (Interior Division or Basement Division)

   Groups shall be designated by their function. In radio communications with a Group,
   the function shall serve as the designation (Ventilation, Triage, Entry Team, etc).

XVIII. BRANCHES

   Up to five Branches may be established within the Operations Section. Branches may
   be established to serve several purposes:

   A. The numbers of Divisions and/or Groups exceed the recommended span of
      control - When span of control exceeds the recommended 1:5 ratio (or as high as
      1:10 for large-scale law enforcement operations). The IC or the Operations
      Section Chief should establish two Branches, assigning Branch Directors and
      allocating the established Divisions and Groups between them. For example, if
      one Group and four Divisions are reporting to the Operations Section Chief, and 2
      Divisions and one Group are to be added, a two-branch organization should be
      formed.

   B. The nature of the incident calls for a functional branch structure - Branches may
      be organized based upon the functions of response agencies at a specific incident.
      For example, police, fire, hazmat, EMS and public health are each involved in an
      incident and each has multiple tasks to accomplish. These agencies would each


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       have a functional branch operating under the direction of a single Operations
       Section Chief. Each functional branch would have a Branch Director assigned to
       direct the tactical activities of its own functional Groups or Divisions.

  C. The incident is multi-jurisdictional - Resources are best managed under the
     agencies that normally control them. When an incident crosses jurisdictional
     boundaries or requires the response of local, state and/or federal resources, then
     branches may be established around the jurisdictions involved. For example, a
     large hazardous materials release at the Wayne - Henry County line may involve
     responders from the two counties as well as state and federal assistance. Branches
     could be established around Wayne County resources, Henry County resources,
     State resources and Federal resources.

                NOTE: When a functional or a jurisdictional branch structure is to be
                 used, the Operations Section Chief should be selected from the same
                 response agency as the Incident Commander. Transfer of command
                 from one agency to another (e.g., Fire to Police) should be
                 accompanied by corresponding reassignment of the Operations Section
                 Chief.

  D. Air Operations Branch - When only one helicopter or one fixed-wing aircraft is
     used at an incident, it may be directly under the control f the Operations Section
     Chief. When the complexity of air operations requires additional support and
     effort or when the incident requires mixing tactical and logistical use of
     helicopters and other aircraft, the Operations Section Chief may designate a
     Director for the air Operations Branch. Flight safety is a paramount concern in
     complex operations and supports the requirement for a designated Air Operations
     Branch to ensure the integration of safety considerations into operational planning
     and mission execution. Whenever both helicopters and fixed-wing aircraft must
     operate simultaneously within the incident airspace, an Air Tactical Group
     Supervisor should be designated. This individual coordinates all airborne activity
     with the assistance of a Helicopter Coordinator and a Fixed-Wing coordinator.

  E. In large incidents with significant logistical requirements, two branches may also
     be established within an activated Logistics Section - The Service Branch, which
     is responsible for incident communications, food service and medical care for
     incident personnel and; the Support Branch which manages supplies, incident
     facilities and ground support (i.e., transportation). In smaller incidents the
     Logistics Section may not need to be branched but incorporate the needed
     functions as Units (e.g., Food Unit, Medical Unit, Supply Unit, etc)

  F.   Branch Designations - Branches may be designated numerically, by function or
       by jurisdiction. Numerical designations should use roman numerals (Branch I,
       Branch II, Branch III, Branch IV, etc). In radio communications with a Branch
       the number shall follow "Branch" (Branch III). If a functional or jurisdictional
       designation is assigned it shall precede "Branch" (EMS Branch, Law Enforcement
       Branch, Richmond Branch, County Branch, etc)


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XIX. AREA COMMAND

  A.   An Area Command is established based on incident complexity and span of
       control considerations. Area Commands are established to oversee the
       management of multiple incidents within close proximity (i.e., within the same
       Operational Area) that are each being handled by a separate ICS organization.
       Area Commands are also used or to oversee the management of a very large
       incident that involves multiple ICS organizations, such as would likely be the
       case for incidents that (1) are not site specific; or (2) geographically dispersed; or
       (3) evolve over longer periods of time; or (4) are not immediately identifiable -
       (such as a bio-terrorism event, or a disease outbreak). Area Commands are
       particularly useful in public health emergencies. Area Command is also used
       when there are a number of incidents in the same area and of the same type, such
       as tornado damage to several dispersed properties or multiple fires. These
       represent incidents that may compete for the same resources. When multiple
       incidents occur that do not have similar resource demands, (a major fire and a
       hostage situation) they will be coordinated through the Jurisdictional Emergency
       Operations Center (JEOC) or the County EOC.

  B.   If the incidents under the authority of the Area Command are multi-
       jurisdictional, then a Unified Area Command should be established (An Area
       command established using Unified Command structure and principles). This is
       to allow each of the involved jurisdictions to have appropriate participation in
       the Command.

  C.   An Area Command is activated only when necessary to deal with a complex
       incident situation and address span of control considerations. The decision to
       establish an Area Command will be made by the agency administrator with
       jurisdictional responsibility for the incident(s) (Police Chief, Fire Chief, Sheriff,
       etc).

  D.   Separate Area Commands may be established within each of the county's five
       Operational Areas (i.e., school districts).

  E.   When an Area Command is being considered or established, the Jurisdictional
       Emergency Operations Center (JEOC) may be activated and; the County
       Emergency Management Agency Director or Deputy Director shall be notified
       for resource support and incident management coordination.

  F.   An Area Command is established under the control of the Area Commander.
       The Area Commander has the same overall responsibilities as those of the
       incident commander outlined in section VII above. For incidents under his/her
       authority, an Area Commander has the responsibility to:

                 Set overall incident-related priorities;
                 Allocate critical resources according to priorities;


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                      Ensure that incidents are properly managed;
                      Ensure that incident management objectives are met and do not
                       conflict with each other or with agency policy;
                      Identify critical resource need and report them to the County EOC;
                      Provides for personnel accountability and a safe operating
                       environment; and
                      Ensure that short-term emergency recovery is coordinated to assist
                       in the transition to full recovery operations


G.     Area Command Organization - The Area Command operates under the same basic
       principles as does ICS. Typically, an Area Command will comprise the following key
       personnel:

                        Area Commander (or Unified Area Command)
                        Area command Liaison Officer
                        Area Command Public Information Officer
                        Area Command Planning Chief
                        Area Command Situation Unit Leader
                        Area Command Logistics Chief
                        Area Command Critical Resources Unit Leader
                        Area Command Aviation Coordinator

H.     Area Command Location - The following considerations guide determining the
       physical location of an Area Command:

                      The Area Command should be established in close proximity to the
                       incidents under its authority to facilitate meetings and interaction of
                       the Area Commander with individual IC s;
                      Area Commands should NOT be collocated with any individual
                       Incident Command Post (ICP);
                      Area Commands MAY collocate with an activated EOC or
                       Jurisdictional EOC (JEOC). This method is encouraged to facilitate
                       close resource coordination and communications between the Area
                       Command and the County EOC or JEOC staff.
                      Area Commands must establish effective, efficient communications
                       and coordination processes and protocols with subordinate ICPs
                       and the JEOC, County EOC or other incident management
                       organizations involved in the response;
                      The facility used to house the Area Command should be large
                       enough to accommodate the Area Command staff, provide meeting
                       space and conduct news media briefings and have adequate parking
                       space. A fixed structure such as a fire station, police station is
                       recommended.

I.     Area Command Reporting Relationships - When an Area Command is activated, the
       following reporting relationships will apply:


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                       The ICs for the incidents under the Area Command's authority
                        report to and coordinate incident requirements through the Area
                        Commander.
                       The Area Commander will coordinate resource and other needed
                        support with the Jurisdictional EOC, when activated. The JEOC
                        will coordinate support and incident management requirements with
                        the County EOC. If a JEOC is not activated, the Area Commander
                        will coordinate directly with the County EOC.
                       The Area Commander is accountable to the agency administrator or
                        to the jurisdiction's chief executive.
                       If one or more incidents within the Area Command are multi-
                        jurisdictional, A Unified Area Command should be established.
                        Individual ICs will then report to the Unified Area Commander for
                        their jurisdiction.

XX.   COMMAND RELEATIONSHIP TO THE EMERGENCY OPERATIONS
      CENTER (EOC)

  A. Emergency Operations Centers (EOC’s) have policies, procedures, processes and
     personnel to support the Incident Command function at the scene of an emergency
     incident from a fixed facility remote from the scene. The core functions of the EOC
     are:
                 1. Coordination
                 2. Communications- provides for the common operating picture of the
                    incident to support critical decision-making.
                 3. Resource Dispatch and Tracking
                 4. Information collection, analysis and dissemination.

      Note:    Until an EOC can be activated, the Wayne County 911 Dispatch Center
              performs most of these functions. Once activated, the EOC Coordinator
              assumes responsibility for all of these functions.

  B. Types of EOC’s- The Wayne County Comprehensive Emergency Management Plan
     provides for the activation of two types of EOC’s:

                    Jurisdictional EOC (JEOC)- City, Town and Township officials, Local
                     agency administrators and support personnel may support incident
                     commands established within their respective jurisdictions or
                     operational area districts (based on school districts) from an activated
                     JEOC. A JEOC may be established in a fire station, police station, or
                     government center within the jurisdiction.

                                Incident Commanders may request activation of their JEOC
                                 by directing the request through their agency dispatch.




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                            Local agency administrators or local chief elected officials
                             may direct the activation of their JEOC to support a local
                             incident response.

                            When a JEOC is activated, the Wayne County Emergency
                             Management Agency Director should be notified. This
                             notification maybe directed through the county 911 Center.

                County EOC (CEOC)- The Wayne County Emergency Operations
                 Center is located in the County Administration building. It has
                 established systems, procedures, processes and identified personnel to
                 conduct emergency incident support operations. The County EOC
                 functions as the seat of county government in emergencies and has
                 county-wide jurisdiction.

                     The County EOC is operated under the supervision and direction
                      of the EOC Coordinator. The EOC staff is organized using the
                      Emergency Support Function (ESF) concept and mirrors the
                      structure of the National Response Plan. Each ESF is coordinated
                      by a Primary Coordinating Agency which is clearly identified in
                      the Comprehensive Emergency Management Plan (CEMP).
                      Primary Coordinating Agencies are recognized as Multi-agency
                      Coordinating Entities under NIMS. The EOC Coordinator and
                      each ESF Primary Agency Coordinator is responsible for:

                              Ensuring each agency involved in incident management
                               activities is providing appropriate situational awareness
                               and current resource status information.

                              Establish priorities between Incidents and/or Area
                               Commands in concert with the IC, UC or Area
                               Commands involved.

                              Acquire and allocate resources required by incident
                               management personnel in concert with the priorities
                               established by the IC or UC.

                              Anticipate and identify future resource requirements.

                              Provide strategic coordination as required.

                              Ensure    improvements      in    plans,     procedures,
                               communications, staffing and other capabilities are acted
                               upon following the incident(s). (Implement Corrective
                               Action Plan).




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                                   Ensure necessary improvements are coordinated with
                                    appropriate preparedness organizations following the
                                    incident(s).

                     The County EOC may be activated by the EMA Director in response to
                      or anticipation of a county-wide emergency or; at the direction of the
                      Wayne County Commissioners or; as requested to support an
                      emergency incident by an Incident Commander.

                          When two or more JEOCs are activated, the County EOC will be
                           activated.

                          The County EOC should be activated for any Type 3, Type 2, or
                           Type 1 incident but may be activated as needed for support of any
                           incident. (See attachment D) The County EOC will be activated
                           for any natural or man-made disaster, terrorism incident or wide
                           spread public health emergency.


                     Communications with the County EOC- See Attachment B.

                          The County EOC can establish communications with county and
                           city fire and law enforcement agencies, EMS providers, county,
                           city and town public works departments, Richmond Power &
                           Light, Whitewater Valley REMC, Wayne County Health
                           Department, Reid Hospital and the County 911 Center utilizing
                           assigned VHF, UHF and 800 MHz radio frequencies.

                          The CEOC has direct radio communications with surrounding
                           counties’ EOC’s; the EOC’s of the counties that comprise District
                           6 and; the State EOC. The Wayne County RACES organization
                           can assist in providing supplemental emergency communications
                           as needed.

                          The CEOC has telephone, satellite phone, fax and internet
                           connections, notification and reporting procedures, and Telephone
                           and fax number lists to implement notification, reporting and
                           coordination with local, state and non-government organizations.
XXI.   JOINT INFORMATION SYSTEM (JIS)

       The Joint Information system provides an organized, integrated and coordinated
       mechanism to ensure the delivery of understandable, accurate, timely and consistent
       information to the public in a crisis. It encompasses all public information operations
       related to the incident including all federal, state, local and private Public Information
       Officers, staff and Joint Information Centers established to support an incident. Key
       elements include interagency coordination and integration; developing and delivering



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     coordinated messages; support for decision-makers and; flexibility, modularity and
     adaptability.

     Public information functions must be coordinated and integrated across jurisdictional
     and functional agencies; among federal, state, and local partners; and with private
     sector and non-governmental organizations.

                   The county coordinates Emergency Public Information under ESF-17.
                    The Wayne County Sheriff’s Department is the Primary Coordinating
                    Agency for Emergency Public Information.

                   A PIO should be assigned in any incident in which public information
                    presents a significant workload for the IC to take care of along, or; any
                    incident where critical health, safety or protection information must be
                    delivered to the public, regardless of incident type.

                   PIOs for local government, support agencies, private sector and non-
                    governmental organizations will coordinate emergency public
                    information activities during all phases of an emergency through ESF-
                    17.

                   When activated, incident PIOs will establish and maintain
                    communications with the JIC using all effective means (radio,
                    telephone, email, runners, etc.).

                   PIOs will clear all information releases through the IC, agency
                    administrator, chief elected official and/or technical experts, as
                    appropriate, prior to release. The IC is responsible for approving all
                    public information releases.

A.   The assigned incident Public Information Officer (PIO) is a key ICS staff member
     supporting the Incident Command structure. The PIO represents and advises the
     Incident Command on all public information matters relating to the management of
     the incident. The PIO handles media and public inquiries, emergency public
     information and warnings (e.g. protective actions), rumor monitoring and response,
     media monitoring and other functions required to coordinate, clear with appropriate
     authorities, and disseminate accurate and timely information related to the incident.
     This is of particular importance with regard to information on public health, safety and
     protection.

     The PIO is responsible for coordinating public information activities at or near the
     incident scene and serves as the on-scene link to the Joint Information System (JIS).
     In a large scale incident, the on-scene PIO serves as a field PIO with communications
     links to the Joint Information Center (JIC). The JIC will be typically collocated with
     the County EOC, however a Jurisdictional EOC or other facility may be used for this
     purpose.



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                     Local government agencies and departments, support agencies, and;
                      private sector and non-government organizations with emergency
                      responsibilities under the Comprehensive Emergency Management
                      Plan should assign and train PIOs.

B.     A Joint Information Center (JIC) is a physical location, usually a fixed structure,
       where public affairs professionals from organizations involved in incident
       management activities can collocate to perform critical emergency public information,
       crisis communications and public affairs functions. It is critical that the JIC staff have
       the most current and accurate information regarding incident management activities at
       all times, throughout the life span of a specific incident. The JIC provides to
       organizational structure for coordinating and disseminating official information JICs
       may be established at each level of incident management, (local, state, federal) as
       required.

                     The JIC must include representatives of each agency, department,
                      jurisdiction, private sector and non-governmental organizations
                      involved in incident management activities.

                     A single JIC location is preferable however, multiple JIC locations and
                      operations may be required in large, complex or multi-jurisdictional
                      incident.

                     Each established JIC must have procedures and protocols to
                      communicate and coordinate effectively with other JICs as well as
                      other appropriate components of the ICS organization.

                     A Local/County JIC should be established for any Type 3, Type 2, or
                      Type 1 incident however, it may be established for any incident which
                      presents critical public information or public affairs requirement.

                     The designated location for the Wayne County JIC is the Wayne
                      County Commissioners chambers, located in the County
                      Administration Building at 401 East Main Street, Richmond. This area
                      provides office space, telephone, fax and internet access, and space for
                      media briefings. Other suitable JIC locations (depending upon the kind
                      and size of the incident) include:

                            Kuhlman Center
                            Reid Hospital
                            Richmond City Council Chambers
                            Earlham College
                            Indiana University-East

                     The established JIC must have communications capabilities with the
                      ICS organization, field PIOs, activated EOCs and other JICs. By



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    Wayne County Incident Command System


                       collocating the JIC and the EOC, the EOC may assist with the JICs
                       communications needs.

XXII.   CREDENTIALING

        A. Credentialing involves providing documentation that can authenticate and verify
           the certification and identity of designated incident managers and emergency
           responders.      This will help ensure that personnel representing various
           jurisdictional levels and functional disciplines posses a minimum common level of
           training, currency, experience, physical and medical fitness and capability for the
           incident management or emergency responders position they are tasked to fill.
           Credentialing can serve to prevent unauthorized access to an incident (i.e. self-
           dispatched or unqualified personnel) and help maintain perimeter control of and
           access to that incident, while ensuring that those requested to respond meet the
           required criteria for participating in such an incident. The credentialing system is
           part of the National Mutual Aid and Resource Management System. The NIMS
           Integration Center is currently developing the National Emergency Responder
           Credentialing System. While participation in this system is voluntary, Wayne
           County supports the development and implementation of this system in order to
           assist incident managers in acquiring those qualified resources needed to deal with
           an incident when local resources are overwhelmed.

        B. References:
           FEMA NIMS Resource Management and Mutual Aid, National Emergency
           Responder Credentialing System:
           http://www.fema.gov/emergency/nims/mutual_aid.shtm.
           Federal Information Processing Standards Publication 201, Change Notice 1
           (FIPS.PUB-201-1), Personal Identity Verification (PIV) of Federal Employees and
           Contractors, March 2006, National Institute of Standards and Technology.
           http://csrc.nist.gov/publications/fips/fips201-1/FIPS-201-1chng1.pdf


        C. Responsibilities - Employee Identification

            1.   Local agency administrators and department heads are responsible for
                 developing and implementing appropriate Personal Identification Verification
                 (PIV) identity, proofing and registration process and procedures consistent
                 with Appendix A of FIPS-201-1 and requirements implemented by the NIMS
                 Integration Center for new and current personnel (including volunteers).
            2.   Local agency administrators and department heads are responsible for
                 maintenance, updating and reissuing identification cards to keep personnel
                 identity information, certifications and other information current.

            3.   Agency administrators and department heads will establish a card registry of
                 all identification cards issued. Active, damaged, lost, stolen, revoked and
                 expired cards will be noted. All reasonable efforts should be made to recover



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                   lost, stolen, revoked or expired identification cards as well as cards from
                   employees who are leaving the service.

              4.   Governmental and non-governmental credentialing bodies at the federal, state
                   and local levels will typically issue credentials. These credentialing systems
                   are rooted in state licensure statutes and other well established requirements
                   and procedures.

              5.   Responders will present department-issued identification cards and other
                   required or requested credentials upon check-in at an incident. The IC may
                   direct or request verification of credentials.

              6.   Department/Agency/Organization-issued identification cards should conform
                   to FIPS-201-1 standards, as applicable (See Section 4 of FIPS 201):

                   The front of the card is required to contain: (optional items may be included).
                   a. Employee photograph - full frontal pose from the top of the head to
                      shoulder. 300 dots per inch resolution, or better should be used.
                   b. Employee name
                   c. Employee affiliation - (ACTIVE DUTY; CIVILIAN; RESERVE, etc.)
                   d. Organizational affiliation - Department/Agency name
                   e. Expiration Date – the card expiration date in YYYYMMDD format.

                   The back of the card is required to contain (optional items may be included).
                   a. Agency card serial number
                   b. Issuer identification

              Color-coding for employee affiliation - Color-coding may be used for additional
              identification of employee affiliation. If color-coding is used, it should be used as
              a background color for the employee’s name. FIPS-201-1 recognizes the use of the
              following color scheme:
                         Red - Emergency Responders
                         Green - Contractors
                         Blue - Foreign Nationals

              NOTE: The identification card format developed and distributed by Wayne
              County EMA may be used with the above noted modifications.



XXIII.     CONCEPT OF OPERATIONS

           A. Upon arriving at the scene of an emergency or other incident, the first arriving
              ranking officer of the responding agency will establish command. The officer will
              provide an initial report from the incident via radio to the county 911 dispatch
              center identifying the current situation, the location, and any obvious threats to life
              and/or property. The initial IC may transfer command to the agency with


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     jurisdictional command authority for the incident upon their arrival and following
     a transfer of command briefing. The Initial IC will implement the Six Step
     Incident Management Process:

           1.   Size up the situation
           2.   Identify contingencies
           3.   Determine priorities, strategies and tactical objectives
           4.   Identify needed resources
           5.   Build an Incident Action Plan and ICS management structure
           6.   Take action and evaluate progress

  B. The first arriving ranking officer shall designate the incident by name and establish
     the location of a Command Post from which command operations will be carried
     out.

  C. Based upon the initial assessment of the first arriving officer, additional resources
     may be requested.

  D. Based upon the request for additional resources and the initial report of the
     incident, the county EMA Director or Deputy Director will be notified to provide
     multi-agency or unified command coordination.

  E. The IC shall determine the level of hazard and determine the appropriate response
     strategy and objectives based upon that hazard by developing an Incident Action
     Plan and implementing appropriate sections of the ICS.

  F. The IC will develop the Incident Action Plan based upon the needs of the incident
     to include the identification of strategic goals, the formulation of tactical
     objectives, and a constant re-evaluation of actions. The IC will request county
     dispatch to notify the appropriate local officials and state agencies as needed for
     effective response and stabilization of the incident.

  G. The IC shall inform the EOC, if the EOC is activated, of the situation in the field.
     The IC shall receive policy and direction from the EOC staff if activated and
     staffed.

  H. The I.C. shall implement the Joint Information System at a level appropriate to the
     incident. An activated EOC may implement a Joint Information Center to
     coordinate public information activities when needed.

  I. The Operations Section Chief shall establish a staging area if not already
     established by the IC.

  J. The IC shall appoint a Safety Officer to ensure that all operations are carried out in
     a safe manner to avoid injury to responders. The Safety Officer shall prepare a site
     safety plan, which shall be approved by the IC.



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          K. The IC shall maintain on-site a check-in-list of responding agencies with their
             arrival time and departure time. This may be delegated to the Liaison Officer or
             an assistant at the Command Post or the Planning Section, if activated.

          L. The IC shall ensure the establishment of an effective incident communications
             plan to facilitate a common operational picture and situational awareness of the
             incident to promote sound decision-making throughout the ICS organization and
             all involved levels of incident management.

          M. If the incident involves multiple agencies and/or multiple jurisdictions, a Unified
             Command shall be established.

          N. If there are multiple incidents of the same type with separate commands
             established at each site, an Area Command should be considered by the agency
             administrator with jurisdictional command authority for the events.

          O. The IC shall see that termination procedures are identified, implemented, and
             followed at the termination of each incident. The IC is responsible for scheduling
             and conducting a critique of the incident. All participating agencies shall be
             notified of the critique location, date and time.

          P. The IC, with assistance from the Command Staff and General Staff, shall see that
             all proper paperwork is completed after each incident. Reports shall be completed
             in a timely fashion and provided to Wayne County EMA, state and federal
             agencies as applicable, as well as local governing bodies, i.e., County
             Commissioners, Mayor, City Council, and/ or Local Emergency Planning
             Committee.


XXIV.     REFERENCES

          National Incident Management System, U.S. Department of Homeland Security,
          March 2004. http://home.fema.gov/nims/nims_compliance.shtm#nimsdocument

          National Response Plan, U.S. Department of Homeland Security
          http://www.dhs.gov/dhspublic/interapp/editorial/editorial_0566.xml

          National Mutual Aid Glossary of Terms and Definitions and Resource Typing
          Definitions by Discipline available at http://www.fema.gov/nims/mutual_aid.shtm

          Wayne County Comprehensive Emergency Management Plan, Revised June 2005,
          Wayne County emergency Management Agency

          National Incident Management System (NIMS), An Introduction - IS 700, FEMA
          Independent Study Course, http://training.fema.gov/emiweb/IS/is700.asp




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       Introduction to the Incident Command System, I-100, for Federal Disaster Workers -
       IS-100, FEMA Independent Study Course,
       http://training.fema.gov/emiweb/IS/is100.asp

       Basic Incident Command System - IS195, FEMA Independent Study Course,
       http://training.fema.gov/emiweb/IS/is195.asp

       Basic Incident Command System (I-200) for Federal Disaster Workers - IS200,
       FEMA Independent Study Course, http://training.fema.gov/emiweb/IS/is200.asp

       WMD Incident Management / Unified Command Course (313), Texas Engineering
       Extension Service, National Emergency response and rescue Training Center

       NIMSonline.com, http://www.nimsonline.com/

       ICS Forms Solution, Electronic ICS Forms,
       http://response.restoration.noaa.gov/oilaids/ICS/intro.html



XXV.   ATTACHMENTS and APPENDICES

       Attachment A - Identification of Incident Commanders and Unified Command
       Representatives Form

       Attachment B – Integrated Communications Plan

       Attachment C – Incident Command Organizational Chart

       Attachment D - Incident Types

       Attachment E - Incident Action Planning Process

       Appendix 1 - ICS Functional Position Checklists

       Appendix 2 - ICS Forms

       Appendix 3- Glossary of Related Terms




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Attachment A:

    Identification of Incident Commanders and Unified Command
                            Representatives
Department / Jurisdiction Name:____________________________________________

   Identify personnel who are authorized to represent your department and function as Incident
   Commanders at emergency incidents:
Name: _____________________________ Position/Rank: ___________________________
      [ ] IS-700     [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
      [ ] IS-700     [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
      [ ] IS-700     [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
        [ ] IS-700    [ ] ICS-100    [ ] ICS-200    [ ] ICS-300    [ ] ICS-400    [ ] HM-ICS   [ ] IS-800

                                      Unified Command On Back


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    Identify personnel from your department or jurisdiction who are authorized to represent your
    department or jurisdiction in a Unified Command organization:

Name: _____________________________ Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

Name: ____________________________                 Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

Name: _____________________________ Position/Rank: ___________________________
          [ ] IS-700   [ ] ICS-100   [ ] ICS-200   [ ] ICS-300   [ ] ICS-400   [ ] HM-ICS   [ ] IS-800

This document needs to be reviewed annually or as changes occur.
Please forward a copy to:       Wayne County Emergency Management Agency
                                401 East Main Street
                                Richmond, IN 47374
                                Phone: 765-973-9399 Fax: 765-973-9468
                                E-Mail: ema@co.wayne.in.us

Chief/Department
Head: ______________________________ __________________________________
                   Signature                     Printed Name

Jurisdictional
Elected Official:__________________________          _________________________________
                       Signature                             Printed Name

Title: ____________________________                Date: _____________________________




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             Attachment B                                                                    EOC Radio Frequencies

          Fire Command                   Law Enforcement Command                                       Dispatch                           Jurisdictional EOC                             County EOC
       Incident Command Net                     Incident Command Net                           Incident Command Net                        Incident Command Net                       Incident Command Net
154.010     County Fire Dispatch       155.890/       Sheriff Car to Base             155.890/     Sheriff Car to Base            155.890/      Sheriff Car to Base          155.890/       Sheriff Car to Base
                                       155.130        Plan A                          155.130      Plan A                         155.130       Plan A                       155.130 or     Plan A
                                                                                      or                                          or                                         154.010        County Fire
                                                                                      154.010      County Fire                    154.010       County Fire                  155.025        State EOC Net
                                                                                      155.025      State EOC Net                                                             (91.5)
Use:         Command coordination      Use:             Command coordination          Use:         Command coordination with      Use:         Command coordination          Use:           Command coordination
             with the IC                                with the IC                                the IC                                      between the IC and JEOC or                   with the IC, JEOC and
                                                                                                                                               CEOC                                         State EOC
          Incident Staging Net                     Incident Staging Net                           Incident Staging Net                      Incident Staging Net                       Incident Staging Net
154.280      Fire Mutual Aid           155.475          ILEEN -                       155.475       ILEEN                                                                    155.475        ILEEN
                                                                                      154.280       Fire Mutual Aid                                                          154.280        Fire Mutual Aid
Use:      Use: Incident call-in        Use:             Incident call-in frequency,   Use:          Incident call-in frequency,   Use:         Incident call-in frequency,   Use:           Incident call-in frequency,
          frequency, Staging,                           Staging, Assignments                        Staging, Assignments                       Staging, Assignments                         Staging, Assignments
          Assignments
        Law Operations Net                         Law Operations Net                             Law Operations Net                        Law Operations Net                         Law Operations Net
155.130   Plan A Car-Car               155.130         Plan A Car-Car -               155.130       Plan A Car-Car -                                                         155.130      Plan A Car-Car -

Use:         Law Enforcement           Use:              Law Enforcement              Use:           Law Enforcement              Use:                                       Use:           Law Enforcement
             coordination                               coordination                                 coordination                                                                           coordination
           Law Tactical Net                         Law Tactical Net                                Law Tactical Net                         Law Tactical Net                            Law Tactical Net
155.580     Plan B Car-Car - (141.3)   155.580         Plan B Car-Car                 155.580        Plan B Car-Car                                                          155.580       Plan B Car to Car
(141.3)                                (141.3)                                        (141.3)                                                                                (141.3)
Use:       As assigned                 Use:             As assigned                   Use:          As assigned                   Use:                                       Use:
        Fire Operations Net                        Fire Operations Net                            Fire Operations Net                       Fire Operations Net                        Fire Operations Net
154.265    Fire Mutual Aid             154.265          Fire Mutual Aid                                                                                                      154.265       Fire Mutual Aid

Use:        Fire coordination          Use:           Fire coordination               Use:                                        Use:                                       Use:         Fire coordination
      Fire Ground Tactical Net                 Fire Ground Tactical Net                         Fire Ground Tactical Net)                Fire Ground Tactical Net                   Fire Ground Tactical Net
154.295     Fire Mutual Aid            154.295        Mutual Aid -                                                                                                           154.295      Fire Mutual Aid

Use:         As Assigned               Use:             As Assigned                   Use:                                        Use:                                       Use:           As Assigned

      Fire Ground Tactical Net                   Fire Ground Tactical Net                       Fire Ground Tactical Net                 Fire Ground Tactical Net                   Fire Ground Tactical Net
154.280     Fire Mutual Aid            154.280          Fire Mutual Aid               154.280        Fire Mutual Aid                                                         154.265      Fire Mutual Aid
                                                                                                                                                                             154.295
Use:         As Assigned               Use:             As Assigned                   Use:           As Assigned                  Use:                                       Use:         As Assigned




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              Wayne County Incident Command System


     RFD Hazmat Operations Net                RFD HazMat Operations Net                    RFD HazMat Operations Net)            RFD HazMat Operations Net)         RFD HazMat Operations Net)
155.400   Richmond Fire- Direct         154.400      Richmond Fire - Direct          154.400    Richmond Fire - Direct                                         153.400     Richmond Fire - Direct
(141.3)                                 (141.3)                                      (141.3)                                                                   (141.3)
Use:      HazMat Team tactical          Use:         HazMat Team tactical            Use:       HazMat Team tactical      Use:                                 Use:        HazMat Team tactical
          communications                             communications                             communications                                                             communications
        EMS Operations Net                       EMS Operations Net                           EMS Operations Net                     EMS Operations Net                EMS Operations Net
155.235     EMS Provider                155.235          EMS Provider                                                                                          155.235        EMS Provider
Use:        EMS Coordination, triage,   Use:             EMS coordination, triage,   Use:                                 Use:                                 Use:           EMS coordination, triage,
            treatment and transport                      treatment and transport                                                                                              treatment and transport

          EMS / Hospital Net                             EMS / Hospital Net                       EMS / Hospital Net                 EMS / Hospital Net                   EMS / Hospital Net
155.340     IHERN                       155.340          IHERN                                                                                                 155.340      IHERN
(100.0)                                 (100.0)                                                                                                                (100.0)
Use:        Use: EMS transport          Use:             Use: EMS transport          Use:                                 Use:                                 Use:           EMS transport
            coordination, patient                        coordination, patient                                                                                                coordination, patient
            reports                                      reports                                                                                                              reports

     Health Dept. Operations Net               Health Dept. Operations Net                  Health Dept. Operations Net     Health Department Operations Net     Health Department Operations Net
159.015     Health                      159.015        Health                                                                                                  159.015      Health
151.085                                 151.085                                                                                                                151.085
(123.0)                                 (123.0)                                                                                                                (123.0)
Use:        Health Dept. coordination   Use:           Health Dept. coordination     Use:                                 Use:                                 Use:        Health Dept. coordination


       Logistics Coordinator Net                  Logistics Coordinator Net                  Logistics Coordinator Net            Logistics Coordinator Net            Logistics Coordinator Net



Use:                                    Use:                                         Use:                                 Use:                                 Use:


    Public Works Operations Net                Public Works Operations Net                  Public Works Operations Net          Public Works Operations Net          Public Works Operations Net



Use:                                    Use:                                         Use:                                 Use:                                 Use:


       Public Works Tactical Net                Public Works Tactical Net                    Public Works Tactical Net            Public Works Tactical Net            Public Works Tactical Net



Use:                                    Use:                                         Use:                                 Use:                                 Use:




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    Wayne County Incident Command System

    Attachment C:                                                                                               INCIDENT COMMAND
                                                                                                                ORGANIZATIONAL CHART
    NOTE:       * Up to 5 Branches- Manage span of control; Functional; Jurisdictional
               ** Up to 25 Divisions or Groups                                            Unified          OR           Incident Commander
                                                                                         Command

                                                                                                                                                                                                           Legal Officer


                                                                                   Safety Officer                                                                Liaison Officer                          Medical Officer


                                                                        Public Information Officer                                                            Intelligence Officer



                 Operations Section
                       Chief                                                                                                             Planning Section                                     Logistics Section                   Finance Section
                                                                                                                                              Chief                                                Chief                              Chief
                                          Staging Area Manager

                                                                                                                                             Resource Unit Leader          Service Branch Director      Support Branch Director      Time Unit Leader

*      Branch Director          *      Branch Director                                       Air Operations Branch
                                                                                                   Director
                                                                                                                                             Situation Unit Leader                 Communications           Supply Unit Leader       Procurement Unit
                                                                                                                                                                                     Unit Leader                                          Leader

**          Division/Group      **           Division/Group                    Air Support                           Air Attack
                                                                                                                                             Documentation Unit                                                Facilities Unit
              Supervisor                       Supervisor                      Supervisor                            Supervisor
                                                                                                                                                  Leader                            Medical Unit                  Leader            Comp/Claims Unit
                                                                                                                                                                                      Leader                                            Leader

            Division/Group                   Division/Group                      Helibase Manager                    Helicopter
                                                                                                                                             Demobilization Unit                                              Ground Support
              Supervisor                       Supervisor                                                            Coordinator
                                                                                                                                                  Leader                           Food Unit Leader            Unit Leader           Cost Unit Leader

                                                                                 Helispot Manager
            Division/Group                   Division/Group                                                          Air Tanker
                                                                                                                                             Technical Specialists
              Supervisor                       Supervisor                                                            Coordinator

                                                                                Fixed Wing Base
                                                                                  Coordinator

             Single Resources                    Single Resources


             Task Forces                         Task Forces


             Strike Teams                        Strike Teams



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Attachment D                                   Incident Types

      Incidents may be typed in order to make decisions about resource requirements. Incident
            types are based on the following five levels of complexity. (Source: U.S. Fire
                                          Administration)

     Type 5
              The incident can be handled with one or two single resources with up to six personnel.
              Command and General Staff positions (other than the Incident Commander) are not activated.
              No written Incident Action Plan (IAP) is required.
              The incident is contained within the first operational period and often within an hour to a few hours
               after resources arrive on scene.
              Examples include a vehicle fire, an injured person, or a police traffic stop.

     Type 4
              Command staff and general staff functions are activated only if needed.
              Several resources are required to mitigate the incident.
              The incident is usually limited to one operational period in the control phase.
              The agency administrator may have briefings, and ensure the complexity analysis and delegation of
               authority are updated.
              No written Incident Action Plan (IAP) is required but a documented operational briefing will be
               completed for all incoming resources.
              The role of the agency administrator includes operational plans including objectives and priorities.

     Type 3
           When capabilities exceed initial attack, the appropriate ICS positions should be added to match the
            complexity of the incident.
           Some or all of the Command and General Staff positions may be activated, as well as
            Division/Group Supervisor and/or Unit Leader level positions.
           A Type 3 Incident Management Team (IMT) or incident command organization manages initial
            action incidents with a significant number of resources, an extended attack incident until
            containment/control is achieved, or an expanding incident until transition to a Type 1 or 2 team.
           The incident may extend into multiple operational periods.
           A written IAP may be required for each operational period.

     Type 2
           This type of incident extends beyond the capabilities for local control and is expected to go into
            multiple operational periods. A Type 2 incident may require the response of resources out of area,
            including regional and/or national resources, to effectively manage the operations, command, and
            general staffing.
           Most or all of the Command and General Staff positions are filled.
           A written IAP is required for each operational period.
           Many of the functional units are needed and staffed.
           Operations personnel normally do not exceed 200 per operational period and total incident
            personnel do not exceed 500 (guidelines only).
           The agency administrator is responsible for the incident complexity analysis, agency administrator
            briefings, and the written delegation of authority.

     Type 1
           This type of incident is the most complex, requiring national resources to safely and effectively
            manage and operate.
           All Command and General Staff positions are activated.
           Operations personnel often exceed 500 per operational period and total personnel will usually
            exceed 1,000.
           Branches need to be established.
           The agency administrator will have briefings, and ensure that the complexity analysis and
            delegation of authority are updated.
           Use of resource advisors at the incident base is recommended.
           There is a high impact on the local jurisdiction, requiring additional staff for office administrative and
            support functions.



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 The United States Fire Administration's Incident Complexity Analysis Form
    Guide to Completing the Incident Complexity Analysis           - All Hazards. (Type 1, 2)
                                                                                             -
           1)   (2) Analyze each element and check the response, Yes or No.

           2)      If positive responses exceed, or are equal to, negative responses within any
                   primary factor (A through G), the primary factor should be considered as a
                   positive response.
           3)      If any three of the primary factors (A through G) are positive responses;, this
                   indicates the incident is or is predicted to be of Type 1 complexity.
           4)      Factor H should be considered after numbers 1-3 are completed. If more than two
                   of the items in factor H are answered yes, and three or more of the other primary
                   factors are positive responses, a Type 1 team should be considered. If the
                   composites of Hare negative, and there are fewer than three positive responses in
                   the primary factors (A-G) a Type 2 team should be considered. If the answers to all
                   questions in H are negative, it may be advisable to allow the existing incident
                   management team to continue action on the incident.


                     Incident Complexity Analysis                              YES                       NO
                                   A. Incident Conditions (Observed or Predicted)
   1. The current situation exceeds or is projected to exceed surge
       capacity.
   2. Potential exists for extreme conditions (extreme weather,
      airborne hazards, etc.).
   3. Weather forecast indicating no significant relief or worsening
      conditions.
                                                                   Total
                                                B. Resources Committed
   1.   200 or more personnel assigned.
   2.   Three or more divisions.
   3.   Wide variety of special support personnel.
   4.   Substantial air operation which is not properly staffed.
   5.   Majority of initial response resources committed.
                                                                   Total
                                                 C. Resources Threatened
   1.   High population areas, critical infrastructure.
   2.   Developments and facilities.
   3.   Restricted, threatened, or endangered species habitat.
   4.   Cultural sites.
   5.   Unique natural resources, special-designation areas, wilderness.
   6.   Other special resources.

                                                                    Total




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                                                       D. Safety
1. Unusual hazard or risk.
2. Serious accidents or fatalities.
3. Threat to safety of visitors from rescue/recovery and related
   operations.
4. Restrictions and/or closures in effect or being considered.
5. No night operations in place for safety reasons.
                                                              Total
                                                   E. Ownership
1. Involves or threatens more than one jurisdiction.
2. Potential for claims (damages).
3. Different or conflicting management objectives.
4. Disputes over agency/jurisdiction responsibility.
5. Potential for unified command.
                                                                   Total
                                               F. External Influences
1. Controversial response policy.
2. Pre-existing controversies/relationships.
3. Sensitive media relationships.
4. Smoke/dust/agent management problems.
5. Sensitive political interests.
6. Other external influences.
                                                                   Total
                                               G. Change in Strategy
1. Change in strategy to defensive from offensive.
2. Large amounts of exposures/casualties within planned
   perimeter.
3. Threat assessment invalid or requires updating.
                                                                   Total
                                    H. Existing Incident Management Organization
1. Worked two operational periods without achieving initial
objectives.
2. Existing management organization ineffective.
3. Incident management organization overextended mentally
and/or physically.
  4. Incident action plans, briefings, etc. missing or poorly prepared.
                                                                     Total




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                 Incident Complexity Analysis (Type 3, 4, 5) ALL HAZARDS
                            Incident Conditions                             Yes                 No
     Potential for nearing surge capacity exists or you are currently
     experiencing surge capacity.
     Weather forecast indicating no significant relief or worsening
     conditions.
     Current or predicted incident conditions dictates defensive
     control strategies with large amounts of population/exposures
     within planned perimeter.
                            Responder Safety
     Performance of resources affected by cumulative fatigue.
     Incident management organization overextended mentally
     and/or physically.
     Communication ineffective with tactical resources or dispatch.
                               Organization
     Operations are at the limit of span of control.
     Incident action plans, briefings, etc. missing or poorly
     prepared.
     Variety of specialized operations, support personnel or
     equipment.
     Unable to properly staff air operations.
     Limited local resources available for initial response.
     Heavy commitment of local resources to logistical support
     Existing forces worked 24 hours without success.
     Resources unfamiliar with local conditions and tactics.
                          Values to be protected
     Structures, developments, recreational facilities, or potential for
      evacuation.
     Involves or threatens more than one jurisdiction and potential for
     unified command with different or conflicting management
      objectives.
     Critical infrastructure, unique natural resources, special
     designation areas, critical municipal watershed, T&E species
      habitat, cultural value sites.
     Sensitive political concerns, media involvement, or controversial
      fire policy.

    If you have checked "Yes" on 3 to 5 of the analysis boxes, consider requesting the next level of
   incident management support.




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Attachment E

                             Incident Action Planning Process

It was recognized early in the development of the ICS that the critical factor of adequate planning for
incident operations was often overlooked or not given enough emphasis. This resulted in poor use of
resources, inappropriate strategies and tactics, safety problems, higher incident costs, and lower
effectiveness.

Those involved in the original ICS development felt that there was a need to develop a simple but
thorough process for planning that could be utilized for both smaller, short-term incidents and events,
and for longer, more complex incident planning. The planning process may begin with the scheduling
of a planned event, the identification of a credible threat, or the initial response to an actual or
impending event. The process continues with the implementation of the formalized steps and staffing
required to develop a written Incident Action Plan (IAP).

The primary phases of the planning process are essentially the same for the Incident Commander who
develops the initial plan, for the Incident Commander and Operations Section Chief revising the initial
plan for extended operations, and for the incident management team developing a formal IAP, each
following a similar process. During the initial stages of incident management, planners must develop a
simple plan that can be communicated through concise oral briefings. Frequently, this plan must be
developed very quickly and with incomplete situation information. As the incident management effort
evolves over time, additional lead time, staff, information systems, and technologies enable more
detailed planning and cataloging of events and “lessons learned.”

Planning involves:
        Evaluating the situation.
        Developing incident objectives.
        Selecting a strategy.
        Deciding which resources should be used to achieve the objectives in the safest,
           most efficient and cost-effective manner.




     Caption: Organizational chart showing that Command develops the objectives and approves resource
     orders and demobilization. Operations identifies, assigns, and supervises the resources needed to


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     accomplish the incident objectives. Planning tracks resources and identifies shortages. Logistics
     orders resources, and Finance/Administration procures and pays for the resources.

    The Planning “P”

    The Planning “P” shows the planning process for one operational period.




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Initial Response
Planning begins with a thorough size-up that provides information needed to make initial management
decisions. The ICS Form 201 provides Command Staff with information about the incident situation and the
resources allocated to the incident. This form serves as a permanent record of the initial response to the
incident and can be used for transfer of command.

 Initial Response: General Tasks

 Incident Commander (IC)
    Obtain incident brief using ICS-201.
    Assess operational requirements.
    Determine organizational and response requirements
     and objectives.
    Determine need for Unified Command.
    Negotiate/facilitate UC participation.
    Clarify UC roles & responsibilities.
    Determine Op Period length/start time.
 Operations (OPS)
    Obtain briefing from IC.
    Consider available Contingency Plan.
    Develop strategies and tactics.
    Assemble resources.
    Conduct response using ICS-201.
    Brief UC members on current operations
 Planning
    If/When activated orders staff.
 Logistics
    If/when activated orders staff.
 Finance/Admin
    If/when activated orders staff.



Set Incident Objectives

Determining the Incident Objectives and strategy is an essential prerequisite to developing the plan.
Incident Objectives should have the following characteristics:

        Specific - Is the wording precise and unambiguous?
        Measurable - How will achievements be measured?
        Action-Oriented - Is an action verb used to describe expected accomplishments?
        Realistic - Is the outcome achievable with given available resources?
        Time Sensitive - What is the timeframe? (If applicable.)

The strategy or strategies to achieve the objectives should pass the following criteria test:

        Make good sense (feasible, practical, and suitable).
        Be within acceptable safety norms.
        Be cost effective.
        Be consistent with sound environmental practices.
        Meet political considerations.

It is also essential to consider alternative strategies that may be employed. If possible, an alternative
strategy should be considered for each Incident Objective. On small incidents, the task of developing
Incident Objectives and strategies is the sole responsibility of the Incident Commander. The activity
associated with these first two steps may take only a few minutes. On larger incidents, members of the
General Staff and others will contribute to this process.
Tactics Meeting



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The purpose of the Tactics Meeting is to review the tactics developed by the Operations Section Chief.
This includes the following:

       Determine how the selected strategy will be accomplished in order to achieve the incident
        objectives.
       Assign resources to implement the tactics.
       Identify methods for monitoring tactics and resources to determine if adjustments are required (e.g.,
        different tactics, different resources, or new strategy).

         Tactics Meeting: General Tasks
         Incident Commander (IC)
            Provide guidance/clarification.
         Operations (OPS)
            Be prepared!
            Brief current operations.
            Develop strategies, tactics, and resource
             needs using ICS-215.
         Planning
            Facilitate meeting.
            Determine support requirements for ICS-
             215.
            Consider alternative strategies.
         Logistics
            Participate/contribute logistics information
             as necessary.
            Verify support requirements.
         Finance/Admin
            Not normally present.


The Operations Section Chief, Safety Officer, Logistics Section Chief, and Resources Unit Leader
attend the Tactics Meeting. The Operations Section Chief leads the Tactics Meeting.

The ICS Form 215, Operational Planning Worksheet, is used to document the Tactics Meeting.

Resource assignments will be made for each of the specific work tasks. Resource assignments will consist
of the kind, type, and numbers of resources available and needed to achieve the tactical operations desired
for the operational period. If the required tactical resources will not be available, then an adjustment should
be made to the tactics and operations being planned for the Operational Period. It is very important that
tactical resource availability and other needed support be determined prior to spending a great deal
of time working on strategies and tactical operations that realistically cannot be achieved.


Preparing for the Planning Meeting
Following the Tactics Meeting, preparations are made for the Planning Meeting, to include the following
actions coordinated by the Planning Section:

       Analyze the ICS 215 developed in the Tactics Meeting.
       Develop an ICS 215A, Incident Safety Analysis (prepared by the Safety Officer), based on the
        information in the ICS 215.
       Assess current operations effectiveness and resource efficiency.
       Gather information to support incident management decisions.




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Preparing for the Planning Meeting


 Prepare For Planning Meeting: General Tasks
 Incident Commander (IC)
    Provide guidance/clarification.
    Monitor on-going operations.
 Operations (OPS)
    Continue Operations.
    Prepare for Planning Meeting.
 Planning
    Facilitate General Staff and attendees’ preparations for
     Planning Meeting.
    Publish/distribute meeting schedule and ensure
     attendees know roles.
    Allow NO surprises.
 Logistics
    Prepare for Planning Meeting.
    Verify support requirements.
 Finance/Admin
    Prepare for Planning Meeting
    Verify financial and administrative requirements.



Planning Meeting

The Planning Meeting provides the opportunity for the Command and General Staff, as well as other
incident
management personnel, agency officials, and cooperating/assisting agencies and organizations, to review
and validate the operational plan as proposed by the Operations Section Chief. The Planning
Section Chief conducts the Planning Meeting following a fixed agenda:

                                                    Planning Meeting Agenda
                    Agenda Item                                 Responsible Party
     1      Briefing on situation/resource status.                 Planning/Operations Section Chiefs
     2      Discuss safety issues.                                 Safety Officer
     3      Set/confirm incident objectives.                       Incident Commander
     4      Plot control lines & Division boundaries.              Operations Section Chief
     5      Specify tactics for each Division/Group.               Operations Section Chief
     6      Specify resources needed for each                      Operations/Planning Section Chiefs
            Division/Group.
     7      Specify facilities and reporting locations.            Operations/Planning/Logistics Section Chiefs
     8      Develop resource order.                                Logistics Section Chief
     9      Consider communications/medical/                       Logistics/Planning Section Chiefs
            transportation plans.
     10     Provide financial update.                              Finance/Administration Section Chief
     11     Discuss interagency liaison issues.                    Liaison Officer
     12     Discuss information issues.                            Public Information Officer
     13     Finalize/approve/implement plan.                       Incident Commander/All



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The Operations Section Chief delineates the amount and type of resources he or she will need to
accomplish the plan. The Planning Section’s “Resources Unit” will have to work with the Logistics
Section to accommodate the plan.

At the conclusion of the meeting, the Planning Section Staff will indicate when all elements of the plan and
support documents are required to be submitted so the plan can be collated, duplicated, and made ready
for the Operational Period Briefing.

 Planning Meeting: General Tasks

 Incident Commander (IC)
    Provide appropriate leadership.
    Brief incident objectives.
 Operations (OPS)
    Brief operations strategies, and tactics using ICS-215, maps,
     charts, etc.
    Brief Branch/Division/Group functions and boundaries.
    Develop strategies, tactics, and resource needs using ICS-215.
 Planning
    Facilitate Planning meeting agenda.
    Brief present situation.
    Address/resolve response coordination issues as needed, gain
     consensus.
 Logistics
    Brief logistical support and resource ordering status.
 Finance/Admin
    Brief administrative and financial status/projections, etc


IAP Preparation and Approval

The next step in the Incident Action Planning Process is plan preparation and approval. The written plan is
comprised of a series of standard forms and supporting documents that convey the Incident
Commander’s intent and the Operations Section direction for the accomplishment of the plan for that
Operational Period.

For simple incidents of short duration, the Incident Action Plan (IAP) will be developed by the Incident
Commander and communicated to subordinates in a verbal briefing. The planning associated with this level
of complexity does not demand the formal planning meeting process as highlighted above.

Certain conditions result in the need for the Incident Commander to engage a more formal process. A
written IAP should be considered whenever:

        Two or more jurisdictions are involved in the response.
        The incident continues into the next Operational Period (longer than 12 hours).
        A number of ICS organizational elements are activated (typically when General Staff Sections are
         staffed).
        It is required by agency policy.
        A HazMat incident is involved (required).




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    IAP Preparation: General Tasks

    Incident Commander (IC)
       Review, approve and sign IAP.
    Operations (OPS)
       Provide required information for inclusion into IAP.
    Planning
       Facilitate General Staff’s IAP input.
       Ensure assignments and expectations are clear.
       Provide completed IAP to IC/UC for review/approval.
       Distribute completed IAP.
    Logistics
       Provide logistics information for IAP.
       Verify resources ordered.
    Finance/Admin
     Verify financial and administrative requirements for IAP.

Operational Period Briefing

The Operational Period Briefing may be referred to as the Operations Briefing or the Shift Briefing. This
briefing is conducted at the beginning of each Operational Period and presents the Incident Action Plan to
supervisors of tactical resources.

Following the Operational Period Briefing supervisors will meet with their assigned resources for a detailed
briefing on their respective assignments.




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Execute Plan and Assess Progress

The Operations Section directs the implementation of the plan. The supervisory personnel within the
Operations Section are responsible for implementation of the plan for the specific Operational Period.

The plan is evaluated at various stages in its development and implementation. The Operations Section
Chief may make the appropriate adjustments during the Operational Period to insure that the objectives are
met and effectiveness is assured.




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                      Planning Meeting /Briefing Checklist
           Agenda Item                     Responsible Party                    Comments
1    Briefing on situation/resource      Planning/Operations Section
     status.                                       Chiefs


2    Discuss safety issues.                     Safety Officer


3    Set/confirm incident objectives.       Incident Commander


4    Plot control lines & Division        Operations Section Chief
     boundaries.


5    Specify tactics for each             Operations Section Chief
     Division/Group.


6    Specify resources needed for        Operations/Planning Section
     each Division/Group.                          Chiefs



7    Specify facilities and reporting   Operations/Planning/Logistics
     locations.                                Section Chiefs



8    Develop resource order.               Logistics Section Chief




9    Consider communications/           Logistics and Planning Section
     medical/ transportation plans.                 Chiefs



10   Provide financial update.             Finance/Administration
                                               Section Chief


11   Discuss interagency liaison               Liaison Officer
     issues.


12   Discuss information issues.          Public Information Officer



13   Finalize/Approve/Implement            Incident Commander/All
     plan.




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                 ICS
                 SOP
               Appendix
                  1

              Position
             Checklists
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03/07/2011                                                      Page 66 of 279
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Appendix 1                           ICS Position Checklists


    Table of Contents

    COMMON RESPONSIBLILITES ............................................................. 69
    UNIT LEADER RESPONSIBLILITES ............................................................................70
    Incident Commander Position Checklist ........................................................................71
    Safety Officer Position Checklist ....................................................................................74
    Intelligence Officer Position Checklist ...........................................................................77
    Liaison Officer Position Checklist ..................................................................................79
    Public Information Officer Position Checklist ...............................................................81
    Operations Section Chief Position Checklist..................................................................85
    Staging Area Manager Position Checklist......................................................................88
    Division/Group Supervisor Position Checklist...............................................................90
    Branch Director Position Checklist................................................................................92
    Single Resource Position Checklist ................................................................................93
    Strike Team/Task Force Leader Position Checklist........................................................94
    Air Operations Branch Director Position Checklist.......................................................95
    Air Support Group Supervisor Position Checklist..........................................................98
    Air Tactical Group Supervisor Position Checklist .......................................................100
    Helicopter Coordinator Position Checklist ..................................................................102
    Planning Section Chief Position Checklist ...................................................................104
    Resources Unit Leader Position Checklist ...................................................................108
    Situation Unit Leader Position Checklist .....................................................................109
    Check In Status Recorder Position Checklist ...............................................................111
    Documentation Unit Leader Position Checklist ...........................................................112
    Demobilization Unit Leader Position Checklist ...........................................................114
    TECHNICAL SPECIALISTS-Environmental Specialist Position Checklist .................117
    TECHNICAL SPECIALISTS-Resource Use Specialist Position Checklist...................118
    TECHNICAL SPECIALISTS-Training Specialist Position Checklist...........................119
    TECHNICAL SPECIALISTS-Water Resources Specialist Position Checklist..............120
    TECHNICAL SPECIALISTS-Hazardous Substance/Materials Reference Specialist...121
    TECHNICAL SPECIALISTS-Hazardous Materials Specialist Position Checklist.......122
    TECHNICAL SPECIALISTS-Sampling Specialist Position Checklist..........................124
    TECHNICAL SPECIALISTS-Disposal (Waste Management) Specialist .....................125
    TECHNICAL SPECIALISTS-Medical Specialist..........................................................126
    TECHNICAL SPECIALISTS-Response Technologies Specialist..................................127
    Logistics Section Chief Position Checklist ...................................................................128
    Service Branch Director Position Checklist .................................................................131
    Communications Unit Leader Position Checklist.........................................................132
    Incident Dispatch Position Checklist............................................................................134
    Medical Unit Leader Position Checklist.......................................................................136
    Responder Rehabilitation Manager Position Checklist................................................138
    Food Unit Leader Position Checklist ...........................................................................139
    Support Branch Director Position Checklist ................................................................141
    Supply Unit Leader Position Checklist .........................................................................142
    Facilities Unit Leader Position Checklist.....................................................................144

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    Security Manager Position Checklist............................................................................146
    Finance/Administration Section Chief Position Checklist............................................147
    Time Unit Leader Position Checklist............................................................................151
    Cost Unit Leader Position Checklist.............................................................................153
    Claim Specialist Position Checklist ..............................................................................155
    Equipment Time Recorder Position Checklist ..............................................................156
    Personnel Time Recorder Position Checklist ...............................................................158
    Procurement Unit Leader Position Checklist ...............................................................159
    Compensation/Claims Unit Leader Position Checklist ................................................161
    Area Commander Position Checklist............................................................................165
    Area Command Logistics Chief Position Checklist ......................................................168
    Area Command Planning Chief Position Checklist......................................................170




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                          COMMON RESPONSIBLILITES

The following is a checklist applicable to all ICS personnel:

       a.      Receive assignment from your agency, including:
               1. Job assignment, e.g. Strike Team designation, overhead position, etc.
               2. Resource order number and request number.
               3. Reporting location.
               4. Reporting time.
               5. Travel instructions.
               6. Any special communications instructions e.g. travel frequency.

       b.      Upon arrival at the incident, check in at designated Check-in location,
               Check-in may be found at:
               1. Incident Command Post
               2. Base or camps
               3. Staging Areas
               4. Helibases
               5. If you are instructed to report directly to a line assignment, check in with the
                  Division/Group Supervisor.

       c.      Receive briefing from immediate supervisor.

       d.      Acquire work materials.

       e.      Organize and brief subordinates.

       f.      Use clear text and ICS terminology (no codes) in all radio communications. All radio
               communications to the Incident Communications Center will be addressed: “(Incident
               Name) Communications” e.g., “Webb Communications.”

       g.      Complete forms and reports required of the assigned position and send through
               supervisor to Documentation Unit.

       h.      Respond to demobilization orders and brief subordinates regarding demobilization.




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                      UNIT LEADER RESPONSIBLILITES

In ICS, a number of the Unit Leader's responsibilities are common to all units in all parts of the
organization. Common responsibilities are listed below and are applicable to all supervisory ICS
positions. These will not be repeated in subsequent Position Checklists.

             a.   Participate in incident planning meetings, as required.

             b.   Determine current status of unit activities.

             c.   Confirm dispatch and estimated time of arrival of requested staff and
                  supplies/equipment.

             d.   Develop and implement accountability procedures, safety and security measures
                  for personnel and equipment.

             e.   Assign specific duties to staff; supervise staff.

             f.   Supervise demobilization of unit, including recovery and storage of supplies.

             g.   Maintain unit records, including Unit/Activity Log (ICS Form 214)




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                               Incident Commander Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Responsible for all Incident Management activities including:
                    The development and implementation of strategic decisions
                    Approving the ordering and releasing of resources
                    Appoints general staff and command positions
                    Reports directly to designated chief officer, agency administrator or chief
                       elected official.

                                                      Task


                1. Review common responsibilities.


                2. Ensure welfare and safety of incident personnel.


                3. Supervise Command and General Staff.


                4. Obtain initial briefing from current Incident Commander and agency
                   administrator.


                5. Assess incident situation:
                     Review the current situation status and initial incident objectives. Ensure
                      that all local, State and Federal agencies impacted by the incident have
                      been notified.
                6. Determine need for, establish, and participate in Unified Command.


                7. Authorize protective action statements, as necessary.

                8. Activate appropriate Command and General Staff positions. Safety Officer
                   must be appointed on hazardous materials incidents:
                    Confirm dispatch and arrival times of activated resources.
                    Confirm work assignments.
                9. Brief staff:
                     Identify incident objectives and any policy directives for the management
                      of the incident.
                     Provide a summary of current organization.
                     Provide a review of current incident activities.

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                   Determine the time and location of first Planning Meeting.
               10. Determine information needs and inform staff of requirements.


               11. Determine status of disaster declaration and delegation of authority.


               12. Establish parameters for resource requests and releases:
                   Review requests for critical resources.
                   Confirm who has ordering authority within the organization.
                   Confirm those orders that require Command authorization.
               13. Authorize release of information to the media:
                   If operating within a Unified Command, ensure all Incident Commanders
                    approve release.
               14. Establish level of planning to be accomplished:
                   ICS Form 201 (Single command, simple incident less than 24 hours)
                    (Incident larger than 24 hours or multi-jurisdictional.)
                   Written Incident Action Plan (IAP).
                   Contingency planning.
                   Formal Planning Meeting.
               15. Ensure Planning Meetings are conducted as indicated:

                               Sample Planning Meeting Agenda
                    Agenda Item                      Responsible Party
   1    Briefing on situation/resource status.       Planning/Operations Section Chiefs
   2    Discuss safety issues.                           Safety Officer
   3    Set/confirm incident objectives.                 Incident Commander
   4    Plot control lines & Division boundaries.        Operations Section Chief
   5    Specify tactics for each Division/Group.         Operations Section Chief
   6    Specify resources needed for each                Operations/Planning Section Chiefs
        Division/Group.
   7    Specify facilities and reporting locations.      Operations/Planning/Logistics Section
                                                         Chiefs
   8    Develop resource order.                          Logistics Section Chief
   9    Consider communications/medical/                 Logistics/Planning Section Chiefs
        transportation plans.
   10   Provide financial update.                        Finance/Administration Section Chief
   11   Discuss interagency liaison issues.              Liaison Officer
   12   Discuss information issues.                      Public Information Officer
   13   Finalize/approve/implement plan.                 Incident Commander/All




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             16. Approve and authorize implementation of the IAP:
                 Review IAP for completeness and accuracy.
                 Verify that objectives are incorporated and prioritized.
                 Sign ICS Form 202.
             17. Ensure Command and General Staff coordination:
                 Periodically check progress on assigned tasks of Command and General
                  Staff personnel.
                 Approve necessary changes to strategic goals and IAP.
                 Ensure that Liaison Officer is making periodic contact with participating
                  agencies.
             18. Work with agency staff to declare state of emergency according to agency
                 protocol.


             19. Keep agency administrator informed on incident-related problems and
                 progress.


             20. Document all activity on Unit Log (ICS Form 214).




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                                  Safety Officer Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Safety Officer, a member of the Command Staff, is responsible for monitoring and assessing
hazardous and unsafe situations and developing measures for assuring personnel safety.

The Safety Officer will correct unsafe acts or conditions through the regular line of authority, to
stop or prevent unsafe acts when immediate action is required.

                                                     Task

              1. Review common responsibilities.


              2. Obtain briefing from Incident Commander and/or from initial on-scene Safety
                 Officer.

              3. Identify hazardous situations associated with the incident. Ensure adequate
                 levels of protective equipment are available, and being used.

              4. Staff and organize function, as appropriate:
                   In multi-discipline incidents, consider the use of an Assistant Safety Officer
                    from each discipline.
                   Multiple high-risk operations may require an Assistant Safety Officer at each
                    site.
                   Request additional staff through incident chain of command.

              5. Identify potentially unsafe acts.

              6. Identify corrective actions and ensure implementation. Coordinate corrective
                 action with Command and Operations.

              7. Ensure adequate sanitation and safety in food preparation.


              8. Debrief Assistant Safety Officers prior to Planning Meetings.


              9. Prepare Incident Action Plan Safety and Risk Analysis (USDA ICS Form
                 215A).




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             10. Participate in Planning and Tactics Meetings:
                 Listen to tactical options being considered. If potentially unsafe, assist in
                  identifying options, protective actions, or alternate tactics.
                 Discuss accidents/injuries to date. Make recommendations on preventative
                  or corrective actions.

             11. Attend Planning meetings:

                              Sample Planning Meeting Agenda
                   Agenda Item                      Responsible Party
  1    Briefing on situation/resource status.       Planning/Operations Section Chiefs
  2    Discuss safety issues.                           Safety Officer
  3    Set/confirm incident objectives.                 Incident Commander
  4    Plot control lines & Division boundaries.        Operations Section Chief
  5    Specify tactics for each Division/Group.         Operations Section Chief
  6    Specify resources needed for each                Operations/Planning Section Chiefs
       Division/Group.
  7    Specify facilities and reporting locations.      Operations/Planning/Logistics Section
                                                        Chiefs
  8    Develop resource order.                          Logistics Section Chief
  9    Consider communications/medical/                 Logistics/Planning Section Chiefs
       transportation plans.
  10   Provide financial update.                        Finance/Administration Section Chief
  11   Discuss interagency liaison issues.              Liaison Officer
  12   Discuss information issues.                      Public Information Officer
  13   Finalize/approve/implement plan.                 Incident Commander/All


             12. Participate in the development of Incident Action Plan (IAP):
                 Review and approve Medical Plan (ICS Form 206).
                 Provide Safety Message (ICS Form 202) and/or approved document.
                 Assist in the development of the “Special Instructions” block of ICS Form
                  204, as requested by the Planning Section.

             13. Investigate accidents that have occurred within incident areas:
                 Ensure accident scene is preserved for investigation.
                 Ensure accident is properly documented.
                 Coordinate with incident Compensation and Claims Unit Leader, agency
                  Risk Manager, and Occupational Safety and Health Administration (OSHA).
                 Prepare accident report as per agency policy, procedures, and direction.
                 Recommend corrective actions to Incident Commander and agency.



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             14. Coordinate critical incident stress, hazardous materials, and other debriefings,
                 as necessary.

             15. Document all activity on Unit Log (ICS Form 214).




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                                Intelligence Officer Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Intelligence Officer is responsible for the obtaining of and disseminating of National Security
information, classified information and law enforcement sensitive information that may be
applicable to the management of the incident. Intelligence is to be activated for any
CBRNE/WMD or other terrorism incident or for planning for or response to a high profile event.
The individual(s) assigned to this position should have appropriate security clearances and “need-
to-know” to effectively support the decision-making process.

                                                      Task

                  1. Review common responsibilities.


                  2. Check in and obtain briefing from the IC.


                  3. Collect and process situation information about the incident.


                  4. Assist in incident planning and information gathering.
                      ▪   Recommend appropriate incident and operational security plans to the
                          IC and Planning Section Chief.

                  5. Collect, analyze and disseminate as appropriate, National security,
                     classified, law enforcement sensitive and other sensitive information
                     pertaining to the incident.

                  6. Determine need for any specialized intelligence resources in support of the
                     incident.
                      ▪   Local law enforcement sources
                      ▪   Indiana State Police sources
                      ▪   Federal Bureau of Investigation sources
                      ▪   Joint Terrorism Task Force sources
                      ▪   Department of Homeland Security sources
                      ▪   Other sources


                  7. Establish special information collection activities as necessary, e.g., critical
                     intelligence, medical intelligence, weather, environmental, toxics, etc.



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              8. Determine what information can be released to which incident personnel
                 based upon type and classification of the information and observation of
                 need-to-know criteria.


              9. Coordinate information and operational security matters with the public
                 awareness activities of the Public Information Officer.


              10. Provide input to the Incident Commander, Planning Section Chief and
                  Operations Section Chief in preparing the Incident Action Plan. Participate
                  in the planning meeting.


              11. Document all activity on Unit Log (ICS Form 214).




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                                  Liaison Officer Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Liaison Officer, a member of the Command Staff, is the point of contact for assisting and
cooperating agency representatives. This includes agency representatives from fire agencies, Red
Cross, law enforcement, public works, private industry, etc.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Incident Commander:
                         Obtain summary of incident organization (ICS Forms 201 and 203).
                         Determine companies/agencies/non-governmental organizations
                          already involved in the incident, and whether they are assisting (have
                          tactical equipment and/or personnel assigned to the organization), or
                          cooperating (operating in a support mode "outside" the organization).

                  3. Obtain cooperating and assisting agency information, including:
                         Contact person(s).
                         Radio frequencies.
                         Phone numbers.
                         Cooperative agreements.
                         Resource type.
                         Number of personnel.
                         Condition of personnel and equipment.
                         Agency constraints/limitations.

                  4. Establish workspace for Liaison function and notify agency representatives
                     of location.

                  5. Contact and brief assisting/cooperating agency representatives and mutual
                     aid cooperators.

                Interview agency representatives concerning resources and capabilities, and
                restrictions on use-provide this information at planning meetings.

                  6. Work with Public Information Officer and Incident Commander to
                     coordinate media releases associated with inter-governmental cooperation
                     issues.



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                7. Monitor incident operations to identify potential inter-organizational
                   problems. Keep Command apprised of such issues:
                     Bring complaints pertaining to logistical problems, inadequate
                       communications, and strategic and tactical direction to the attention of
                       Incident Management Team (IMT).

                8. Participate in Planning Meetings:

                              Sample Planning Meeting Agenda
                 Agenda Item                    Responsible Party
  1    Briefing on situation/resource status.   Planning/Operations Section Chiefs
  2    Discuss safety issues.                        Safety Officer
  3    Set/confirm incident objectives.              Incident Commander
  4    Plot control lines & Division boundaries.     Operations Section Chief
  5    Specify tactics for each Division/Group.      Operations Section Chief
  6    Specify resources needed for each             Operations/Planning Section Chiefs
       Division/Group.
  7    Specify facilities and reporting locations.   Operations/Planning/Logistics Section
                                                     Chiefs
  8    Develop resource order.                       Logistics Section Chief
  9    Consider communications/medical/              Logistics/Planning Section Chiefs
       transportation plans.
  10   Provide financial update.                     Finance/Administration Section Chief
  11   Discuss interagency liaison issues.           Liaison Officer
  12   Discuss information issues.                   Public Information Officer
  13   Finalize/approve/implement plan.              Incident Commander/All


                9. Document all activity on Unit Log (ICS Form 214).




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                            Public Information Officer Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Public Information Officer, a member of the Command Staff, is responsible for the
formulation and release of information about the incident to the news media, staff and command
personnel, and other appropriate agencies.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Incident Commander:
                         Determine current status of Incident (ICS Form 209 or equivalent).
                         Identify current organization (ICS Forms 201 and 203, resource lists,
                          etc.).
                         Determine point of contact for media (scene or Command Post).
                         Determine current media presence.

                   3. Participate in Administrative Officer’s briefing:
                         Determine constraints on information process.
                         Determine pre-existing agreements for information centers, Joint
                          Information Centers (JICs), etc.

                  4. Serve as the on-scene link to the Joint Information System and Joint
                     Information Center (JIC) when established.

                  5. Assess need for special alert and warning efforts, including the hearing
                     impaired, non-English speaking populations, and industries especially at
                     risk for a specific hazard, or which may need advance notice in order to shut
                     down processes.

                  6. Coordinate the development of door-to-door protective action statements
                     with Operations.

                  7. Prepare initial information summary as soon as possible after activation. If
                     no other information is available, consider the use of the following general
                     statement:




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                                      Sample Initial Information Summary
             We are aware that an [accident/incident] involving [type of incident] occurred at
             approximately [time], in the vicinity of [general location]. [Agency personnel]
             are responding, and we will have additional information available as we are able
             to confirm it. We will hold a briefing at [location], and will notify the press at
             least ½ hour prior to the briefing. At this time, this briefing is the only place
             where officials authorized to speak about the incident and confirmed information
             will be available. Thank you for your assistance.

              8. Arrange for necessary work space, materials, telephones, and staff.
                 Consider assigning Assistant Public Information Officers to:
                  Joint Information Center (JIC). (Typically located with Jurisdictional
                     and/or County EOC.
                  Field (scene) Information.
                  Internal Information.

              9. Establish contact with local and national media representatives, as
                 appropriate.


              10. Establish location of on-scene Information Center for media and public
                  away from Command Post.


              11. Establish schedule for news briefings.

              12. Coordinate, with Logistics, the activation and staffing of message center
                  "rumor control" lines to receive requests and answer questions from the
                  public. Provide statement to operators.

              13. Obtain current incident status reports from Planning Section; coordinate a
                  schedule for updates.

              14. Observe constraints on the release of information imposed by the Incident
                  Commander and according to agency guidance.

              15. Obtain approval for information release from Incident Commander:
                     Confirm details to ensure no conflicting information is released.
                     Identify site and time for press briefings, and confirm participation by
                      other Incident Management Team (IMT) members.



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                16. Release news to media, and post information in Command Post and other
                    appropriate locations.

                17. Record all interviews and copy all news releases:
                        Contact media to correct erroneous or misleading information being
                         provided to the public via the media.

                18. Update off-incident agency personnel on a regular basis:
                        Utilize electronic mail for agency updates.
                        Establish phone line in the Command Post dedicated to internal
                         communications to update agency personnel.
                        Provide standard statement which can be given to general requests for
                         information.

                19. Coordinate information releases with information staff from other impacted
                    agencies and jurisdictions:
                      Ensure that information provided to the public is consistent across
                        jurisdictional boundaries, when appropriate.

                20. Attend Planning Meetings:

                              Sample Planning Meeting Agenda

                 Agenda Item                           Responsible Party


    1    Briefing on situation/resource status.           Planning/Operations Section Chiefs
    2    Discuss safety issues.                           Safety Officer
    3    Set/confirm incident objectives.                 Incident Commander
    4    Plot control lines & Division boundaries.        Operations Section Chief
    5    Specify tactics for each Division/Group.         Operations Section Chief
    6    Specify resources needed for each                Operations/Planning Section Chiefs
         Division/Group.
    7    Specify facilities and reporting locations.      Operations/Planning/Logistics Section
                                                          Chiefs
    8    Develop resource order.                          Logistics Section Chief
    9    Consider communications/medical/                 Logistics/Planning Section Chiefs
         transportation plans.
    10   Provide financial update.                        Finance/Administration Section Chief
    11   Discuss interagency liaison issues.              Liaison Officer
    12   Discuss information issues.                      Public Information Officer
    13   Finalize/approve/implement plan.                 Incident Commander/All




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              21. Respond to special requests for information.

              22. Provide all news releases, bulletins, and summaries to Documentation Unit
                  to be included in the final incident package.

              23. Confirm the process for the release of information concerning incident-
                  related injuries or deaths.

              24. Document all activity on Unit Log (ICS Form 214).




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                             Operations Section Chief Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Operations Section Chief, a member of the General Staff, is responsible for the management
of all tactical operations directly applicable to the primary mission. The Operations Section Chief
activates and supervises organization elements in accordance with the Incident Action Plan and
directs the preparation of unit operational plans, requests or releases resources, makes expedient
changes to the Incident Action Plan as necessary; and reports such to the Incident Commander.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Incident Commander:
                         Determine incident objectives and recommended strategies.
                         Determine status of current tactical assignments.
                         Identify current organization, location of resources, and assignments.
                         Confirm resource ordering process.
                         Determine location of current Staging Areas and resources assigned
                          there.

                  3. Organize Operations Section to ensure operational efficiency, personnel
                     safety and adequate span of control.

                  4. Establish operational period.


                  5. Establish and demobilize Staging Areas.

                  6. Attend Operations Briefing and assign Operations personnel in accordance
                     with Incident Action Plan (IAP):
                      Brief Staging Area Manager on types and numbers of resources to be
                         maintained in Staging.
                      Brief tactical elements (Branches, Divisions/Groups, Task
                         Force/Strike-Team Leaders) on assignments, ordering process,
                         protective equipment, safety procedures, accountability procedures and
                         tactical assignments.

                  7. Develop and manage tactical operations to meet incident objectives.
                         Assemble and disassemble Strike Teams and Task Forces as needed.
                  8. Assess life safety:


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                     Adjust perimeters, as necessary, to ensure scene security.
                     Evaluate and enforce use of appropriate protective clothing and
                      equipment.
                     Implement and enforce appropriate safety precautions.

              9. Evaluate situation and provide update to Planning Section:
                     Location, status, and assignment of resources.
                     Effectiveness of tactics.
                     Desired contingency plans.

              10. Determine need and request additional resources.

              11. Notify Resources Unit of Section Branches, Divisions/Groups, Strike
                  Teams/Task Forces, and single resources which are staffed, including
                  location of resources and names of leaders.

              12. Keep Resources Unit up to date on changes in resource status.

              13. Write formal Operations portion of IAP with the Planning Section Chief, if
                  so directed by the Incident Commander:
                    Identify assignments by Division or Group. Use ICS Form 204.
                    Identify specific tactical assignments.
                    Identify resources needed to accomplish assignments.
                    Prepare ICS Form 215, Operational Planning Worksheet

              14. Ensure coordination of the Operations Section with other Command and
                  General Staff:
                     Ensure Operations Section time-keeping, activity logs, and equipment
                      use documents are maintained and passed to Planning, Logistics, and
                      Finance/Administration Sections, as appropriate.
                     Ensure resource ordering and logistical support needs are passed to
                      Logistics in a timely fashion-enforce ordering process.
                     Notify Logistics of communications problems.
                     Keep Planning up-to-date on resource and situation status.
                     Notify Liaison Officer of issues concerning cooperating and assisting
                      agency resources.
                     Keep Safety Officer involved in tactical decision-making.
                     Keep Incident Commander apprised of status of operational efforts.
                     Coordinate media field visits with the Public Information Officer.

              15. Attend the Tactics Meeting with Planning Section Chief, Safety Officer,
                  and Incident Commander prior to the Planning Meeting to review strategy,
                  discuss tactics, and outline organization assignments.




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                16. Attend Planning Meetings:

                              Sample Planning Meeting Agenda
                       Agenda Item                    Responsible Party
    1    Briefing on situation/resource status.       Planning/Operations Section Chiefs
    2    Discuss safety issues.                           Safety Officer
    3    Set/confirm incident objectives.                 Incident Commander
    4    Plot control lines & Division boundaries.        Operations Section Chief
    5    Specify tactics for each Division/Group.         Operations Section Chief
    6    Specify resources needed for each                Operations/Planning Section Chiefs
         Division/Group.
    7    Specify facilities and reporting locations.      Operations/Planning/Logistics
                                                          Section Chiefs
    8    Develop resource order.                          Logistics Section Chief
    9    Consider communications/medical/                 Logistics/Planning Section Chiefs
         transportation plans.
    10   Provide financial update.                        Finance/Administration Section Chief
    11   Discuss interagency liaison issues.              Liaison Officer
    12   Discuss information issues.                      Public Information Officer
    13   Finalize/approve/implement plan.                 Incident Commander/All


                17. Hold Section meetings, as necessary, to ensure communication and
                    coordination among Operations Branches, Divisions, and Groups.

                18. Review suggested list of resources to be released and initiate
                    recommendation for release of resources.

                19. Document all activity on Unit Log (ICS Form 214).




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                              Staging Area Manager Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Staging Area Manager is responsible for managing all activities within a staging area.

                                                      Task

                  1. Review common responsibilities.


                  2. Obtain a briefing from Incident Commander or Operations Section Chief:
                       Determine types and numbers of resources to be maintained in Staging.
                       Confirm process for requesting additional resources for Staging.
                       Confirm process for reporting status changes.
                  3. Proceed to Staging Area; establish Staging Area layout (apparatus and
                     vehicles in Staging should face outward to ensure quick response, general
                     principle of "first in, first out" should be maintained. Resources assigned to
                     staging area are to be ready to respond to an incident assignment in three (3)
                     minutes or less).

                  4. Ensure efficient check-in and coordinate process with Planning Section
                     Resources Unit Leader. Use ICS Form 211. Check-In List.

                  5. Identify and track resources assigned to staging; report resource status
                     changes to Operations or Command and Resources Unit.
                       Available
                       Assigned
                       Out-of-Service
                  6. Determine any support needs for equipment, feeding, sanitation and
                     security; request through Logistics.

                  7. Post areas for identification and traffic control.


                  8. Respond to requests for resources:
                        Organize Task Forces or Strike Teams, as necessary as directed by the
                         Operations Section Chief or Incident Commander.
                  9. Request additional tactical resources for Staging through Logistics,
                     according to established staffing levels.

                  10. Obtain and issue receipts for radio equipment and other supplies distributed
                      and received at the Staging Area.



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              11. Maintain Staging Area in orderly condition.


              12. Demobilize Staging Area in accordance with instructions.


              13. Document all activity on Unit Log (ICS Form 214).




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                            Division/Group Supervisor Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Division/Group Supervisor reports to the Operations Section Chief ( or Branch Director when
activated). The supervisor is responsible for the implementation of the assigned portion of the
Incident Action Plan, assignment of resources within the division/group, and reporting on the
progress of control operations and status of resources within the division/group.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Branch Director, Operations Section Chief or Incident
                     Commander:
                         Determine resources assigned to the Division or Group.
                         Confirm geographic boundaries or functional responsibilities of
                          Division or Group.
                         Confirm location and function of additional Divisions and Groups
                          operating adjacent to or within your geographic location.
                         Confirm tactical assignment.
                         Confirm communication assignment.

                  3. Attend Operations Briefing.


                  4. Review assignments (ICS Form 204) and incident activities with
                     subordinates, and assign tasks.


                  5. Ensure subordinates observe required safety precautions.


                  6. Implement Incident Action Plan (IAP) for Division or Group.

                  7. Submit situation and resource status information to Branch Director or
                     Operations Section Chief:
                       Maintain “hot zone” resource tracking system, if necessary.

                  8. Coordinate activities with adjacent Divisions/Groups.

                  9. Determine need for additional assistance/resources and make request
                     through Branch Director or Operations Section Chief.

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              10. Report special occurrences or events, such as accidents or sickness, to
                  Branch Director or Operations Section Chief.

              11. Resolve logistical problems within the Division and/or Group:
                     Monitor communications and assess communications needs.
                     Ensure adequate food, liquids, and rehabilitation.
                     Ensure personnel are aware of process for medical assistance.

              12. Debrief with Branch Director or Operations Section Chief prior to leaving
                  shift:
                     Include work accomplished or left to be accomplished, operational
                      difficulties, resource needs, etc.
                     Participate in the development of plans for the next operational period.

              13. Document all activity on Unit Log (ICS Form 214).




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                                     Branch Director Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Branch Directors, when activated, are under the direction of the Operations Section Chief, and
are responsible for the implementation of the portion of the Incident Action Plan appropriate to the
branches.

                                                     Task

                  1. Review common responsibilities.


                  2. Develop with subordinates alternatives for Branch control operations.


                  3. Attend planning meetings at the request of the Operations Section Chief.


                  4. Review Division/Group Assignment Lists (ICS Form 204) for
                     Divisions/Groups within Branch. Modify lists based on effectiveness of
                     current operations.


                  5. Assign specific work tasks to Division/Group Supervisors.


                  6. Supervise Branch Operations.


                  7. Resolve logistic problems reported by subordinates.


                  8. Report to Operations Section Chief when: Incident Action Plan is to be
                     modified; additional resources are needed; surplus resources are available;
                     hazardous situations or significant events occur.


                  9. Approve accident and medical reports (home agency forms) originating
                     within the Branch.


                  10. Maintain Unit/Activity Log (ICS Form 214).




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                                  Single Resource Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The person in charge of a single tactical resource will carry the unit designation of the resource.

                                                      Task

                  1. Review common responsibilities.


                  2. Obtain briefing from supervisor.
                          Review Assignments
                          Confirm internal/external communication
                          Confirm Assignment
                          Confirm accountability procedures

                  3. Obtain necessary equipment/supplies.


                  4. Review weather/environmental conditions for assignment area.


                  5. Brief subordinates on safety measures.


                  6. Monitor work progress.


                  7. Keep supervisor informed of progress and any changes.


                  8. Inform supervisor of problems with assigned resources.


                  9. Brief relief personnel, and advise them of any change of conditions.


                  10. Return equipment and supplies to appropriate unit.


                  11. Complete and turn in all time and use records on personnel and equipment.


                  12. Maintain Unit/Activity Log (ICS Form 214).


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                          Strike Team/Task Force Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Strike Team/Task Force Leader reports to a Division/Group Supervisor and is responsible for
performing tactical assignments assigned to the Strike Team or Task Force. The leader reports
work progress, resource status, and other important information to the division/group supervisor,
and maintains work records on assigned personnel.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Division or Group Supervisor:
                         Determine/confirm resources assigned to Task Force or Strike Team.
                         Confirm internal and external communications.
                         Confirm tactical assignment.
                         Confirm accountability procedures.

                  3. Attend Operations Briefing, as assigned.


                  4. Review assignments with subordinates and assign tasks.


                  5. Monitor work progress and make changes, when necessary.


                  6. Notify Division or Group Supervisor of expedient changes to tactical
                     assignments.


                  7. Coordinate activities with adjacent Strike Team, Task Forces, and Single
                     Resources.


                  8. Monitor safety of resources.

                  9. Submit situation and resource status information and fiscal reports to
                     Division or Group Supervisor.

                  10. Document all activity on Unit Log (ICS Form 214).



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                           Air Operations Branch Director Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Air Operations Branch Director, who is ground based, is primarily responsible for preparing
the Air operations portion of the Incident Action Plan. The plan will reflect agency restrictions
that have an impact on the operational capability or utilization of resources (e.g. night flying, hours
per pilot). After the plan is approved, air operations is responsible for implementing its strategies
aspects-those that relate to the overall incident strategy as opposed to those that pertain to tactical
operations.

Additionally, the Air Operations Branch Director is responsible for providing logistical support to
helicopters operating on the incident. Specific tactical activities are normally performed by the Air
Tactical Group Supervisor working with ground and air resources



                                                      Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Operations Section Chief or Incident Commander.

                  3. Determine need for subordinate staff and flight crews and order through the
                     Operations Section Chief.

                  4. Determine aircraft and support equipment needs and order, as necessary.


                  5. Brief subordinate staff:
                          Incident and work objectives, schedules, mission requirements,
                           priorities, time schedules, and process for briefings and debriefings.
                          Work-site locations, status of aircraft, and crews and equipment
                           assigned or ordered.

                  6. Assign personnel to utilize skills and qualifications, and make adjustments,
                     as needed.


                  7. Establish line of authority and procedures for decision making.

                  8. Debrief personnel and pilots and make assignment and staffing adjustments,
                     as necessary:
                       Identify safety issues and hazards, and mitigate them.

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                     Determine aircraft status.
                     Identify pilot and aircraft mission capabilities (carding).
                     Initiate system to monitor flight/duty hour limitations and ensure they
                      are not exceeded.

              9. Collect and process incident reports, gather daily fiscal information for
                 other sections to include:
                   Flight hours flown.
                   Gallons of product applied.
                   Number of personnel transported.
                   Adjustment to Incident Action Plan (IAP) and support needs for other
                     sections.

              10. Evaluate performance of subordinate personnel and make adjustments, as
                  necessary.

              11. Inspect and visit areas of operation to insure compliance with agency rules,
                  regulations, and procedures.

              12. Ensure necessary organization positions are filled.

              13. Provide for the safety and welfare of assigned personnel during the entire
                  period of supervision:
                    Recognize potentially hazardous situations.
                    Inform subordinates of hazards.
                    Control positions and function of resources.
                    Ensure that special precautions are taken when extraordinary hazards
                     exist.
                    Maintain work/rest guidelines.

              14. Resolve airspace conflicts between incident and non-incident aircraft.


              15. Gather intelligence and information for planning meeting (development of
                  IAP):
                     Obtain status and availability of aircraft and personnel for the next and
                      future operational periods.

              16. Participate in the planning and strategy meeting:
                     Advise Operations Section Chief of capabilities and/or limitations to
                      support the IAP.
                     Determine mission priority.
                     Identify start/stop times for Aviation Operations Branch.
                     Make assignments to carry out IAP.
                     Identify resources that are or will be excess in meeting the IAP.


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                     Prepare Air Operations Summary (ICS Form 220) for the next
                      operational period and give to planning staff.

              17. Determine what information Aviation Operations Branch needs to furnish to
                  the Logistics, Planning, and Finance/Administration Sections:
                    Identify needs for Aviation Operations Branch support from each
                       Section.
                    Identify what information Aviation Operations Branch needs to provide
                       to each Section and time frame for each item.
              18. Coordinate with supporting dispatch office:
                     Ensure that a Temporary Flight Restriction has been initiated, if
                      appropriate, and is in effect over the incident or operating bases.
                     Ensure that contact has been established with the military for special
                      use airspace or military training routes in proximity to the incident.
                     Obtain current information on availability and status of aviation
                      resources assigned or ordered for the incident.
                     Obtain information on aircraft external to the incident (media, VIPs,
                      others).
                     Establish procedures for emergency reassignment of aircraft on the
                      incident.

              19. Determine need to close airports that are in or adjacent to the incident area
                  of operations:

                     Contact supporting dispatch office and request closure through
                      appropriate channels.

              20. Coordinate with vendors, incident personnel, and contractors.

              21. Prepare demobilization schedule of aircraft, personnel, and equipment and
                  coordinate with Planning Section and supporting dispatch.

              22. Document all activity on Unit Log (ICS Form 214).




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                          Air Support Group Supervisor Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Air Support Group Supervisor is primarily responsible for supporting and managing Helibase
and Helispot Operations and maintaining liaison with fixed-wing air bases. This includes
providing (1) Fuel and other supplies (2) Maintenance and repair of helicopters (3) Keeping
records of helicopter activity, and (4) providing enforcement of safety regulations. These major
functions are performed at Helibases and Helispots. Helicopters during landing and take-off and
while on the ground are under the control of the air support group’s Helibase or Helispot
managers. The Air Support Group Supervisor reports to the Air Operations Branch Director.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain copy of the Incident Action Plan from the Air Operations Branch
                     Director including Air Operations Summary Worksheet (ICS Form 220).


                  3. Participate in Air Operations Branch Director planning activities.


                  4. Inform Air Operations Branch Director of group activities.


                  5. Identify resources/supplies dispatched for Air Support Group.


                  6. Request special air support items from appropriate sources through
                     Logistics Section.


                  7. Identify helibase and helispots locations (from Incident Action Plan) or
                     from Air Operations Branch director.


                  8. Determine need for assignment of personnel and equipment at each helibase
                     and helispots.


                  9. Coordinate special requests for air logistics.


                  10. Maintain coordination with airbases supporting the incident.


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              11. Coordinate activities with Air Operations Branch Director.


              12. Obtain assigned ground to air frequency for helibase operations from
                  Communications Unit Leader or Incident Radio Communications Plan (ICS
                  Form 205).


              13. Inform Air Operations Branch Director of capability to provide night flying
                  service.


              14. Ensure compliance with each agency’s operations checklist for day and
                  night operations.


              15. Ensure dust abatement procedures are implemented at helibase and
                  helispots.


              16. Provide crash/rescue service for helibases and helispots.


              17. Ensure that Air Traffic Control procedures are established between Helibase
                  and Helispots and the Air Tactical Group Supervisor, Helicopter
                  Coordinator or Fixed-Wing Coordinator.


              18. Maintain Unit/Activity Log (ICS Form 214).




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                          Air Tactical Group Supervisor Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Air Tactical Group Supervisor is primarily responsible for the coordination of aircraft
operations when fixed and/or rotary-wing aircraft are operating on the incident. These
coordination activities are performed by the Air Tactical Group Supervisor while airborne. The
Air Tactical Group Supervisor reports to the Air Operations Branch Director.

                                                     Task

                  1. Review common responsibilities.


                  2. Determine what aircraft are operating within area of assignment.


                  3. Manage air tactical activities based upon Incident Action Plan.


                  4. Establish and maintain communications with Air Traffic Control with
                     pilots, Air Operations, Helicopter Coordinator, Fixed-Wing Coordinator,
                     Air Support Group (usually Helibases Manager) and fixed-wing support
                     bases.


                  5. Coordinate approved flights of non-incident aircraft or non-tactical flights
                     in restricted air space area.


                  6. Obtain information about air traffic external to the incident.


                  7. Receive reports of non-incident aircraft violating restricted air space area.


                  8. Make tactical recommendations to approved ground contact (Operations
                     Section Chief, Branch Director, or Division Supervisor).


                  9. Inform Air Operations Branch Director of tactical recommendations
                     affecting the air operation portion of the Incident Action Plan.




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              10. Report on Air Operations activities to the Air Operations Branch Director.
                  Advise Air Operations immediately if aircraft mission assignments are
                  causing conflicts in the Air Traffic Control System


              11. Report on incidents/accidents.


              12. Document all activity on Unit Log (ICS Form 214).




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                              Helicopter Coordinator Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Helicopter Coordinator is primarily responsible for coordinating tactical or logistical
helicopter mission(s) at the incident. The Helicopter Coordinator can be airborne or on the ground
operating from a high vantage point. The Helicopter Coordinator reports to the Air Tactical Group
Supervisor. Activation of this position is contingent upon the complexity of the incident and the
number of helicopters assigned. There may be more than one Helicopter Coordinator assigned to
an incident.

                                                     Task

                  1. Review common responsibilities.


                  2. Determine what aircraft are operating within area of assignment.


                  3. Survey assigned incident area to determine situation, aircraft hazards and
                     other potential problems.


                  4. Coordinate Air Traffic Control with pilots, Air Operations Branch Director,
                     Air Tactical Group Supervisor, Fixed-Wing Coordinator and the Air
                     Support Group (usually Helibase manager) as the situation dictates.


                  5. Coordinate the use of assigned ground to air and air to air communications
                     frequencies with the Air Tactical Group Supervisor, Communications Unit,
                     or local agency dispatch center.


                  6. Ensure that all assigned helicopters know appropriate operating frequencies.


                  7. Coordinate geographical areas for helicopters operations with Air Tactical
                     Group Supervisor and make assignments.


                  8. Determine and implement air safety requirements and procedures.


                  9. Ensure that approved night flying procedures are in operation.




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              10. Receive assignments, brief pilots, assign missions, and supervise helicopter
                  activities.


              11. Coordinate activities with Air Tactical Group Supervisor, Fixed-Wing
                  Coordinator, Air Support Group and ground personnel.


              12. Maintain continuous observation of assigned helicopter operating area and
                  inform Air Tactical Group Supervisor of incident conditions including any
                  aircraft malfunction or maintenance difficulties and anything that may
                  affect the incident.


              13. Inform Air Tactical Group Supervisor when mission is completed and
                  reassign helicopter as directed.


              14. Request assistance or equipment as required.


              15. Report incidents or accidents to Air Operations Director and Air Tactical
                  Group Supervisor immediately.


              16. Document all activities on Unit Log (ICS Form 214).




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                              Planning Section Chief Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident. Tasks may be delegated to the appropriate Unit Leader.

The Planning Section Chief, a member of the General Staff, is responsible for the collection,
evaluation and dissemination and use of information about the development of the incident and
status of resources, and demobilization of the incident. Information needed to understand the
current situation, predict probable course of the incident events, and prepare alternative strategies
and control operations for the incident, and to provide orderly and economic demobilization of the
incident.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Incident Commander:
                         Determine current resource status (ICS Form 201).
                         Determine current situation status/intelligence (ICS Form 201).
                         Determine current incident objectives and strategy.
                         Determine whether Incident Commander requires a written Incident
                          Action Plan (IAP).
                         Determine time and location of first Planning Meeting.
                         Determine desired contingency plans.

                  3. Activate Planning Section positions, as necessary, and notify Resources
                     Unit of positions activated.

                  4. Establish and maintain resource tracking system.


                  5. Complete ICS Form 201, if not previously completed, and provide copies to
                     Command, Command Staff, and General Staff.


                  6. Advise Incident Command Post (ICP) staff of any significant changes in
                     incident status.

                  7. Compile and display incident status summary information. Document on
                     ICS Form 209, Incident Status Summary (or other approved agency forms):
                       Forward incident status summaries to Agency Administrator and/or other
                        designated staff once per operational period, or as required.
                       Provide copy to Public Information Officer.



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                8. Obtain/develop incident maps.


                9. Establish information requirements and reporting schedules for ICP and
                   field staff.


                10. Prepare contingency plans:
                        Review current and projected incident and resource status.
                        Develop alternative strategies.
                        Identify resources required to implement contingency plan.
                        Document alternatives for presentation to Incident Commander and
                         Operations, and for inclusion in the written IAP.

                11. Meet with Operations Section Chief and/or Command, prior to Planning
                    Meetings, to discuss proposed strategy and tactics and diagram incident
                    organization and resource location.

                12. Conduct Planning Meetings according to following agenda:

                              Sample Planning Meeting Agenda
                  Agenda Item                      Responsible Party
  1      Briefing on situation/resource status.    Planning/Operations Section Chiefs
  2      Discuss safety issues.                        Safety Officer
  3      Set/confirm incident objectives.              Incident Commander
  4      Plot control lines & Division boundaries.     Operations Section Chief
  5      Specify tactics for each Division/Group.      Operations Section Chief
  6      Specify resources needed for each             Operations/Planning Section Chiefs
         Division/Group.
  7      Specify facilities and reporting locations.   Operations/Planning/Logistics Section
                                                       Chiefs
  8      Develop resource order.                       Logistics Section Chief
  9      Consider communications/medical/              Logistics/Planning Section Chiefs
         transportation plans.
  10     Provide financial update.                     Finance/Administration Section Chief
  11     Discuss interagency liaison issues.           Liaison Officer
  12     Discuss information issues.                   Public Information Officer
  13     Finalize/approve/implement plan.              Incident Commander/All


                13. Supervise preparation and distribution of the written IAP, if indicated.
                    Minimum distribution is to all Command, Command Staff, General Staff,
                    and Operations personnel to the Division/Group Supervisor level:



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                     Establish information requirements and reporting schedules for use in
                      preparing the IAP.
                     Ensure that detailed contingency plan information is available for
                      consideration by Operations and Command.
                     Verify that all support and resource needs are coordinated with
                      Logistics Section prior to release of the IAP.
                     Include fiscal documentation forms in written IAP as requested by the
                      Finance/Administration Section.
                     Coordinate IAP changes with General Staff personnel and distribute
                      written changes, as appropriate.

              14. Coordinate development of Incident Traffic Plan with Operations and the
                  Ground Support Unit Leader.

              15. Coordinate preparation of the Safety Message with Safety Officer.

              16. Coordinate preparation of the Incident Communications Plan and Medical
                  Plan with Logistics.

              17. Instruct Planning Section Units in distribution of incident information.


              18. Provide periodic predictions on incident potential.


              19. Establish a weather data collection system, when necessary.

              20. Identify need for specialized resources; discuss need with Operations and
                  Command; facilitate resource requests with Logistics.

              21. Ensure Section has adequate coverage and relief.

              22. Hold Section meetings as necessary to ensure communication and
                  coordination among Planning Section Units.

              23. Ensure preparation of demobilization plan, if appropriate.

              24. Ensure preparation of final incident package and route to Agency
                  Administrator and Wayne County EMA for archiving or follow-up after
                  Incident Management Team (IMT) demobilization.

              25. Provide briefing to relief on current and unusual situations.




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              26. Ensure that all staff observe established level of operational security.


              27. Ensure all Planning functions are documenting actions on Unit Log (ICS
                  Form 214).


              28. Submit all Section documentation to Documentation Unit.




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                              Resources Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident. Tasks may be delegated to the appropriate Unit Leader.

The Resource Unit Leader is responsible for maintaining the status of all assigned resources
(primary and support) at an incident. This is achieved by overseeing the check-in of all resources,
maintaining a status-keeping system indicating current location and status of all resources, and
maintenance of a master list of all resources, e.g. Key supervisory personnel, primary personnel,
primary and support resources, etc.

                                                     Task


                  1. Review common responsibilities.


                  2. Review Unit Leader responsibilities.


                  3. Establish check-in function at incident locations.


                  4. Prepare Organization Assignment List (ICS Form 203) and Organizational
                     Chart (ICS Form207).


                  5. Prepare appropriate parts of Division Assignment Lists (ICS Form 204).


                  6. Prepare and maintain the Command Post display (to include Organization
                     chart and resource allocation deployment.


                  7. Maintain and post the current status and location of all resources.


                  8. Maintain master roster of all resources checked in at the incident.


                  9. A Check-in/Status Recorder reports to the Resources Unit Leader and
                     assists with the accounting of all incident assigned resources.


                  10. Document all activity on Unit Log (ICS Form 214).




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                              Situation Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The collection, processing and organizing of all incident information takes place within the
Situation Unit. The Situation Unit may prepare future projections of incident growth, maps and
intelligence information.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Planning Section Chief.
                         Review ICS Form 201 for incident status.
                         Determine incident objectives and strategy.
                         Determine necessary contingency plans.
                         Identify reporting requirements and schedules-both internal and
                          external to the incident.

                  3. Organize and staff Unit, as appropriate:
                         Assign Field Observers.
                         Request Technical Specialists, as needed.

                  4. Supervise Technical Specialists as assigned (on very complex incidents, it
                     may be necessary to assign a supervisor to oversee Technical Specialists):
                       Brief Technical Specialists on current incident status.
                       Assign analysis tasks.
                       Notify staff of time lines and format requirements.
                       Monitor progress.

                  5. Compile, maintain and display incident status information for Incident
                     Command Post (ICP) staff:
                      Sort data into required categories of information (i.e. geographic area,
                        population, facilities, environmental values at risk, location of facilities,
                        etc.).
                      Determine appropriate map displays.
                      Review all data for completeness, accuracy, and relevancy prior to
                        posting.
                      Plot incident boundaries, location of perimeters, facilities, access
                        routes, etc. on display maps in Planning area.
                      Develop additional displays (weather reports, incident status
                        summaries, etc.), as necessary.
                      Ensure displays and maps are kept up to date.


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              6. Provide photographic services and maps:
                     Photographic services may be used to document operations and
                      intelligence activities, public information activities, and accident
                      investigations.
                     Issue disposable or digital cameras to Field Observers and Operations
                      personnel as appropriate.
                     Ensure photographs are processed at the end of each operational period.
                     Request or develop additional and specialized maps as required.
                     Provide Incident Map(s) for Incident Action Plan (IAP).

              7. Provide situation evaluation, prediction and analysis for Command and
                 Operations; prepare information on alternative strategies:
                   Review current and projected incident and resource status.
                   Develop alternative strategies.
                   Identify resources required to implement contingency plan.
                   Document alternatives for presentation to Incident Commander and
                     Operations and inclusion in the written IAP, using the ICS Form 204,
                     Contingency Plan.

              8. Interview Operations personnel coming off duty to determine effectiveness
                 of strategy and tactics, work accomplished and left to be accomplished.

              9. Request weather forecasts and spot weather forecasts, as necessary, directly
                 from the National Weather Service.

              10. Prepare Incident Status Summary (ICS Form 209) and other status reports,
                  as assigned prior to each Planning Meeting:
                    Provide copies to Command and General Staff.
                    Forward to agency administrator and to other entities, as directed.

              11. Participate in Planning Meetings, as required.

              12. Prepare predictions at periodic intervals, or upon request of the Planning
                  Section Chief. Notify Command and General Staff if unforeseen changes
                  occur.

              13. Provide briefing to relief on current and unusual situations.


              14. Document all activity on Unit Log (ICS Form 214).




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                             Check In Status Recorder Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.


The Check-In Status Recorders are needed at each check-in location to ensure that all resources
assigned to an incident are accounted for.

                                                     Task


                  1. Review common responsibilities.


                  2. Obtain work materials, including Check-in Lists (ICS Form 211), Resource
                     Status Cards (ICS form 219), and status display boards.


                  3. Establish communications with the Communications Center and Ground
                     Support Unit.


                  4. Post signs so that arriving resources can easily find the check-in location(s).


                  5. Record check-in information to Resources Unit on regular pre-arranged
                     schedule or as needed.


                  6. Transmit check-in information to Resources Unit on regular pre-arranged
                     schedule or as needed


                  7. Forward completed Check-In Lists (ICS 211) and Status Change Cards
                     (ICS 210) to the Resources Unit.


                  8. Receive, record, and maintain status information on assigned single
                     resources, strike teams, task forces, and overhead personnel.


                  9. Maintain files of Check-In Lists (ICS 211).


                  10. Document all activity on Unit Log (ICS Form 214).




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                           Documentation Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Documentation Unit Leader is responsible for the maintenance of accurate, up-to-date incident
files, duplication services will also be provided by the Documentation Unit. Incident files will be
stored for legal, analytical, and historical purposes.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Planning Section Chief.


                  3. Organize, staff, and supervise Unit, as appropriate, and provide for adequate
                     relief.


                  4. Establish work area:
                         Ensure adequate duplication capability for large-scale operations and
                          adequate staff to assist in the duplication and documentation process.

                  5. Establish and organize incident files.


                  6. Establish duplication services, and respond to requests.


                  7. Determine number needed and duplicate Incident Action Plan (IAP)
                     accordingly.


                  8. Retain and file duplicate copies of official forms and reports.


                  9. Accept and file reports and forms submitted by incident personnel.


                  10. Check the accuracy and completeness of records submitted for files.


                  11. Ensure that legal restrictions on public and exempt records are observed.



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              12. Provide briefing to relief on current activities and unusual events.


              13. Document all activity on Unit Log (ICS Form 214).


              14. Give completed incident files to Planning Section Chief.




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                            Demobilization Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Demobilization Unit Leader is responsible for developing the Incident Demobilization Plan.
On large incidents, demobilization can be quite complex, requiring a separate planning activity.
Note that not all agencies require specific demobilization instructions.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Planning Section Chief:
                         Determine objectives, priorities and constraints on demobilization.
                  3. Review incident resource records to determine scope of demobilization
                     effort:
                         Resource tracking system.
                         Check-in forms.
                         Master resource list.

                  4. Meet with agency representatives to determine:
                         Agencies not requiring formal demobilization.
                         Personnel rest and safety needs.
                         Coordination procedures with cooperating-assisting agencies.

                  5. Assess the current and projected resource needs of the Operations Section.


                  6. Obtain identification of surplus resources and probable release times.

                  7. Determine logistical support needs of released resources (rehab,
                     transportation, equipment replacement, etc.).

                  8. Determine Finance/Administration, Communications, Supply, and other
                     incident check-out stops.

                  9. Determine de-briefing requirements.


                  10. Establish communications links with off-incident organizations and
                      facilities.


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              11. Prepare Demobilization Plan (ICS Form 221):
                     General - Discussion of demobilization procedure.
                     Responsibilities - Specific implementation responsibilities and
                      activities.
                     Release Priorities - According to agency and kind and type of resource.
                     Release Procedures - Detailed steps and process to be followed.
                     Directories - Maps, telephone numbers, instructions and other needed
                      elements.
                     Continuity of operations (follow up to incident operations):

                             Public Information.
                             Finance/Administration.
                             Other.

                     Designate to whom outstanding paperwork must be submitted.
                     Include demobilization of Incident Command Post staff. In general,
                      Incident Command Post staff will not be released until:
                           Incident activity and work load are at the level the agency can
                             reasonably assume.
                           Incident is controlled.
                           On-scene personnel are released except for those needed for
                             final tactical assignments.
                           Incident Base is reduced or in the process of being shut down.
                           Planning Section has organized final incident package.
                           Finance/Administration Section has resolved major known
                             finance problems and defined process for follow-up.
                           Rehabilitation/cleanup accomplished or contracted.
                           Team has conducted or scheduled required debriefings.


              12. Obtain approval of Demobilization Plan (ICS Form 221) from Planning
                  Section Chief.

              13. Distribute Demobilization Plan (ICS Form 221) to processing points both
                  on and off incident.

              14. Monitor implementation of Demobilization Plan (ICS Form 221).


              15. Assist in the coordination of the Demobilization Plan (ICS Form 221).


              16. Provide briefing to relief on current activities and unusual events.


              17. Document all activity on Unit Log (ICS Form 214).


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              18. Give completed incident files to Documentation Unit Leader for inclusion
                  in the final incident package.




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              TECHNICAL SPECIALISTS-Environmental Specialist Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Certain Incidents or events may require the use of Technical Specialists who have specialized
knowledge and expertise. Technical Specialists may function within the Planning Section, or be
assigned wherever their services are required.


                                                     Task

                  1. Review common responsibilities.


                  2. Participate in the development of the Incident Action Plan and review
                     general control objectives including alternative strategies presently in effect.


                  3. Collect and validate environmental information within the incident area by
                     reviewing pre-attack land use and management plans.


                  4. Determine environmental restrictions within the incident area.


                  5. Develop suggested priorities for preservation of the environment.


                  6. Provide environmental analysis information, as requested.


                  7. Collect and transmit required records and logs to Documentation Unit at the
                     end of each operational period.


                  8. Maintain Unit/Activity Log (ICS Form 214).




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               TECHNICAL SPECIALISTS-Resource Use Specialist Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Certain Incidents or events may require the use of Technical Specialists who have specialized
knowledge and expertise. Technical Specialists may function within the Planning Section, or be
assigned wherever their services are required.


                                                     Task

                  1. Review common responsibilities.


                  2. Participate in the development of the Incident Action Plan and review
                     general control objectives including alternative strategies presently in effect.


                  3. Collect information on incident resources as needed.


                  4. Respond to requests for information about limitations and capabilities of
                     resources.


                  5. Collect and transmit required records and logs to Documentation Unit at the
                     end of each operational period.


                  6. Maintain Unit/Activity Log (ICS Form 214).




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                 TECHNICAL SPECIALISTS-Training Specialist Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Certain Incidents or events may require the use of Technical Specialists who have specialized
knowledge and expertise. Technical Specialists may function within the Planning Section, or be
assigned wherever their services are required.


                                                     Task

                  1. Review common responsibilities.


                  2. Inform Planning Section Chief of planned use of trainees.


                  3. Review trainee assignments and modify if appropriate.


                  4. Coordinate the assignments of trainees to incident positions with Resources
                     Unit.


                  5. Brief trainees and trainers on training assignments and objectives.


                  6. Coordinate use of unassigned trainees.


                  7. Make follow-up contacts on the job to provide assistance and advice for
                     trainees to meet training objectives as appropriate and with approval of unit
                     leaders.


                  8. Ensure trainees receive performance evaluation.


                  9. Monitor operational procedures and evaluate training needs.

                  10. Give Training Specialist records and logs to Documentation Unit at the end
                      of each operational period.

                  11. Maintain Unit/Activity Log (ICS Form 214).




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             TECHNICAL SPECIALISTS-Water Resources Specialist Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Certain Incidents or events may require the use of Technical Specialists who have specialized
knowledge and expertise. Technical Specialists may function within the Planning Section, or be
assigned wherever their services are required.


                                                     Task

                  1. Review common responsibilities.


                  2. Participate in the development of the Incident Action Plan and review
                     general control objectives including alternative strategies presently in effect.


                  3. Collect and validate water resource information within the incident area.


                  4. Prepare information on available water resources.


                  5. Establish water requirements needed to support fire suppression actions.


                  6. Compare incident control objectives as stated in the Plan, with available
                     water resources and report inadequacies or problems to Planning Section
                     Chief.


                  7. Participate in the preparation of Incident Action Plan when requested.


                  8. Respond to requests for water information.


                  9. Collect and transmit records and logs to Documentation Unit at the end of
                     each operational period.

                  10. Maintain Unit/Activity Log (ICS Form 214).




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              TECHNICAL SPECIALISTS-Hazardous Substance/Materials Reference Specialist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

This position provides Technical Information and assistance to the Hazardous Substances/Material
group using various reference sources such as computer databases, technical journals, chemtrec,
and phone contact with facility representatives.         The Technical Specialist Hazardous
Substances/Materials reference may provide product identification using hazardous categorization
tests and/or any other means of identifying unknown materials.

                                                     Task

                  1. Review common responsibilities.


                  2. Determine resource needs.


                  3. Participate provide technical support to the Hazardous Substance/Materials
                     Group Supervisor.


                  4. Maintain communications and coordinate operations with the Entry Leader.


                  5. Provide and interpret environmental monitoring information.


                  6. Provide analysis of hazardous material samples. Determine PPE
                     compatibility to hazardous material.


                  7. Provide technical information of the incident for documentation.


                  8. Provide technical information management with public and private agencies
                     (i.e.: Poison Control Center, Toxicology Center, CHEMTREC, State
                     Department of Food and Agriculture, National Response Team).


                  9. Assist the Planning Section with projecting the potential environmental
                     effects of the release.

                  10. Maintain Unit/Activity Log (ICS Form 214).




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             TECHNICAL SPECIALISTS-Hazardous Materials Specialist Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Certain Incidents or events may require the use of Technical Specialists who have specialized
knowledge and expertise. Technical Specialists may function within the Planning Section, or be
assigned wherever their services are required, such as within the Hazardous Materials Group (or
Hazardous Materials Branch, if activated). This position provides technical information and
assistance to the Hazardous Materials Group using various reference sources such as computer
databases, technical journals, chemtrec, and phone contact with facility representatives, or other
information resources. Specialists may provide in depth information concerning the construction,
features, equipment and operation of involved hazardous materials containers and/or appropriate
response procedures for the product, agent or container involved.


                                                     Task

                  1. Review common responsibilities.


                  2. Check-in and obtain briefing from Planning Section Chief.


                  3. Provide technical support to the Hazardous Materials Group Supervisor (or
                     Branch Director).


                  4. Maintain communications and coordinate operations with the Entry Team
                     Leader.


                  5. Provide and interpret environmental monitoring information.


                  6. Provide analysis of hazardous material samples.


                  7. Determine personal protective equipment compatibility to hazardous
                     material.


                  8. Participate in the development of the Incident Action Plan and review
                     general control objectives including alternative strategies presently in effect.


                  9. Assist Planning Section with projecting the potential health and
                     environmental effects of the release.


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              10. Provide technical information management with public and private agencies
                  i.e., Poison Control Center, IDEM, CHEMTREC, National Response
                  Center, CDC, etc.

              11. Determine environmental restrictions within the incident area.

              12. Develop suggested priorities for preservation of the environment.


              13. Collect and transmit required records and logs to Documentation Unit at the
                  end of each operational period.


              14. Maintain Unit/Activity Log (ICS Form 214).




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                 TECHNICAL SPECIALISTS-Sampling Specialist Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Sampling Specialist is responsible for providing a sampling plan for the coordinated
collection, documentation, storage, transportation, and submittal to appropriate laboratories for
analysis or storage.


                                                     Task

                  1. Review common responsibilities.


                  2. Determine resource needs.


                  3. Participate in planning meetings as required.


                  4. Identify and alert appropriate laboratories.


                  5. Meet with team to develop an initial sampling plan and strategy, and review
                     sampling and labeling procedures.


                  6. Set up site map to monitor the location of samples collected and coordinate
                     with GIS staff.


                  7. Coordinate sampling activities with the NRDAR Representative,
                     Investigation Team, and legal advisors.


                  8. Provide status reports to appropriate requesters.


                  9. Maintain Unit/Activity Log (ICS Form 214).




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                TECHNICAL SPECIALISTS-Disposal (Waste Management) Specialist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Disposal (Waste Management) Specialist is responsible for providing the OPS with a disposal
plan the details the collection, sampling, monitoring, temporary storage, transportation, recycling,
and disposal of all anticipated response wastes.


                                                     Task

                  1. Review common responsibilities.


                  2. Determine resource needs.


                  3. Participate in planning meetings as required.


                  4. Develop a Pre-Cleanup Plan and monitor pre-cleanup operations, if
                     appropriate.


                  5. Develop a detailed Waste Management Plan.


                  6. Calculate and verify the volume of petroleum recovered, including
                     petroleum collected with sediment/sand, etc.


                  7. Provide status reports to appropriate requesters.


                  8. Maintain Unit/Activity Log (ICS Form 214).




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                           TECHNICAL SPECIALISTS-Medical Specialist
The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Medical Group usually performs these responsibilities and duties, but this unique position is
established to assist at terrorist incident responses. This position (preferably filled by a physician)
is responsible for:


                                                      Task

                  1. Review common responsibilities.


                  2. Review Medical Group tasks.


                  3. Serve as medical advisor to the Incident Commander and Operations
                     Section Chief.


                  4. Develop and implement the medical action plan in conjunction with the
                     Medical and Hazardous Substance/Hazmat Groups.


                  5. Assure effective liaison with local EMS agencies and medical facilities.


                  6. Perform additional tasks and duties as assigned during an incident.


                  7. Maintain Unit/Activity Log (ICS Form 214).




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                   TECHNICAL SPECIALISTS-Response Technologies Specialist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Response Technologies (RT) Specialist is responsible for evaluating the opportunities to use
various response technologies, including mechanical containment and recovery, dispersant or other
chemical countermeasures, in-situ burning, and bioremediation. The specialist will conduct the
consultation and planning required by deploying a specific response technology, and by
articulating the environmental tradeoffs of using or not using a specific response technique.


                                                     Task

                  1. Review common responsibilities.


                  2. Participate in planning meetings as required.


                  3. Determine resource needs.


                  4. Gather data pertaining to the spill, including spill location, type and amount
                     of petroleum spilled, physical and chemical properties, weather and
                     resources at risk.


                  5. Identify the available RT that may be effective on the specific spilled
                     petroleum.


                  6. Make initial notification to all agencies that have authority over the use of
                     RT.


                  7. Keep the PSC advised of RT issues.


                  8. Provide status reports to appropriate requesters.


                  9. Establish communication with the RRT to coordinate RT activities.


                  10. Maintain Unit/Activity Log (ICS Form 214).




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                              Logistics Section Chief Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident. Tasks may be delegated to the appropriate Branch Director or Unit Leader.

The Logistics Chief, a member of the General Staff, is responsible for providing facilities,
services, and material in support of the incident. The Section Chief participates in development
and implementation of the Incident Action Plan and activates and supervises the branches and
units within the Logistics Section.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Incident Commander:
                         Review situation and resource status for number of personnel assigned
                          to incident.
                         Review current organization.
                         Determine which incident facilities have been/should be activated.

                  3. Ensure Incident Command Post and other incident facilities are physically
                     activated, as appropriate.

                  4. Confirm resource ordering process.


                  5. Assess adequacy of current Incident Communications Plan (ICS Form 205).

                  6. Organize and staff Logistics Section, as appropriate, and consider the need
                     for facility security, and Communication and Supply Units.

                  7. Assemble, brief, and assign work locations and preliminary work tasks to
                     Section personnel:
                       Provide summary of emergency situation.
                       Provide summary of the kind and extent of Logistics support the
                         Section may be asked to provide.

                  8. Notify Resources Unit of other Units activated, including names and
                     location of assigned personnel.

                  9. Attend Planning Meetings:

                               Sample Planning Meeting Agenda

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Wayne County Incident Command System                                                  _____
                   Agenda Item                          Responsible Party
  1      Briefing on situation/resource status.         Planning/Operations Section Chiefs
  2      Discuss safety issues.                         Safety Officer
  3      Set/confirm incident objectives.               Incident Commander
  4      Plot control lines & Division boundaries.      Operations Section Chief
  5      Specify tactics for each Division/Group.       Operations Section Chief
  6      Specify resources needed for each              Operations/Planning Section Chiefs
         Division/Group.
  7      Specify facilities and reporting locations.    Operations/Planning/Logistics Section
                                                        Chiefs
  8      Develop resource order.                        Logistics Section Chief
  9      Consider communications/medical/               Logistics/Planning Section Chiefs
         transportation plans.
  10     Provide financial update.                      Finance/Administration Section Chief
  11     Discuss interagency liaison issues.            Liaison Officer
  12     Discuss information issues.                    Public Information Officer
  13     Finalize/approve/implement plan.               Incident Commander/All


                10. Participate in preparation of Incident Action Plan (IAP):
                        Provide input on resource availability, support needs, identified
                         shortages, and response time-lines for key resources.
                        Identify future operational needs (both current and contingency), in
                         order to anticipate logistical requirements.
                        Ensure Incident Communications Plan (ICS Form 205) is prepared.
                        Ensure Medical Plan (ICS Form 206) is prepared.
                        Assist in the preparation of Transportation Plan.

                11. Review IAP and estimate section needs for next operational period; order
                    relief personnel if necessary.

                12. Research availability of additional resources.

                13. Hold Section meetings, as necessary, to ensure communication and
                    coordination among Logistics Branches and Units.

                14. Ensure coordination between Logistics and other Command and General
                    Staff.


                15. Ensure general welfare and safety of Section personnel.




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              16. Provide briefing to relief on current activities and unusual situations.


              17. Ensure that all personnel observe established level of operational security.


              18. Ensure all Logistics functions are documenting actions on Unit Log (ICS
                  Form 214).


              19. Submit all Section documentation to Documentation Unit.




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                             Service Branch Director Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Service Branch Director, when activated, is under the supervision of the Logistics Section
Chief, and is responsible for the management of all service activities at the incident. The Branch
Director supervises the operations of the communications, medical and food units.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Logistics Section Chief:
                         Determine number of personnel to be fed.
                         Determine communications systems in use.
                         Determine medical support needs of the incident.
                         Confirm personnel already requested for Branch.

                  3. Assemble, brief, and assign work locations and preliminary work tasks to
                     Branch personnel:
                      Provide summary of emergency situation.
                      Provide summary of the communications, food, and medical needs of
                         the incident.

                  4. Ensure establishment of effective Incident Communications Plan (ICS Form
                     205).


                  5. Ensure that incident personnel receive adequate food and water.

                  6. Coordinate with Operations to ensure adequate medical support to incident
                     personnel.

                  7. Participate in organizational meetings of Logistics Section personnel.

                  8. Coordinate activities of Branch Units.


                  9. Keep Logistics Section Chief apprised of Branch Activities.


                  10. Document all activity on Unit Log (ICS Form 214).



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                           Communications Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Communications Unit Leader, under the direction of the Logistics Chief, is responsible for
developing plans for the effective use of incident communications equipment, supervising the
Incident Communications Center, distributing communications equipment to incident personnel,
and maintaining and repairing communications equipment.

                                                     Task

                  1. Review common responsibilities.


                  2. Check in and obtain briefing from the Logistics Chief.


                  3. Organize, activate, and brief your staff.


                  4. Augment the Communications Unit staff with ARES/RACES volunteers as
                     appropriate and available.


                  5. Supervise the Communications Unit activities and ensure that an Incident
                     Communications Center is established.

                  6. Ensure communications systems and equipment are installed, tested, and
                     repaired. Setup     telephone and public address systems.

                  7. Provide technical information as required on:
                         adequacy of the communication system in operation
                         geographic limitations on the communication system
                         amount, type, and capability of available equipment
                         anticipate problems in the use of the communications equipment

                  8. Prepare and implement an Incident Communications Plan if needed. (ICS
                     Form 205)
                       Prepare Radio Frequency Assignment worksheet (ICS Form 217)
                       Prepare Radio Requirements worksheet (ICS Form 205

                  9. Assist in distributing any stockpiled radio equipment as available and
                     necessary.



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              10. Maintain a Unit Log including operation times, significant events,
                  equipment purchases, and names of Section personnel. (ICS Form 214)

              11. Recover equipment from relieved or released units.


              12. Notify relief personnel of current emergency communications status.


              13. Maintain records on all communications equipment as appropriate.


              14. When ordered, secure operations and forward all reports to the IC.




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                                 Incident Dispatch Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Incident Dispatcher (including incident Communications Manager) is responsible to receive
and transmit radio and telephone messages among and between personnel and to provide dispatch
services at the incident.

                                                      Task

                  1. Review common responsibilities.


                  2. Ensure adequate staffing (Incident Communications Manager).


                  3. Obtain and review Incident Action Plan to determine incident organization
                     and Incident Radio Communications Plan.


                  4. Set up Incident Radio Communications Center – check out equipment.


                  5. Request service on any inoperable or marginal equipment.


                  6. Set up Message Center location as required.


                  7. Receive and transmit messages within and external to incident.


                  8. Maintain files of Status Change Cards (ICS Form 210) and General
                     Messages (ICS Form 213).


                  9. Maintain a record of unusual incident occurrences.


                  10. Provide briefing to relief on:
                       Current Activities
                       Equipment Status
                       Any unusual communications situations.




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              11. Turn in appropriate documents to Incident Communications Manager or
                  Communications Unit Leader.


              12. Demobilize Communications Center in accordance with Incident
                  Demobilization Plan.




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                               Medical Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Medical Unit Leader, under the direction of the Service Branch Director or Logistics Section
Chief, is primarily responsible for the development of the medical plan, obtaining medical aid and
transportation for injured and ill incident personnel, and preparation of reports and records.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Service Branch Director or Logistics Section Chief:
                         Obtain information on any injuries that occurred during initial response
                          operations.
                         Name and location of Safety Officer.

                  3. Determine level of emergency medical activities performed prior to
                     activation of Medical Unit:
                       Number and location of aid stations.
                       Number and location of stand-by ambulances, helicopters, and medical
                          personnel to assign to the incident.
                       Potential for special medical problems, i.e., hypothermia, dehydration,
                          heat stroke, exposure to hazardous materials, etc.
                       Medical supplies needed.

                  4. Respond to requests for medical treatment and transportation.

                  5. Request/supervise ambulance support. Order through established Incident
                     chain of command.

                  6. Prepare the Medical Plan (ICS Form 206), including procedures for major
                     medical emergency. This plan should be coordinated with the medical
                     organization within the Operations Section. Plan should include:
                       Medical Assembly Area.
                       Triage Area.
                       Ambulance Traffic Route.
                       Helispot (Landing Zone) for medical helicopters (incident and
                         hospital).
                       Aid Station Location(s).
                       Hazard specific information (HAZMAT treatment, etc.).
                       Closest hospitals.



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Wayne County Incident Command System                                                 _____
                     Consideration should be given to separate treatment areas for
                      responders and victims, as well as sending all responders to a single
                      hospital.

              7. Obtain Safety Officer approval for Medical Plan.


              8. Coordinate Medical Plan with local hospitals.


              9. Respond to requests for medical aid.


              10. Notify Safety Officer and Logistics Section Chief of all accidents and
                  injuries.


              11. Respond to requests for medical supplies.


              12. Prepare medical reports; provide copies to Documentation Unit.


              13. Submit reports as directed; provide copies to Documentation Unit Leader.


              14. Provide briefing to relief on current activities and unusual circumstances.


              15. Document all activity on Unit Log (ICS Form 214).




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                        Responder Rehabilitation Manager Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Responder Rehabilitation Manager reports to the Medical Unit Leader and is responsible for
the rehabilitation of incident personnel who are suffering from the effects of strenuous work and/or
extreme conditions.

                                                     Task

                  1. Review common responsibilities.


                  2. Designate responder rehabilitation location and have location announced on
                     radio with radio designation “Rehab”.


                  3. Request necessary medical personnel to evaluate medical condition of
                     personnel being rehabilitated.


                  4. Request necessary resources for rehabilitation of personnel, e.g. water,
                     juice, personnel, shelter, etc.


                  5. Request through Food Unit or Logistics Section Chief feeding as necessary
                     for personnel being rehabilitated.


                  6. Release rehabilitated personnel to Planning Section for reassignment.


                  7. Maintain appropriate records and documentation


                  8. Document all activity on Unit Log (ICS Form 214).




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                                Food Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Food Unit Leader is responsible for supplying the food needs for the entire incident, including
all remote locations (e.g. camps, staging areas), as well as providing food for personnel unable to
leave tactical field assignments.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Logistics Section Chief or Service Branch Director:
                         Determine potential duration of incident.
                         Number and location of personnel to be fed.
                         Last meal provided.
                         Proposed time of next meal.

                  3. Determine food service requirements for planned and expected operations.

                  4. Determine best method of feeding to fit situation and obtain bids if not done
                     prior to incident (coordinate with Procurement Unit).

                  5. Determine location of working assignment.


                  6. Ensure sufficient potable water and beverages for all incident personnel.

                  7. Coordinate transportation of food and drinks to the scene with Ground
                     Support and Operations Section Chief.

                  8. Ensure that appropriate health and safety measures are taken and coordinate
                     activity with Safety Officer.

                  9. Supervise administration of food service agreement, if applicable.


                  10. Provide copies of receipts, bills to Finance/Administration Section.


                  11. Let Supply Unit know when food orders are complete.



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              12. Provide briefing to relief on current activities and unusual situations.


              13. Document all activity on Unit Log (ICS Form 214).




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                             Support Branch Director Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

                                                     Task

                  1. Obtain briefing from Logistics Section Chief:
                         Determine facilities activated in support of the incident.
                         Determine ground support and transportation needs.
                         Determine resource ordering process.
                         Confirm personnel already requested for Branch.

                  2. Confirm resource ordering process and who is authorized to order with
                     Command and Logistics Section Chief.

                  3. Confirm facilities in use and determine the potential for additional facilities.


                  4. Determine need for fuel delivery and vehicle support.

                  5. Determine whether or not mutual aid and contract equipment are in use.
                     Confirm method of inspection.

                  6. Staff Branch appropriately.

                  7. Assemble, brief, and assign work locations and preliminary work tasks to
                     Branch personnel:
                      Provide summary of emergency situation.
                      Provide summary of the facility, supply, and ground support needs of
                         the incident.

                  8. Participate in organizational meetings of Logistics Section personnel.


                  9. Coordinate activities of Branch Units.


                  10. Keep Logistics Section Chief apprised of Branch Activities.


                  11. Document all activity on Unit Log (ICS Form 214).




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                                Supply Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Supply Unit Leader is primarily responsible for ordering personnel, equipment and supplies;
receiving, and storing all supplies for the incident; maintaining an inventory of supplies; and
servicing non-expendable supplies and equipment.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Logistics Section Chief or Support Branch Director:
                         Determine charge code for incident.
                         Confirm ordering process.
                         Assess need for 24-hour staffing.
                         Determine scope of supply process.

                  3. Organize and staff Unit, as appropriate:
                         Consider need for "lead agency" representation in ordering process.
                         Consider dividing ordering responsibilities either by discipline or by
                          category (equipment, personnel, supplies).

                  4. Determine ordering parameters, authorities and restrictions. Ensure that
                     Unit staff observes ordering system and chain of command for ordering:
                      Establish clearly defined time when the Supply Unit will assume
                         responsibility for all ordering. This will require close coordination with
                         Operations and Planning staff.
                      Confirm process for coordinating contract related activities with the
                         Procurement Unit.
                      Confirm process for emergency purchase orders with Finance Section.

                  5. Determine type and amount of supplies and equipment on hand and en
                     route:
                         Contact Resources Unit to determine resources on order.

                  6. Receive resource orders from authorized incident staff. Document on
                     Resource Order Form (ICS Form 208):
                      Determine qualifying specifications (size, extra equipment, personnel
                         protective equipment, qualifications, etc.).
                      Desired delivery time and location, person ordering, and person to
                         whom the resource should report or be delivered.
                      Obtain estimated price for resources which expect reimbursement.

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                     Coordinate delivery of rented equipment to Ground Support Unit for
                      inspection before use.

              7. Arrange to receive ordered supplies and equipment. Work with Facilities
                 Unit to identify and activate appropriate facilities for supply storage.

              8. Order, receive, distribute, and store supplies and equipment:

                     Obtain resource name, number, identifiers, etc., along with Estimated
                      Times of Arrival (ETA's).
                     Relay this information to appropriate staff.

              9. Advise affected Unit or Section of changes in arrival times of requested
                 resources. Advise immediately if order cannot be filled.

              10. Alert Section Chief to changes in resource availability which may affect
                  incident operations.

              11. Develop and implement safety and security requirements for supply areas.


              12. Review Incident Action Plan (IAP) for information affecting Supply Unit.


              13. Maintain inventory of supplies and equipment.


              14. Service re-usable equipment.

              15. Keep and submit copies of all orders and related documentation to the
                  Documentation Unit.

              16. Provide briefing to relief on status of outstanding orders, current activities,
                  and unusual situations.

              17. Document all activity on Unit Log (ICS Form 214).




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                              Facilities Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Facilities Unit Leader is primarily responsible for the layout of and activation of incident
facilities, e.g. base, camp(s) and Incident Command Post. The unit provides sleeping and
sanitation facilities for incident personnel and manages base and camp(s) operations. Each facility
(base, camp) is assigned a manager who reports to the Facilities Unit Leader and is responsible for
managing the operations of the facility. The base functions or activities of the base and camp
managers are to provide security service, and general maintenance. The Facility Unit Leader
reports to the Support Branch Director.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Logistics Section Chief or Support Branch Director:
                         Expected duration and scope of the incident.
                         Facilities already activated.
                         Anticipated facility needs.

                  3. Obtain a copy of the Incident Action Plan (IAP) and determine:
                         Location of Incident Command Post.
                         Staging Areas.
                         Incident Base.
                         Supply/Receiving/Distribution Centers.
                         Information/Media Briefing Center.
                         Other incident facilities.

                  4. Determine requirements for each facility to be established:
                         Sanitation.
                         Sleeping.
                         Feeding.
                         Supply area.
                         Medical support.
                         Communications needs.
                         Security needs.
                         Lighting.

                  5. In cooperation with other incident staff, determine the following
                     requirements for each facility:
                       Needed space.
                       Specific location.

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                     Access.
                     Parking.
                     Security.
                     Safety.

              6. Plan facility layouts in accordance with above requirements.


              7. Coordinate negotiation for rental office or storage space:
                     < 60 days - Coordinate with Procurement Unit.
                     > 60 days - Coordinate with Procurement Unit, agency Facilities
                      Manager, and agency Finance Department.

              8. Video or photograph rental office or storage space prior to taking
                 occupancy.


              9. Document all activity on Unit Log (ICS Form 214).




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                                Security Manager Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Security Manager is responsible to provide safeguards needed to protect personnel and
property from loss or damage.

                                                     Task

                  1. Review common responsibilities.


                  2. Establish contacts with local law enforcement agencies as required.


                  3. Contact the Resource Use Specialist for crews or Agency Representatives to
                     discuss any special custodial requirements which may affect operations.


                  4. Request required personnel support to accomplish work assignments.


                  5. Develop Security Plan for incident facilities


                  6. Adjust Security Plan for personnel and equipment changes and releases.


                  7. Coordinate security activities with appropriate incident personnel.


                  8. Keep the peace, prevent assaults, settle disputes through coordination with
                     Agency Representatives.


                  9. Prevent theft of all government and personal property.


                  10. Document all complaints and suspicious occurrences.


                  11. Document all activity on Unit Log (ICS Form 214).




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                       Finance/Administration Section Chief Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident. Tasks may be delegated to the appropriate Unit Leader.

The Finance Section Chief, is a member of the General Staff and is responsible for all financial,
administrative, and cost analysis aspects of the incident and for supervising members of the
finance section.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Incident Commander:
                         Incident objectives.
                         Participating/coordinating agencies.
                         Anticipated duration/complexity of incident.
                         Determine any political considerations.
                         Obtain the names of any agency contacts the Incident Commander
                          knows about.
                         Possibility of cost sharing.
                         Work with Incident Commander and Operations Section Chief to
                          ensure work/rest guidelines are being met, as applicable.

                  3. Obtain briefing from agency administrator:
                         Determine level of fiscal process required.
                         Delegation of authority to Incident Commander, as well as for financial
                          processes, particularly procurement.
                         Assess potential for legal claims arising out of incident activities.
                         Identify applicable financial guidelines and policies, constraints and
                          limitations.

                  4. Obtain briefing from agency Finance/Administration representative:
                         Identify financial requirements for planned and expected operations.
                         Determine agreements are in place for land use, facilities, equipment,
                          and utilities.
                         Confirm/establish procurement guidelines.
                         Determine procedure for establishing charge codes.
                         Important local contacts.
                         Agency/local guidelines, processes.
                         Copies of all incident-related agreements, activated or not.
                         Determine potential for rental or contract services.


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                        Is an Incident Business Advisor (IBA) available, or the contact
                         information for an agency Financial/Administration representative?
                        Coordinate with Command and General Staff and agency Human
                         Resources staff to determine the need for temporary employees.
                        Ensure that proper tax documentation is completed.
                        Determine whether hosting agency will maintain time records, or
                         whether the incident will document all time for the incident, and what
                         forms will be used.

                5. Ensure all Sections and the Supply Unit are aware of charge code.


                6. Attend Planning Meeting:
                        Provide financial and cost-analysis input.
                        Provide financial summary on labor, materials, and services.
                        Prepare forecasts on costs to complete operations.
                        Provide cost benefit analysis, as requested.
                        Obtain information on status of incident; planned operations; changes
                         in objectives, use of personnel, equipment, aircraft; and local
                         agency/political concerns.

                              Sample Planning Meeting Agenda
                    Agenda Item                       Responsible Party
  1    Briefing on situation/resource status.         Planning/Operations Section Chiefs
  2    Discuss safety issues.                             Safety Officer
  3    Set/confirm incident objectives.                   Incident Commander
  4    Plot control lines & Division boundaries.          Operations Section Chief
  5    Specify tactics for each Division/Group.           Operations Section Chief
  6    Specify resources needed for each                  Operations/Planning Section Chiefs
       Division/Group.
  7    Specify facilities and reporting locations.        Operations/Planning/Logistics
                                                          Section Chiefs
  8    Develop resource order.                            Logistics Section Chief
  9    Consider communications/medical/                   Logistics/Planning Section Chiefs
       transportation plans.
  10   Provide financial update.                          Finance/Administration Section Chief
  11   Discuss interagency liaison issues.                Liaison Officer
  12   Discuss information issues.                        Public Information Officer
  13   Finalize/approve/implement plan.                   Incident Commander/All


                7. Gather continuing information:
                        Equipment time – Ground Support Unit Leader and Operations Section.



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                     Personnel time – Crew Leaders, Unit Leaders, and individual
                      personnel.
                     Accident reports – Safety Officer, Ground Support Unit Leader, and
                      Operations Section.
                     Potential and existing claims – Operations Section, Safety Officer,
                      equipment contractors, agency representative, and
                      Compensation/Claims Unit Leader.
                     Arrival and demobilization of personnel and equipment – Planning
                      Section.
                     Daily incident status – Planning Section.
                     Injury reports – Safety Officer, Medical Unit Leader, and
                      Compensation/Claims Unit Leader.
                     Status of supplies – Supply Unit Leader and Procurement Unit Leader.
                     Guidelines of responsible agency – Incident Business Advisor, local
                      administrative personnel.
                     Use agreements – Procurement Unit Leader and local administrative
                      personnel.
                     What has been ordered? – Supply Unit Leader.
                     Unassigned resources – Resource Unit Leader and Cost Unit Leader.

              8. Meet with assisting and cooperating agencies, as required, to determine any
                 cost-share agreements or financial obligation.

              9. Coordinate with all cooperating agencies and specifically administrative
                 personnel in hosting agency.

              10. Initiate, maintain, and ensure completeness of documentation needed to
                  support claims for emergency funds, including auditing and documenting
                  labor, equipment, materials, and services:
                    Labor - with breakdown of work locations, hours and rates for response
                       personnel, contract personnel, volunteers, and consultants.
                    Equipment - with breakdown of work locations, hours and rates for
                       owned and rented aircraft, heavy equipment, fleet vehicles, and other
                       equipment.
                    Materials and supplies purchased and/or rented, including equipment,
                       communications, office and warehouse space, and expendable supplies.

              11. Initiate, maintain, and ensure completeness of documentation needed to
                  support claims for injury and property damage. (Injury information should
                  be kept on contracted personnel formally assigned to the incident, as well as
                  paid employees and mutual aid personnel).

              12. Ensure that all personnel time records reflect incident activity and that
                  records for non-agency personnel are transmitted to home agency or
                  department according to policy:
                    Notify incident management personnel when emergency timekeeping
                      process is in effect and where timekeeping is taking place.
                    Distribute time-keeping forms to all Sections-ensure forms are being
                      completed correctly.

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              13. Ensure that all obligation documents initiated by the incident are properly
                  prepared and completed.

              14. Assist Logistics in resource procurement:
                     Identify vendors for which open purchase orders or contracts must be
                      established.
                     Negotiate ad hoc contracts.

              15. Ensure coordination between Finance/Administration and other Command
                  and General Staff.

              16. Coordinate Finance/Administration demobilization.


              17. Provide briefing to relief on current activities and unusual events.


              18. Ensure all Logistics Units are documenting actions on Unit Log (ICS Form
                  214).


              19. Submit all Section documentation to Documentation Unit.




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                                 Time Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Time Unit Leader is responsible for equipment and personnel time recording and for
managing the commissary operations.


                                                    Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Finance/Administration Section Chief:
                         Determine incident requirements for time recording.
                         Determine required time-lines for reports.
                         Determine location of timekeeping activity.
                         Determine number of personnel and rental equipment for which
                          time will be kept.

                  3. Organize and staff Unit, as appropriate.

                  4. Advise Ground Support Unit, Air Support Group (if applicable),
                     Facilities Unit (and other users of equipment) of the requirement of a
                     daily record of equipment time.

                  5. Establish contact with appropriate agency personnel representatives:
                         Determine time-keeping constraints of individual agencies.
                         Time records should be maintained for volunteer and mutual aid
                          resources regardless of whether time will be reimbursed.

                  6. Ensure that daily personnel and equipment time recording documents
                     are prepared, and compliance with time policy is maintained.

                  7. Establish files for time records, as appropriate.


                  8. Provide for records security.


                  9. Ensure that all records are complete or current prior to demobilization.




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              10. Time reports from assisting agencies should be released to the
                  respective agency representatives prior to demobilization.

              11. Brief Finance/Administration Chief on current problems,
                  recommendations, outstanding issues, and follow-up requirements.

              12. Provide briefing to relief on current activity and unusual events.


              13. Document all activity on Unit Log (ICS Form 214).




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                                 Cost Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Cost Unit Leader is responsible for collecting all cost data, performing cost effectiveness
analysis and providing cost estimates and cost saving recommendations for the incident.

                                                       Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Finance/Administration Section Chief:
                         Determine reporting time-lines.
                         Determine standard and special reports required.
                         Determine desired report format.

                  3. Obtain and record all cost data:
                         Agency Equipment costs.
                         Contract or mutual aid equipment costs.
                         Contract or mutual aid personnel costs.
                         Damage to facilities, infrastructure, equipment or vehicles.
                         Supplies.
                         Food.
                         Facility rental.

                  4. Identify in reports all equipment/personnel requiring payment.

                  5. Prepare incident cost summaries by operational period, or as directed by the
                     Finance/Administration Section Chief.

                  6. If cost share agreement is done, determine what costs need to be tracked.
                     They may be different than total incident costs.

                  7. Prepare resources use cost estimates for Planning:
                         Make sure estimates are updated with actual costs as they become
                          available.
                         Make sure information is provided to Planning according to Planning’s
                          schedule.

                  8. Make recommendations on cost savings to Finance/Administration Section



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                  Chief. This must be coordinated with Operations and Planning Sections—
                  use of high cost equipment may have justifications unknown to
                  Finance/Administration.

              9. Maintain cumulative incident cost records. Costs should reflect each
                 individual entity (individual or crew personnel, individual pieces of
                 equipment, food, facilities) the entity’s agency or contractor, pay premiums
                 (overtime/hazard). These records should reflect:
                   Agency, contract, and/or mutual aid equipment costs.
                   Agency, contract, and/or mutual aid personnel costs and pay premiums
                     (straight, hazard, and overtime).
                   Contract or mutual aid equipment costs.
                   Contract or mutual aid personnel costs.
                   Damage to agency facilities, infrastructure, equipment or vehicles.
                   Supplies.
                   Food.
                   Facility rental.

              10. Ensure that all cost documents are accurately prepared.


              11. Enter data into an agency cost analysis system (Incident Cost Analysis
                  Reporting System (ICARS) or similar system, if appropriate).


              12. Provide briefing to relief on current activity and unusual events.


              13. Document all activity on Unit Log (ICS Form 214).




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                                 Claim Specialist Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Under the supervision of the Compensation/Claims Unit Leader, the Claims Specialist is
responsible for managing all claims-related activities (other than injury) for an incident.

                                                     Task

                  1. Review command responsibilities.


                  2. Develop and maintain a log of potential claims.


                  3. Coordinate claims prevention plan with applicable incident functions.


                  4. Initiate investigation on all claims other than personnel injury.


                  5. Ensure that site and property involved in investigation are protected.


                  6. Obtain witness statements pertaining to claims other than personnel injury.


                  7. Document any incomplete investigations.


                  8. Document follow-up action needs by local agency.


                  9. Keep the Compensation/Claim Unit Leader advised on nature an status of
                     all existing and potential claims.


                  10. Ensure use of correct agency forms.


                  11. Document all activity on Unit Log (ICS Form 214).




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                            Equipment Time Recorder Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Under supervision of the Time Unit Leader, the Equipment Time Recorder is responsible for
overseeing the recording of time for all equipment assigned to an incident.

                                                     Task

                  1. Review command responsibilities.


                  2. Set up Equipment Time Recorder function in location designated by the
                     Time Unit Leader.


                  3. Advise Ground Support Unit, Facilities Unit, and Air Support Group of the
                     requirement to establish and maintain a file for maintaining a daily record
                     of equipment time.


                  4. Assist units in establishing a system for collecting equipment time reports.


                  5. Post all equipment time tickets within four hours after the end of each
                     operational period.


                  6. Prepare a use and summary invoice for equipment (as required) within 12
                     hours after equipment arrival at incident.


                  7. Submit data to Time Unit Leader for cost effectiveness analysis.


                  8. Maintain current posing on all charges or credits for fuel, parts, services and
                     commissary.


                  9. Verify all time data and deductions with owner/operator of equipment.


                  10. Close out forms prior to demobilization.


                  11. Distribute copies per agency and incident policy.


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              12. Maintain records security.


              13. Ensure that all records are current and complete prior to demobilization.


              14. Release time reports from assisting agency personnel to the respective
                  Agency Representatives prior to demobilization.


              15. Brief Finance Section Chief on current problems and recommendations,
                  outstanding issues, and follow-up requirements.


              16. Document all activity on Unit Log (ICS Form 214).




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                             Personnel Time Recorder Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

Under supervision of the Time Unit Leader, the Personnel Time Recorder is responsible for
overseeing the recording of time for all personnel assigned to an incident.

                                                     Task

                  1. Review command responsibilities.


                  2. Establish and maintain a file for employee time reports within the first
                     operational period.


                  3. Initiate, gather, or update a time report from all applicable personnel
                     assigned to the incident for each operational period.


                  4. Ensure that all employee identification information is verified to be correct
                     on the time report.


                  5. Post personnel travel and work hours, transfers, promotions, specific pay
                     provisions and terminations to personnel time documents.


                  6. Ensure that time reports are signed.


                  7. Close out time documents prior to personnel leaving the incident.


                  8. Distribute all time documents according to agency policy.


                  9. Maintain a log of excessive hours worked and give to Time Unit Leader
                     daily.


                  10. Document all activity on Unit Log (ICS Form 214).




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                             Procurement Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Procurement Unit Leader is responsible for administering all financial matters pertaining to
vendor contracts, leases, and fiscal agreements.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Finance/Administration Section Chief:
                         Determine charge code, and delegation of authority to commit agency
                          funds. If the agency cannot delegate procurement authority to the
                          Procurement Unit Leader, they will need to assign one of their
                          procurement people to the incident.
                         Determine whether a buying team has been assigned to purchase all
                          equipment, supplies, etc. for the incident. The Procurement Unit
                          Leader will coordinate closely with this group.
                         Determine status of bid process.
                         Determine current vendor list.
                         Determine current blanket Purchase Order (PO) list.
                         Determine time-lines established for reporting cost information.

                  3. Contact Supply Unit on incident needs and any special procedures or
                     requirements.


                  4. Prepare and sign offers for rental, as necessary.


                  5. Develop Incident Procurement Plan. This plan should address/include:
                         Spending caps.
                         Necessary Forms.
                         Identify who has purchasing authority.
                         Process for obtaining approval to exceed caps.
                         Coordination process with Supply Unit.
                         Supply of emergency purchase orders.

                  6. Review equipment rental agreement and use statements for terms and
                     conditions of use within 24 hours after equipment arrival at incident.
                     Provide hourly rates and associated costs to Cost Unit.



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              7. Prepare and sign contracts, land-use agreements, and cost-share agreements,
                 as necessary.

              8. Draft Memorandums of Understanding as needed (obtain legal review and
                 Incident Commander's signature prior to implementation).

              9. Establish contact with supply vendors, as needed.


              10. Determine whether additional vendor-service agreements will be necessary.


              11. Interpret contracts/agreements, and resolve claims or disputes within
                  delegated authority.

              12. Provide cost data from rental agreements, contracts, etc. to Cost Unit
                  Leader according to reporting time frames established for operational
                  period.

              13. Verify all invoices.


              14. It is imperative that all contractors are accounted for and their time
                  documented:
                     Coordinate with all Sections.
                     It may be helpful to hire one person (or more) to simply travel the
                      incident and document everything they see being used.
                     Ensure that all equipment rental documents and inspections are
                      complete (coordinate inspection information with Ground Support Unit
                      and/or Operations) before signing.

              15. Complete final processing and send documents for payment.


              16. Maintain final incident receiving documents:
                     Obtain copies of all vendor invoices.
                     Verify that all equipment time records are complete.
                     Maintain comprehensive audit trail for all procurement documents.
                     Check completeness of all data entries on vendor invoices.
                     Compare invoices against procurement documents.
                     Assure that only authorized personnel initiate orders.

              17. Provide briefing to relief on current activities and unusual events.


              18. Document all activity on Unit Log (ICS Form 214).

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                          Compensation/Claims Unit Leader Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Compensation/Claims Unit Leader is responsible for the overall management and direction of
all administrative matters pertaining to compensation for injury and claims-related activities (other
than injury) for an incident.

                                                     Task

                  1. Review common responsibilities.


                  2. Obtain briefing from Finance/Administration Section Chief:
                       Determine accidents/injuries to date.
                       Determine status of investigations.
                  3. Establish contact with incident Safety Officer and Liaison Officer or
                     department/agency representatives.

                  4. Determine the need for Compensation for Injury and Claims Specialists,
                     request additional personnel, as necessary.

                  5. Establish procedures with Medical Unit Leader on prompt notification of
                     injuries or deaths.


                  6. Ensure that volunteer personnel have been appropriately registered.


                  7. Ensure written authority for persons requiring medical treatment.


                  8. Ensure correct billing forms for transmittal to doctor and/or hospital.

                  9. Ensure all witness statements and statements from Safety Officer and
                     Medical Unit are reviewed for completeness.

                  10. Coordinate with Safety Officer to:
                          Provide liaison with Occupational Safety and Health Administration
                           (OSHA).
                          Provide analysis of injuries.
                          Ensure appropriate level of personal protective equipment (PPE) is
                           being used, and that personnel have been trained in its use.


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                  11. Maintain copies of hazardous materials and other medical debriefings;
                      ensure they are included as part of the final incident package.

                  12. Provide briefing to relief on current activities and unusual events


                  13. Document all activity on Unit Log (ICS Form 214).


Claims Specialist: Under the supervision of the Compensation/Claims Unit Leader, the Claims
Specialist is responsible for managing all claims-related activities (other than injury) for an
incident.


              1. Work closely with Operations and Planing for information from the field.

              2. Some agencies/Units have “Claims Teams” who are trained to do claims
                 investigation and documentation for large incidents.

              3. Coordinate with FEMA, private aid organizations (Red Cross), and other
                 Government agencies for claims documentation and their needs (the Liaison
                 Officer can often be a help coordinate and obtain information from other
                 agencies or private entities).

              4. “Damage assessment” for ongoing disaster recovery is normally not the
                 responsibility of the Compensation and Claims Unit. However, information
                 gathered by the Unit may be forwarded to the Emergency Operations Center or
                 Emergency Management Agency as part of its recovery effort.

               5. Document all activity on Unit Log (ICS Form 214).



Compensation for Injury Specialist: Under the supervision of the Compensation/Claims Unit
Leader, the Compensation for Injury Specialist is responsible for administering financial matters
resulting from serious injuries and fatalities occurring on an incident. Close coordination is
required with the Medical Unit.


               1. Determine accidents/injuries to date.

               2. Coordinate with incident Safety Officer, Liaison Officer and/or
                  department/agency representatives.

               3. Work with Safety Officer to determine trends of accidents and provide analysis
                  of injuries.


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             4. Work with local agency representatives to find treatment options for injuries.


             5. Establish procedures with Medical Unit Leader on prompt notification of
                   injuries or deaths.

             6. Prepare written authority for persons requiring medical treatment, and correct
                billing forms for transmittal to doctor and/or hospital. Ensure all witness
                statements are reviewed for completeness.

             7. Keep informed and report on status of hospitalized personnel.


             8. Maintain log of all injuries occurring on incident.

             9. Arrange for notification of next of kin for serious injuries and deaths (this will
                be done through Command).

             10. Document all activity on Unit Log (ICS Form 214).




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               Area
             Command




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                                Area Commander Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Area Commander is responsible for the overall direction of incident management teams
assigned to the same incident or to incidents in close proximity. This responsibility includes
ensuring that conflicts are resolved, incident objectives are established and strategies are selected
for the use of critical resources.

Area Command also has the responsibility to coordinate with local, state, federal and volunteer
assisting and/or cooperating organizations.


                                                     Task

              1. Review common responsibilities.


              2. Obtain briefing from the agency executive(s) on agency expectations, concerns
                 and constraints.


              3. Obtain and carry out delegation of authority from the agency executive for
                 overall management and direction of the incidents within the designated Area
                 Command.


              4. If operating as a Unified Area Command, develop working agreement for how
                 Area Commanders will function together.


              5. Delegate authority to Incident Commanders based on agency expectations,
                 concerns and constraints.


              6. Establish an Area Command schedule and timeline.


              7. Resolve conflicts between incident “realties” and agency executive “wants”.


              8. Establish appropriate location for the Area Command facilities.


              9. Determine and implement an appropriate Area Command organization. Keep it
                 manageable.



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             10. Determine need for Technical Specialists to support Area Command.


             11. Obtain incident briefing and Incident Action Plans from Incident Commanders.
                 (As appropriate).

                              Sample Planning Meeting Agenda
                       Agenda Item                    Responsible Party
    1    Briefing on situation/resource status.       Planning/Operations Section Chiefs
    2    Discuss safety issues.                              Safety Officer
    3    Set/confirm incident objectives.                    Incident Commander
    4    Plot control lines & Division boundaries.           Operations Section Chief
    5    Specify tactics for each Division/Group.            Operations Section Chief
    6    Specify resources needed for each                   Operations/Planning Section Chiefs
         Division/Group.
    7    Specify facilities and reporting locations.         Operations/Planning/Logistics
                                                             Section Chiefs
    8    Develop resource order.                             Logistics Section Chief
    9    Consider communications/medical/                    Logistics/Planning Section Chiefs
         transportation plans.
    10   Provide financial update.                           Finance/Administration Section Chief
    11   Discuss interagency liaison issues.                 Liaison Officer
    12   Discuss information issues.                         Public Information Officer
    13   Finalize/approve/implement plan.                    Incident Commander/All


             12. Assess situations prior to strategy meetings.


             13. Conduct a joint meeting with all Incident Commanders.


             14. Review objectives and strategies for each incident.


             15. Periodically review critical resource needs


             16. Maintain a close coordination with the agency executive.


             17. Establish priority use for critical resources.


             18. Review procedures for interaction within the Area Command.

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             19. Approve Incident Commander’s requests for and release of critical resources.


             20. Coordinate and approve demobilization plans.


             21. Maintain log of major actions/decisions.




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                          Area Command Logistics Chief Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Area Command Logistics Chief is responsible for providing facilities, services and material at
the Area Command level, and for ensuring effective use of critical resources and supplies among
incident management teams.

                                                     Task

              1. Review common responsibilities.


              2. Obtain briefing from Area Commander.


              3. Provide facilities, services and materials for the Area Command organizations.


              4. Ensure coordinated airspace temporary flight restrictions are in place and
                 understood.


              5. Ensure coordinated communication links and frequencies are in place.


              6. Assist in the preparation of Area command decisions.


              7. Ensure coordinated communication links and frequencies are in place.


              8. Ensure the continued effective and priority use of critical resources among the
                 incident management teams.

                               Sample Planning Meeting Agenda
                        Agenda Item                    Responsible Party
     1    Briefing on situation/resource status.       Planning/Operations Section Chiefs
     2    Discuss safety issues.                             Safety Officer
     3    Set/confirm incident objectives.                   Incident Commander
     4    Plot control lines & Division boundaries.          Operations Section Chief
     5    Specify tactics for each Division/Group.           Operations Section Chief
     6    Specify resources needed for each                  Operations/Planning Section Chiefs
          Division/Group.

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    7    Specify facilities and reporting locations.       Operations/Planning/Logistics
                                                           Section Chiefs
    8    Develop resource order.                           Logistics Section Chief
    9    Consider communications/medical/                  Logistics/Planning Section Chiefs
         transportation plans.
    10   Provide financial update.                         Finance/Administration Section Chief
    11   Discuss interagency liaison issues.               Liaison Officer
    12   Discuss information issues.                       Public Information Officer
    13   Finalize/approve/implement plan.                  Incident Commander/All



             9. Maintain log of major actions/decisions.




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                          Area Command Planning Chief Position Checklist

The following checklist should be considered as the minimum requirements for this position. Note
that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the
incident.

The Area Command Planning Chief is responsible for collecting information form incident
management teams in order to assess and evaluate potential conflicts in establishing incident
objectives, strategies and the priority use of critical resources.

                                                      Task

              1. Review common responsibilities.


              2. Obtain briefing from Area Commander.


              3. Assemble information on individual incident objectives and begin to identify
                 potential conflicts and/or ways for incidents to develop compatible operations.


              4. Recommend the priorities for allocation of critical resources to incidents.


              5. Maintain status on critical resource totals. (not detailed status).


              6. Ensure that advance planning beyond the next operational period is being
                 accomplished.


              7. Prepare and distribute Area Commander’s decisions or orders.


              8. Prepare recommendations for the reassignment of critical resources as they
                 become available.


              9. Ensure demobilization plans are coordinated between incident management
                 teams and agency dispatcher.


              10. Schedule strategy meeting with Incident Commanders to conform with their
                  planning process.




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                              Sample Planning Meeting Agenda
                       Agenda Item                          Responsible Party
    1    Briefing on situation/resource status.             Planning/Operations Section Chiefs
    2    Discuss safety issues.                             Safety Officer
    3    Set/confirm incident objectives.                   Incident Commander
    4    Plot control lines & Division boundaries.          Operations Section Chief
    5    Specify tactics for each Division/Group.           Operations Section Chief
    6    Specify resources needed for each                  Operations/Planning Section Chiefs
         Division/Group.
    7    Specify facilities and reporting locations.        Operations/Planning/Logistics
                                                            Section Chiefs
    8    Develop resource order.                            Logistics Section Chief
    9    Consider communications/medical/                   Logistics/Planning Section Chiefs
         transportation plans.
    10   Provide financial update.                          Finance/Administration Section Chief
    11   Discuss interagency liaison issues.                Liaison Officer
    12   Discuss information issues.                        Public Information Officer
    13   Finalize/approve/implement plan.                   Incident Commander/All


             11. Prepare Area Command briefings as requested or needed.


             12. Maintain log of major actions/decisions.




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                            ICS
                            SOP
             Appendix
                2

                       ICS
                      Forms
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Appendix 2                   INCIDENT COMMAND SYSTEM FORMS

Forms and records which are routinely used in the ICS are listed below. Those marked with and
(*) are commonly used in written Incident Action Plans.

                Form Description                   Form Number             Responsibility of:
                                        Emergency Phase
  Initial Incident Information                 INITNOT                   Planning/Operations
* Incident Briefing                            ICS Form 201              IC Command

                                 Operational Planning Meeting
    Operational Planning Worksheet               ICS Form 215            Operations/Planning
    Incident Action Plan Safety Analysis         ICS Form 215A           Safety Officer
    Radio Requirements Worksheet                 ICS Form 216            Logistics
    Radio Frequency Worksheet                    ICS Form 217            Logistics

                                   Incident Action Plan
    Incident Action Plan Cover A               IAPCVRA                   Planning
    Incident Action Plan Cover B               IAPCVRB                   Planning
*   Objectives                                 202                       Planning
*   Organization Assignment List               203                       Planning
    Incident Organization Chart                207                       Planning
*   Assignment List                            204                       Operations/Planning
    Assignment List Attachment                 204A                      Operations/Planning
*   Incident Radio Communications Plan         205                       Logistics
    Communications List                        205A                      Logistics
*   Medical Plan                               206                       Logistics

                                  Executive Summary
    Executive Summary                         EXECSUM                    Planning
    Incident Status Summary                   209                        Planning
    Air Operations Summary Worksheet          220                        Operations
    Daily Meeting Schedule                    230                        Planning
    Meeting Summary                           231                        All
    General Plan                              GENPLAN                    Planning

                                    Resource Tracking
    Status Change Card                        210                        Operations
    Check-In List                             211                        Planning/Logistics
    Check- In List Equipment                  211E                       Planning/Logistics
    Check-In List Personnel                   211P                       Operations
    Support Vehicle Inventory                 218                        Logistics
    Resource Status Card Green (Crew)         219-2                      Planning




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   Resource Status Card Blue (Helicopter)       219-4       Planning
   Resource Status Card Orange (Aircraft)       219-6       Planning
   Resource Status Card Yellow (Dozers)         219-7       Planning
   Demobilization Checkout                      221         Planning
   Resource Order                               308         Planning
                                       Miscellaneous
   General Message                              213         All
   Unit/Activity Log                            214         All
   Individual Log                               214A        All
   Resources At Risk                            232         Planning
   Site Index                                   232-A       Planning
   Individual Performance Rating                226         All




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                           Common ICS Forms Descriptions and Uses
ICS 201 – Incident Briefing Form
The ICS 201 – Incident Briefing Form is most often used by the initial Incident Commander and is a four-
sheet document that allows for the capture of vital incident command and control information prior to the
implementation of the formal planning process. This form allows for a concise and complete transition of
Command briefing to an incoming new Incident Commander. In addition, this form may serve as the full
extent of incident command and control documentation if the situation is resolved by the initial response
resources and organization. This form is designed to be transferred easily to the members of the Command
and General Staff as they arrive and begin work. It is not included as a part of the formal written Incident
Action Plan.

ICS 202 – Incident Objectives
The ICS 202 – Incident Objectives serves as the first page of a written IAP. It includes incident information,
a listing of the Incident Commander’s Objectives for the Operational Period, pertinent weather information,
a general safety message, and a table of contents for the plan. Signature Blocks are provided.

ICS 203 – Organizational Assignment List
The ICS 203 – Organizational Assignment List is typically the second page of the IAP and provides a full
accounting of incident management and supervisory staff for that Operational Period.

ICS 204 – Division/Group Assignment List
The ICS 204 – Division/Group Assignment List is included in multiples based on the organizational structure
of the Operations Section for the Operational Period. Each Division or Group will have its own page. This
page will list who is supervising the Division or Group to include Branch Director if assigned. It will also list
the specific assigned resources with leader name and number of personnel assigned to each resource. This
document then describes in detail the specific actions that that Division or Group will be taking in support of
the overall incident objectives. Any special instruction will be included as well as the elements of the
communication plan that applies to that Division or Group.

ICS 205 – Incident Communications Plan
The ICS 205 – Incident Communications Plan depicts the entire communications plan for the incident.

ICS 206 – Incident Medical Plan
The ICS 206 – Incident Medical Plan presents the incident’s medical plan to care for responder medical
emergencies.

ICS 211 – Check-In List
The ICS 211 – Check-In List is used to document the check-in process. Check-in recorders report check-in
information to the Resources Unit.

ICS 215 – Operational Planning Worksheet
The ICS 215 – Operational Planning Worksheet communicates to the Resources Unit the resources needed
as a result of decisions made during the Tactics and Planning meetings. The Worksheet is used by the
Resources Unit to complete the Assignment List (ICS 204) and by the Logistics Section Chief for ordering
resources.

ICS 215a – Incident Action Plan Safety Analysis
The ICS 215a – Incident Action Plan Safety Analysis communicates to the Operations and Planning Section
Chiefs safety and health issues identified by the Safety Officer. The Worksheet is used by the Resources
Unit to complete ICS 204 Forms and Operations briefings.




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                                                      ICS Forms Overview
                                        Incident
 ICS                                                 Section                                       APPROVALS
                    TITLE                Action                           ORIGINATOR                                           DISTRIBUTION
FORM                                               Responsible                                      REQUIRED
                                          Plan
                                                                       Initial Attack Incident
 201           Incident Briefing                    Command                                            None             Situation and Resource Units
                                                                             Commander
                                                                                                     Incident        All Section, Branch, Division/Group
 202         Incident Objectives           x         Planning         Planning Section Chief
                                                                                                   Commander              Heads, and Unit Leaders
          Organization Assignment                                                                                    All Section, Branch, Division/Group
 203                                       x         Planning             Resources Unit               None
                    List                                                                                                  Heads, and Unit Leaders
                                                    Operations         Operations Chief and          Planning        All Section, Branch, Division/Group
 204           Assignment List             x
                                                   and Planning          Resources Unit            Section Chief          Heads, and Unit Leaders
              Incident Radio                                                                                         All Section, Branch, Division/Group
 205                                       x         Logistics          Comm Unit Leader               None
            Communications Plan                                                                                           Heads, and Unit Leaders
                                                                                                   Safety Officer    All Section, Branch, Division/Group
 206            Medical Plan               x         Logistics         Medical Unit Leader
                                                                                                     (Review)             Heads, and Unit Leaders
 207     Incident Organization Chart                 Planning             Resources Unit               None                Command Post Display

                                                                                                                     All Section, Branch, Division/Group
                                                                                                     Incident
208-HM   Site Safety and Control Plan               Command                Safety Officer                           Heads, and Unit Leaders - Command
                                                                                                   Commander
                                                                                                                                 Post Display
                                                                                                                    Incident Commander, Command Staff,
                                                                                                     Planning        Section Chiefs, Planning Section Unit
 209      Incident Status Summary                    Planning              Situation Unit
                                                                                                     Section            Leaders, Dispatch Center, and
                                                                                                                            Command Post Display
 210        Status Change Card
                                                                    Comm Center, Resources
                                                   Planning and
 211            Check-In List                                       Unit, Staging Area, Base           None         Resources Unit and Finance Section
                                                     Logistics
                                                                      Camp and Helibase
           Incident Demobilization
 212
          Vehicle Safety Inspection
                                                                     Comm Center or any Msg
 213          General Message                          ALL                                             None                 Original to Addressee
                                                                           Orginator
                                                                      Section Chiefs, Branch
                                                                     Directors, Division/Group
 214           Unit/Activity Log                       ALL                                             None                 Immediate Supervisor
                                                                    Supervisors, Unit and Strike
                                                                          Team Leaders

            Operational Planning                    Operations      Operations Chief, Planning       Incident
 215                                                                                                                           Resources Unit
                Worksheet                          and Planning           Section Chief            Commander

          Incident Safety Analysis -
215-A                                              Safety Officer          Safety Officer
                    LCES
            Radio Requirements
 216                                                 Logistics              Comm Unit                  None            Internal Comm Unit Worksheet
                 Worksheet
              Radio Frequency
 217                                                 Logistics              Comm Unit                  None            Internal Comm Unit Worksheet
           Assignment Worksheet
 218      Support Vehicle Inventory                  Logistics         Ground Support Unit             None                    Resources Unit

 219     Resource Status Card (1-8)                  Planning             Resources Unit               None           Posted in Resource T-Card Racks

          Air Operations Summary
 220                                                Operations        Air Operations Director          None             Air Support Group Supervisor
                Worksheet

 221      Demobilization Checkout                    Planning           Demobilization Unit            None

         Incident Weather Forecast
 222                                                 Planning          Situation Status Unit
                  Request
 223       Tentative Release List                    Planning
 224      Crew Performance Rating                     Admin
             Incident Personnel
 225                                                  Admin
             Performance Rating
 226     Compensation for Injury Log                  Admin

 227             Claims Log                           Admin
 228      Incident Cost Worksheet                    Finanace
             Incident Cost Work
 229                                                 Finance
                  Summary




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                                                   1. Incident Name                                      2. Date                           3. Time
          INCIDENT BRIEFING

                                                                   4. Map Sketch




                                                             5. Current Organization

                                                         Incident Commander




                                                                                                                Safety Of ficer:

                                                                                                Liaison O fficer or Agency Rep:

                                                                                                          Information O fficer:




         Planning                               Operations                              Logistics                                       Finance




Div. ___________________      Div. ___________________       Div. ___________________     Div. __________________                             Air

                                                                                                                             Air Operations _____________________
                                                                                                                             Air Support_________________________
                                                                                                                             Air At tack _________________________
                                                                                                                             Air Tanker Coord ___________________
                                                                                                                             Helicopter Coord ___________________




                           6. Prepared by (Name and Position)
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                                           6. Resources Summary

 Resources Ordered   Resource Identification      ETA      On Scene         Location/Assignment




                                         7. Summary of Current Actions




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                           Sample Resource Order Form




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                          ICS
                          SOP

             Appendix
                3

             Glossary

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   Appendix 3:
                       NATIONAL INCIDENT MANAGEMENT SYSTEM

                                 INCIDENT COMMAND SYSTEM

                                      Glossary of Related Terms



      Action Plan: See Incident Action Plan.

      Agency: An agency is a division of government with a specific function, or a nongovernmental
      organization (e.g., private contractor, business, etc.) that offers a particular kind of assistance. In
      ICS, agencies are defined as jurisdictional (having statutory responsibility for incident
      mitigation) or assisting and/or cooperating (providing resources and/or assistance). (See
      Assisting Agency, Cooperating Agency, Jurisdictional Agency, and Multi-agency Incident.)

      Agency Administrator or Executive: Chief executive officer (or designee) of the agency or
      jurisdiction that has responsibility for the incident.

      Agency Dispatch: The agency or jurisdictional facility from which resources are allocated to
      incidents.

      Agency Representative: An individual assigned to an incident from an assisting or cooperating
      agency who has been delegated authority to make decisions on matters affecting that agency's
      participation at the incident. Agency Representatives report to the Incident Liaison Officer.

      Air Operations Branch Director: The person primarily responsible for preparing and
      implementing the air operations portion of the Incident Action Plan. Also responsible for
      providing logistical support to helicopters operating on the incident.

      Allocated Resources: Resources dispatched to an incident.

      All-Risk: Any incident or event, natural or human-caused, that warrants action to protect life,
      property, environment, public health and safety, and minimize disruption of governmental,
      social, and economic activities.

      Area Command (Unified Area Command): An organization established (1) to oversee the
      management of multiple incidents that are each being handled by an ICS organization, or (2) to
      oversee the management of large or multiple incidents to which several Incident Management
      Teams have been assigned. Area Command has the responsibility to set overall strategy and
      priorities, allocate critical resources according to priorities, ensure that incidents are properly
      managed, and ensure that objectives are met and strategies followed. Area Command becomes
      Unified Area Command when incidents are multi-jurisdictional. Area Command may be
      established at an emergency operations center facility or at some location other than an incident
      command post.




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      Assigned Resources: Resources checked in and assigned work tasks on an incident.

      Assignments: Tasks given to resources to perform within a given operational period, based upon
      tactical objectives in the Incident Action Plan.

      Assistant: Title for subordinates of the Command Staff positions. The title indicates a level of
      technical capability, qualifications, and responsibility subordinate to the primary positions.

      Assisting Agency: An agency or organization providing personnel, services, or other resources
      to the agency with direct responsibility for incident management.

      Available Resources: Resources assigned to an incident, checked in, and available for a mission
      assignment, normally located in a Staging Area.

      Base: The location at which primary Logistics functions for an incident are coordinated and
      administered. There is only one Base per incident. (Incident name or other designator will be
      added to the term Base.) The Incident Command Post may be collocated with the Base.

      Branch: The organizational level having functional or geographic responsibility for major parts
      of the Operations or Logistics functions. The Branch level is organizationally between Section
      and Division/Group in the Operations Section, and between Section and Units in the Logistics
      Section. Branches are identified by the use of Roman Numerals or by functional name (e.g.,
      medical, security, etc.).

      Cache: A pre-determined complement of tools, equipment, and/or supplies stored in a
      designated location, available for incident use.

      Camp: A geographical site, within the general incident area, separate from the Incident Base,
      equipped and staffed to provide sleeping, food, water, and sanitary services to incident
      personnel.

      Chain of Command: A series of management positions in order of authority.

      Check-In: The process whereby resources first report to an incident. Check-in locations include:
      Incident Command Post (Resources Unit), Incident Base, Camps, Staging Areas, Helibases,
      Helispots, and Division Supervisors (for direct line assignments).

      Chief: The ICS title for individuals responsible for functional Sections: Operations, Planning,
      Logistics, and Finance/Administration.

      Clear Text: The use of plain English in radio communications transmissions. No Ten Codes or
      agency-specific codes are used when utilizing clear text.

      Command: The act of directing and/or controlling resources by virtue of explicit legal, agency,
      or delegated authority. May also refer to the Incident Commander.




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      Command Post: See Incident Command Post.

      Command Staff: The Command Staff consists of the Public Information Officer, Safety Officer,
      and Liaison Officer. They report directly to the Incident Commander. They may have an
      Assistant or Assistants, as needed.

      Communication Unit: An organizational Unit in the Logistics Section responsible for providing
      communication services at an incident. A Communication Unit may also be a facility (e.g., a
      trailer or mobile van) used to provide the major part of an Incident Communications Center.

      Compacts: Formal working agreements among agencies to obtain mutual aid.

      Compensation/Claims Unit: Functional Unit within the Finance/Administration Section
      responsible for financial concerns resulting from property damage, injuries, or fatalities at the
      incident.

      Complex: Two or more individual incidents located in the same general area that are assigned to
      a single Incident Commander or to Unified Command.

      Cooperating Agency: An agency supplying assistance other than direct operational or support
      functions or resources to the incident management effort.

      Coordination: The process of systematically analyzing a situation, developing relevant
      information, and informing appropriate command authority of viable alternatives for selection of
      the most effective combination of available resources to meet specific objectives. The
      coordination process (which can be either intra- or interagency) does not involve dispatch
      actions. However, personnel responsible for coordination may perform command or dispatch
      functions within the limits established by specific agency delegations, procedures, legal
      authority, etc.

      Coordination Center: A facility that is used for the coordination of agency or jurisdictional
      resources in support of one or more incidents.

      Cost Sharing Agreements: Agreements between agencies or jurisdictions to share designated
      costs related to incidents. Cost sharing agreements are normally written but may also be oral
      between authorized agency or jurisdictional representatives at the incident.

      Cost Unit: Functional Unit within the Finance/Administration Section responsible for tracking
      costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.

      Crew: See Single Resource.

      Delegation of Authority: A statement provided to the Incident Commander by the Agency
      Executive delegating authority and assigning responsibility. The Delegation of Authority can
      include objectives, priorities, expectations, constraints, and other considerations or guidelines as
      needed. Many agencies require written Delegation of Authority to be given to Incident
      Commanders prior to their assuming command on larger incidents.




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      Demobilization Unit: Functional Unit within the Planning Section responsible for assuring
      orderly, safe, and efficient demobilization of incident resources.

      Deputy: A fully qualified individual who, in the absence of a superior, could be delegated the
      authority to manage a functional operation or perform a specific task. In some cases, a Deputy
      could act as relief for a superior and therefore must be fully qualified in the position. Deputies
      can be assigned to the Incident Commander, General Staff, and Branch Directors.

      Director: The ICS title for individuals responsible for supervision of a Branch.

      Dispatch: The implementation of a command decision to move a resource or resources from one
      place to another.

      Dispatch Center: A facility from which resources are ordered, mobilized, and assigned to an
      incident.

      Division: Divisions are used to divide an incident into geographical areas of operation. A
      Division is located within the ICS organization between the Branch and the Task Force/Strike
      Team. (See Group.) Divisions are identified by alphabetic characters for horizontal applications
      and, often, by floor numbers when used in buildings.

      Documentation Unit: Functional Unit within the Planning Section responsible for collecting,
      recording, and safeguarding all documents relevant to the incident.

      Emergency: Absent a Presidentially declared emergency, any incident(s), human-caused or
      natural, that requires responsive action to protect life or property. Under the Robert T. Stafford
      Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance
      for which, in the determination of the President, Federal assistance is needed to supplement State
      and local efforts and capabilities to save lives and to protect property and public health and
      safety, or to lessen or avert the threat of a catastrophe in any part of the United States.

      Emergency Management Coordinator/Director: The individual within each political
      subdivision that has coordination responsibility for jurisdictional emergency management.

      Emergency Operations Centers (EOCs): The physical location at which the coordination of
      information and resources to support domestic incident management activities normally takes
      place. An EOC may be a temporary facility or may be located in a more central or permanently
      established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be
      organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by
      jurisdiction (e.g., Federal, State, regional, county, city, tribal), or some combination thereof.

      Emergency Operations Plan (EOP): The plan that each jurisdiction has and maintains for
      responding to appropriate hazards.

      Event: A planned, non-emergency activity. ICS can be used as the management system for a
      wide range of events, e.g., parades, concerts, or sporting events.




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      Facilities Unit: Functional Unit within the Support Branch of the Logistics Section that provides
      fixed facilities for the incident. These facilities may include the Incident Base, feeding areas,
      sleeping areas, sanitary facilities, etc.

      Federal: Of or pertaining to the Federal Government of the United States of America.

      Field Operations Guide: A pocket-size manual of instructions on the application of the Incident
      Command System.

      Finance/Administration Section: The Section responsible for all incident costs and financial
      considerations. Includes the Time Unit, Procurement Unit, Compensation/Claims Unit, and Cost
      Unit.

      Food Unit: Functional Unit within the Service Branch of the Logistics Section responsible for
      providing meals for incident personnel.

      Function: Function refers to the five major activities in ICS: Command, Operations, Planning,
      Logistics, and Finance/Administration. The term function is also used when describing the
      activity involved, e.g., the planning function. A sixth function, Intelligence, may be established,
      if required, to meet incident management needs.

      General Staff: A group of incident management personnel organized according to function and
      reporting to the Incident Commander. The General Staff normally consists of the Operations
      Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration
      Section Chief.

      Ground Support Unit: Functional Unit within the Support Branch of the Logistics Section
      responsible for the fueling, maintaining, and repairing of vehicles, and the transportation of
      personnel and supplies.

      Group: Groups are established to divide the incident into functional areas of operation. Groups
      are composed of resources assembled to perform a special function not necessarily within a
      single geographic division. (See Division.) Groups are located between Branches (when
      activated) and Resources in the Operations Section.

      Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted
      outcome.

      Helibase: The main location for parking, fueling, maintenance, and loading of helicopters
      operating in support of an incident. It is usually located at or near the incident Base.

      Helispot: Any designated location where a helicopter can safely take off and land. Some
      helispots may be used for loading of supplies, equipment, or personnel.

      Hierarchy of Command: See Chain of Command.




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      Incident: An occurrence or event, natural or human-caused, that requires an emergency response
      to protect life or property. Incidents can, for example, include major disasters, emergencies,
      terrorist attacks, terrorist threats, wild land and urban fires, floods, hazardous materials spills,
      nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-
      related disasters, public health and medical emergencies, and other occurrences requiring an
      emergency response.

      Incident Action Plan (IAP): An oral or written plan containing general objectives reflecting the
      overall strategy for managing an incident. It may include the identification of operational
      resources and assignments. It may also include attachments that provide direction and important
      information for management of the incident during one or more operational periods.

      Incident Base: Location at the incident where the primary Logistics functions are coordinated
      and administered. (Incident name or other designator will be added to the term Base.) The
      Incident Command Post may be collocated with the Base. There is only one Base per incident.

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

      Incident Command Post (ICP): The field location at which the primary tactical-level, on-scene
      incident command functions are performed. The ICP may be collocated with the incident base or
      other incident facilities and is normally identified by a green rotating or flashing light.

      Incident Command System (ICS): A standardized on-scene emergency management construct
      specifically designed to provide for the adoption of an integrated organizational structure that
      reflects the complexity and demands of single or multiple incidents, without being hindered by
      jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures,
      and communications operating within a common organizational structure, designed to aid in the
      management of resources during incidents. It is used for all kinds of emergencies and is
      applicable to small as well as large and complex incidents. ICS is used by various jurisdictions
      and functional agencies, both public and private, to organize field-level incident management
      operations.

      Incident Communications Center: The location of the Communications Unit and the Message
      Center.

      Incident Complex: See Complex.

      Incident Management Team (IMT): The Incident Commander and appropriate Command and
      General Staff personnel assigned to an incident.

      Incident Objectives: Statements of guidance and direction necessary for the selection of
      appropriate strategy(ies), and the tactical direction of resources. Incident objectives are based on
      realistic expectations of what can be accomplished when all allocated resources have been




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      effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough
      to allow for strategic and tactical alternatives.

      Incident of National Significance: Based on criteria established in HSPD-5 (paragraph 4), an
      actual or potential high-impact event that requires a coordinated and effective response by and
      appropriate combination of Federal, State, local, tribal, nongovernmental, and/or private-sector
      entities in order to save lives and minimize damage, and provide the basis for long-term
      community recovery and mitigation activities. (Source: National Response Plan)

      Incident Types: Incidents are categorized by five types based on complexity. Type 5 incidents
      are the least complex and Type 1 the most complex.

      Incident Support Organization: Includes any off-incident support provided to an incident.
      Examples would be Agency Dispatch centers, Airports, Mobilization Centers, etc.

      Initial Action: The actions taken by resources that are the first to arrive at an incident site.

      Initial Response: Resources initially committed to an incident.

      Intelligence Officer: The intelligence officer is responsible for managing internal information,
      intelligence, and operational security requirements supporting incident management activities.
      These may include information security and operational security activities, as well as the
      complex task of ensuring that sensitive information of all types (e.g., classified information, law
      enforcement sensitive information, proprietary information, or export-controlled information) is
      handled in a way that not only safeguards the information, but also ensures that it gets to those
      who need access to it to perform their missions effectively and safely.

      Joint Field Office (JFO): The JFO is a temporary Federal facility established locally to
      coordinate operational Federal assistance activities to the affected jurisdiction(s) during Incidents
      of National Significance. The JFO is a multi-agency center that provides a central point of
      coordination for Federal, State, local, tribal, nongovernmental, and private sector organizations
      with primary responsibility for threat response and incident support and coordination. The JFO
      enables the effective and efficient coordination of Federal incident-related prevention,
      preparedness, response, and recovery actions. The JFO replaces the Disaster Field Office (DFO)
      and accommodates all entities (or their designated representatives) essential to incident
      management, information sharing, and the delivery of disaster assistance and other support.

      Joint Information Center (JIC): A facility established to coordinate all incident-related public
      information activities. It is the central point of contact for all news media at the scene of the
      incident. Public information officials from all participating agencies should collocate at the JIC.

      Joint Information System (JIS): Integrates incident information and public affairs into a
      cohesive organization designed to provide consistent, coordinated, timely information during
      crisis or incident operations. The mission of the JIS is to provide a structure and system for
      developing and delivering coordinated interagency messages; developing, recommending, and
      executing public information plans and strategies on behalf of the Incident Commander; advising
      the Incident Commander concerning public affairs issues that could affect a response effort; and




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      controlling rumors and inaccurate information that could undermine public confidence in the
      emergency response effort.

      Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident
      related to their legal responsibilities and authority. Jurisdictional authority at an incident can be
      political or geographical (e.g., city, county, tribal, State, or Federal boundary lines) or functional
      (e.g., law enforcement, public health).

      Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific
      geographical area, or a mandated function.

      Kinds of Resources: Describe what the resource is (e.g., medic, firefighter, Planning Section
      Chief, helicopters, ambulances, combustible gas indicators, bulldozers).

      Landing Zone: See Helispot.

      Leader: The ICS title for an individual responsible for a Task Force, Strike Team, or functional
      Unit.

      Liaison: A form of communication for establishing and maintaining mutual understanding and
      cooperation.

      Liaison Officer (LNO): A member of the Command Staff responsible for coordinating with
      representatives from cooperating and assisting agencies. The Liaison Officer may have
      Assistants.

      Logistics: Providing resources and other services to support incident management.

      Logistics Section: The Section responsible for providing facilities, services, and materials for
      the incident.

      Local Government: A county, municipality, city, town, township, local public authority, school
      district, special district, intrastate district, council of governments (regardless of whether the
      council of governments is incorporated as a nonprofit corporation under State law), regional or
      interstate government entity, or agency or instrumentality of a local government; an Indian tribe
      or authorized tribal organization, or in Alaska a Native village or Alaska Regional Native
      Corporation; a rural community, unincorporated town or village, or other public entity. See
      Section 2 (10), Homeland Security Act of 2002, Public Law 107-296, 116 Stat. 2135 (2002).

      Major Disaster: As defined under the Robert T. Stafford Disaster Relief and Emergency
      Assistance Act (42 U.S.C. 5122), a major disaster is any natural catastrophe (including any
      hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake,
      volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire,
      flood, or explosion, in any part of the United States, which in the determination of the President
      causes damage of sufficient severity and magnitude to warrant major disaster assistance under
      this Act to supplement the efforts and available resources of States, tribes, local governments,




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      and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused
      thereby.

      Management by Objective: A management approach that involves a four-step process for
      achieving the incident goal. The Management by Objectives approach includes the following:
      establishing overarching objectives; developing and issuing assignments, plans, procedures, and
      protocols; establishing specific, measurable objectives for various incident management
      functional activities and directing efforts to fulfill them, in support of defined strategic
      objectives; and documenting results to measure performance and facilitate corrective action.

      Managers: Individuals within ICS organizational Units that are assigned specific managerial
      responsibilities, e.g., Staging Area Manager or Camp Manager.

      Medical Unit: Functional Unit within the Service Branch of the Logistics Section responsible
      for the development of the Medical Emergency Plan, and for providing emergency medical
      treatment of incident personnel.

      Message Center: The Message Center is part of the Incident Communications Center and is
      collocated or placed adjacent to it. It receives, records, and routes information about resources
      reporting to the incident, resource status, and administrative and tactical traffic.

      Mitigation: The activities designed to reduce or eliminate risks to persons or property or to
      lessen the actual or potential effects or consequences of an incident. Mitigation measures may be
      implemented prior to, during, or after an incident. Mitigation measures are often informed by
      lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to,
      probability of, or potential loss from hazards. Measures may include zoning and building codes,
      floodplain buyouts, and analysis of hazard- related data to determine where it is safe to build or
      locate temporary facilities. Mitigation can include efforts to educate governments, businesses,
      and the public on measures they can take to reduce loss and injury.

      Mobilization: The process and procedures used by all organizations (Federal, State, and local)
      for activating, assembling, and transporting all resources that have been requested to respond to
      or support an incident.

      Mobilization Center: An off-incident location at which emergency service personnel and
      equipment are temporarily located pending assignment, release, or reassignment.

      Multi-agency Coordination (MAC): The coordination of assisting agency resources and
      support to emergency operations.

      Multi-agency Coordination Entity: A multi-agency coordination entity functions within a
      broader multi-agency coordination system. It may establish the priorities among incidents and
      associated resource allocations, deconflict agency policies, and provide strategic guidance and
      direction to support incident management activities. (ESF Primary Coordinating Agency)

      Multi-agency Coordination Systems (MACs): Multi-agency coordination systems provide the
      architecture to support coordination for incident prioritization, critical resource allocation,




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      communications systems integration, and information coordination. The components of multi-
      agency coordination systems include facilities, equipment, emergency operation centers (EOCs),
      specific multi-agency coordination entities, personnel, procedures, and communications. These
      systems assist agencies and organizations to fully integrate the subsystems of the NIMS.

      Multi-agency Incident: An incident where one or more agencies assist a jurisdictional agency
      or agencies. May be single or unified command.

      Mutual-Aid Agreement: Written agreement between agencies and/or jurisdictions that they will
      assist one another on request, by furnishing personnel, equipment, and/or expertise in a specified
      manner.

      National Incident Management System (NIMS): A system mandated by HSPD-5 that provides
      a consistent nationwide approach for Federal, State, local, and tribal governments; the private-
      sector; and nongovernmental organizations to work effectively and efficiently together to prepare
      for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To
      provide for interoperability and compatibility among Federal, State, local, and tribal capabilities,
      the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these
      as the ICS; multi-agency coordination systems; training; identification and management of
      resources (including systems for classifying types of resources); qualification and certification;
      and the collection, tracking, and reporting of incident information and incident resources.

      National Response Plan (NRP): A plan mandated by HSPD-5 that integrates Federal domestic
      prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan.

      Officer: The ICS title for the personnel responsible for the Command Staff positions of Safety,
      Liaison, and Public Information.

      Operational Period: The period of time scheduled for execution of a given set of operation
      actions as specified in the Incident Action Plan. Operational Periods can be of various lengths,
      although usually not over 24 hours.

      Operations Section: The Section responsible for all tactical operations at the incident. Includes
      Branches, Divisions and/or Groups, Task Forces, Strike Teams, Single Resources, and Staging
      Areas.

      Out-of-Service Resources: Resources assigned to an incident but unable to respond for
      mechanical, rest, or personnel reasons.

      Planning Meeting: A meeting held as needed throughout the duration of an incident, to select
      specific strategies and tactics for incident control operations, and for service and support
      planning. On larger incidents, the Planning Meeting is a major element in the development of the
      Incident Action Plan.

      Planning Section: Responsible for the collection, evaluation, and dissemination of information
      related to the incident, and for the preparation and documentation of the Incident Action Plan.
      The Section also maintains information on the current and forecasted situation, and on the status




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      of resources assigned to the incident. Includes the Situation, Resources, Documentation, and
      Demobilization Units, as well as Technical Specialists.

      Preparedness: The range of deliberate, critical tasks and activities necessary to build, sustain,
      and improve the operational capability to prevent, protect against, respond to, and recover from
      domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all
      levels of government and between government and private sector and nongovernmental
      organizations to identify threats, determine vulnerabilities, and identify required resources.
      Within the NIMS, preparedness is operationally focused on establishing guidelines, protocols,
      and standards for planning, training and exercises, personnel qualification and certification,
      equipment certification, and publication management.

      Preparedness Organizations: The groups that provide interagency coordination for domestic
      incident management activities in a non-emergency context. Preparedness organizations can
      include all agencies with a role in incident management, for prevention, preparedness, response,
      or recovery activities. They represent a wide variety of committees, planning groups, and other
      organizations that meet and coordinate to ensure the proper level of planning, training,
      equipping, and other preparedness requirements within a jurisdiction or area.

      Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.
      Prevention involves actions to protect lives and property. It involves applying intelligence and
      other information to a range of activities that may include such countermeasures as deterrence
      operations; heightened inspections; improved surveillance and security operations; investigations
      to determine the full nature and source of the threat; public health and agricultural surveillance
      and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law
      enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity
      and apprehending potential perpetrators and bringing them to justice.

      Procurement Unit: Functional Unit within the Finance/Administration Section responsible for
      financial matters involving vendor contracts.

      Public Information Officer (PIO): A member of the Command Staff responsible for interfacing
      with the public and media or with other agencies with incident-related information requirements.

      Recorders: Individuals within ICS organizational units who are responsible for recording
      information. Recorders may be found in Planning, Logistics, and Finance/Administration Units.

      Reinforced Response: Those resources requested in addition to the initial response.

      Reporting Locations: Location or facilities where incoming resources can check in at the
      incident. (See Check-in.)

      Resources: Personnel and major items of equipment, supplies, and facilities available or
      potentially available for assignment to incident operations and for which status is maintained.
      Resources are described by kind and type and may be used in operational support or supervisory
      capacities at an incident or at an EOC.




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      Recovery: The development, coordination, and execution of service- and site-restoration plans;
      the reconstitution of government operations and services; individual, private-sector,
      nongovernmental, and public-assistance programs to provide housing and to promote restoration;
      long-term care and treatment of affected persons; additional measures for social, political,
      environmental, and economic restoration; evaluation of the incident to identify lessons learned;
      postincident reporting; and development of initiatives to mitigate the effects of future incidents.

      Resource Management: Efficient incident management requires a system for identifying
      available resources at all jurisdictional levels to enable timely and unimpeded access to resources
      needed to prepare for, respond to, or recover from an incident. Resource management under the
      NIMS includes mutual-aid agreements; the use of special Federal, State, local, and tribal teams;
      and resource mobilization protocols.

      Resources Unit: Functional Unit within the Planning Section responsible for recording the status
      of resources committed to the incident. The Unit also evaluates resources currently committed to
      the incident, the impact that additional responding resources will have on the incident, and
      anticipated resource needs.

      Response: Activities that address the short-term, direct effects of an incident. Response includes
      immediate actions to save lives, protect property, and meet basic human needs. Response also
      includes the execution of emergency operations plans and of mitigation activities designed to
      limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As
      indicated by the situation, response activities include applying intelligence and other information
      to lessen the effects or consequences of an incident; increased security operations; continuing
      investigations into nature and source of the threat; ongoing public health and agricultural
      surveillance and testing processes; immunizations, isolation, or quarantine; and specific law
      enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and
      apprehending actual perpetrators and bringing them to justice.

      Safety Officer: A member of the Command Staff responsible for monitoring and assessing
      safety hazards or unsafe situations, and for developing measures for ensuring personnel safety.
      The Safety Officer may have Assistants.

      Section: The organizational level having responsibility for a major functional area of incident
      management, e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence (if
      established). The section is organizationally situated between the Branch and the Incident
      Command.

      Segment: A geographical area in which a Task Force/Strike Team Leader or Supervisor of a
      single resource is assigned authority and responsibility for the coordination of resources and
      implementation of planned tactics. A segment may be a portion of a division or an area inside or
      outside the perimeter of an incident. Segments are identified with Arabic numbers.

      Service Branch: A Branch within the Logistics Section responsible for service activities at the
      incident. Includes the Communication, Medical, and Food Units.




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      Single Resource: An individual, a piece of equipment and its personnel complement, or a crew
      or team of individuals with an identified work Supervisor that can be used on an incident.

      Situation Unit: Functional Unit within the Planning Section responsible for the collection,
      organization, and analysis of incident status information, and for analysis of the situation as it
      progresses. Reports to the Planning Section Chief.

      Span of Control: The number of individuals a supervisor is responsible for, usually expressed as
      the ratio of supervisors to individuals. (Under the NIMS, an appropriate span of control is
      between 1:3 and 1:7.)

      Staging Area: Location established where resources can be placed while awaiting a tactical
      assignment. The Operations Section manages Staging Areas.

      State: When capitalized, refers to any State of the United States, the District of Columbia, the
      Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth
      of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14),
      Homeland Security Act of 2002, Public Law 107-296, 116 Stat. 2135 (2002).

      Strategy: The general direction selected to accomplish incident objectives set by the Incident
      Commander.

      Strategic: Strategic elements of incident management are characterized by continuous long-
      term, high-level planning by organizations headed by elected or other senior officials. These
      elements involve the adoption of long-range goals and objectives, the setting of priorities, the
      establishment of budgets and other fiscal decisions, policy development, and the application of
      measures of performance or effectiveness.

      Strike Team: A specified combination of the same kind and type of resources with common
      communications and a Leader.

      Supervisor: The ICS title for individuals responsible for a Division or Group.

      Supply Unit: Functional Unit within the Support Branch of the Logistics Section responsible for
      ordering equipment and supplies required for incident operations.

      Support Branch: A Branch within the Logistics Section responsible for providing personnel,
      equipment, and supplies to support incident operations. Includes the Supply, Facilities, and
      Ground Support Units.

      Supporting Materials: Refers to the several attachments that may be included with an Incident
      Action Plan, e.g., communications plan, map, safety plan, traffic plan, and medical plan.

      Support Resources: Non-tactical resources under the supervision of the Logistics, Planning,
      Finance/Administration Sections, or the Command Staff.




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      Tactical Direction: Direction given by the Operations Section Chief that includes the tactics
      required to implement the selected strategy, the selection and assignment of resources to carry
      out the tactics, directions for tactics implementation, and performance monitoring for each
      operational period.

      Tactics: Deploying and directing resources on an incident to accomplish incident strategy and
      objectives.

      Task Force: A combination of single resources assembled for a particular tactical need with
      common communications and a Leader.

      Team: See Single Resource.

      Technical Specialists: Personnel with special skills that can be used anywhere within the ICS
      organization.

      Threat: An indication of possible violence, harm, or danger.

      Time Unit: Functional Unit within the Finance/Administration Section responsible for recording
      time for incident personnel and hired equipment.

      Type: A classification of resources in the ICS that refers to capability. Type 1 is generally
      considered to be more capable than Types 2, 3, or 4, respectively, because of size, power,
      capacity, or, in the case of incident management teams, experience and qualifications.

      Tools: Those instruments and capabilities that allow for the professional performance of tasks,
      such as information systems, agreements, doctrine, capabilities, and legislative authorities.

      Tribal: Any Indian tribe, band, nation, or other organized group or community, including any
      Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims
      Settlement Act (85 Stat. 688) (43 U.S.C.A. and 1601 et seq.), that is recognized as eligible for
      the special programs and services provided by the United States to Indians because of their status
      as Indians.

      Unified Area Command: A Unified Area Command is established when incidents under an
      Area Command are multi-jurisdictional. (See Area Command and Unified Command.)

      Unified Command: An application of ICS used when there is more than one agency with
      incident jurisdiction or when incidents cross political jurisdictions. Agencies work together
      through the designated members of the Unified Command, often the senior person from agencies
      and/or disciplines participating in the Unified Command, to establish a common set of objectives
      and strategies and a single Incident Action Plan.

      Unit: The organizational element having functional responsibility for a specific incident
      Planning, Logistics, or Finance/Administration activity.




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      Unity of Command: The concept by which each person within an organization reports to one
      and only one designated person. The purpose of unity of command is to ensure unity of effort
      under one responsible commander for every objective.




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                                  Wayne County
                     Comprehensive Emergency Management Plan

                                          Administrative Section

This Section Contains:

       List of Acronyms/Abbreviations.................................................................................2

       Terms and Definitions................................................................................................10

       FEMA Glossary of Terms and Definitions...............................................................27

       Financial Management Element................................................................................62

       General Tasks Element...............................................................................................66

       Introduction to the Emergency Support Functions Tasking Checklists...............71

       Support Documents:

                 Procedures for Requesting State Disaster Assistance.................................74

                 Example Declaration of Local Disaster Emergency for a Town or City...75

                 Example Declaration of Local Disaster Emergency Wayne County..........76

                 Resolution to the Governor Requesting A Major Disaster Declaration....77

                 Local Situation Report....................................................................................78

                 Daily Situation Report....................................................................................81




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                              Wayne County
                 Comprehensive Emergency Management Plan

                         LIST OF ACRONYMS/ABBREVIATIONS


ADC - Aid to Dependent Children

ARC - American Red Cross

ARES - Amateur Radio Emergency Service

ASCS - Agricultural Stabilization and Conservation Service (USDA)

CA - Capability Assessment

CAA - Clean Air Act

CAP - Civil Air Patrol

CB - Citizen's Band

CBIRF - Chemical Biological Incident Response Force (DoD)

CBRRT- Chemical Biological Rapid Response Team (DoD)

CBR - Chemical, Biological and Radiological

CC – Crisis Counseling

CEB - County Emergency Board

CEO - Chief Executive Officer

CERCLA – Comprehensive Environmental Resource Compensation and Liability Act

CERT - Civil Emergency Response Team

CFR - Code of Federal Regulations

CHEMTREC - Chemical Transportation Emergency Center

CI - Curie

CONUS - Continental United States

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CPG - Civil Preparedness Guide, a FEMA Publication

CRP - Crisis Relocation Plan

CSP - Community Shelter Plan

CWA – Clean Water Act

DA - Damage Assessment

DAC - Disaster Assistance Center

DAMAGES- Disaster Assistance Management Accountability System

DAP - Disaster Assistance Program

DART - Disaster Assistance Response Team (DoD)

DAS - Disaster Analysis Section

D & C - Direction and Control

DCPA - Defense Civil Preparedness Agency

DDRM - Deputy Disaster Recovery Manager

DEM - Department of Environmental Management

DFCO- Deputy Federal Coordinator Office

DFO- Disaster Field Office

DHEW - Department of Health, Education and Welfare

DMAT - Disaster Medical Assistance Team (USPHS)

DMHT - Disaster Mental Health Team (USPHS)

DMORT - Disaster Mortuary Operations Response Team (USPHS)

DNR - Department of Natural Resources

DOD - Department of Defense

DOE - Department of Energy

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DOI - Department of Interior

DOT - Department of Transportation

DRC- Disaster Recovery Center

DRD- Deputy Regional Director

DRM- Disaster Recovery Manager

DSR- Damage Survey Report

EAS - Emergency Alert System

ECC - Emergency Communication Center

ELO- Environmental Liaison Officer

EO- Executive Order

EMA - Emergency Management Agency

EMC - Emergency Management Coordinator

EMI - Emergency Management Institute

EMP - Electromagnetic Pulse

EMS - Emergency Medical Services

EMT - Emergency Medical Technician

EOC - Emergency Operating Center

EOP - Emergency Operations Plan

EPI - Emergency Public Information/Instructions

EPA - Environmental Protection Agency

ESF – Emergency Support Function

ERT - Emergency Response Team (FEMA)

FAA - Federal Aviation Administration

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FARS – Financial Accounting And Reporting System

FCC - Federal Communications Commission

FCO- Federal Coordinating Officer

FEMA - Federal Emergency Management Agency

FIRM - Flood Insurance Rate Map

FM - Frequency Modulation

FRP- Federal Response Plan

GAR- Governor’s Authorized Representative

GSA - General Services Administration

GZ - Ground Zero

HA - Hazards Analysis

HAZMAT - Hazardous Material

HICA - Hazard Identification - Capability Assessment

HM- Hazard Mitigation

IA- Individual Assistance

IAO - Individual Assistance Officer

IC – Incident Command

I.C. - Indiana Code

ICBM - Intercontinental Ballistic Missile

ICC - Interstate Commerce Commission

IEMS - Integrated Emergency Management System

IFGP - Individual and Family Grant Program



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IHERN - Indiana Hospital Emergency Radio Net

ILEEN - Indiana Law Enforcement Emergency Net

IMA - Individual Mobilization Augmenter

IMS- Information Management System

ISBH - Indiana State Board of Health

ISP - Indiana State Police

IURC - Indiana Utilities Regulatory Commission

JPIC - Joint Public Information Center

KT - Kiloton

LEADS - Law Enforcement Automated Data System

LEERN - Law Enforcement Emergency Radio Net

LOG- Logistics

NHPA- National Historic Preservation Act

MIRV - Multiple Independent Reentry Vehicle

MR/HR - Milliroentgen Per Hour

MT - Megaton

MYDP - Multi-Year Development Plan

NAWAS - National Warning System

NEMA - National Emergency Management Association

NFA - National Fire Academy

NFS - National Fallout Survey

NOAA - National Oceanic and Atmospheric Administration

NORAD - North American Air Defense Command

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NMRT - National Medical Response Team (USPHS)

NRC - Nuclear Regulatory Commission

NSS - National Shelter Survey

NUDET - Nuclear Detonation

NWC - National Weather Center

NWS - National Weather Service

PA- Public Affairs

PA- Public Assistance

PA- Public Announcement

PAGs - Protective Action Guides

PAO - Public Assistance Officer

PAO- Public Affairs Officer

PDA - Preliminary Damage Assessment

PF - Protection Factor

PIO - Public Information Officer

PO- Purchase Officer

PPP - Population Protection Planning

PSI - Pounds per square inch

R – Roentgen

RD- Regional Director

REC- Regional Emergency Coordinator

REO- Regional Environmental Officer



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R/HR - Roentgens per hour

RACES - Radio Amateur Civil Emergency Service

RCRA - Resource Conservation and Recovery Act (EPA 1976)

REACT - Radio Emergency Associated Communications Team

RO - Radiological Officer

RP - Radiological Protection

RPP - Radiological Protection Program

RRT - Radiation Response Team

SAC - Strategic Air Command

SAR - Search and Rescue

SARA - Superfund Amendments and Reauthorization Act

SBA - Small Business Administration

SCBA - Self-Contained Breathing Apparatus

SCO- State Coordinating Officer

SEMA - State Emergency Management Agency

SOP - Standard Operating Procedure

TH- Temporary Housing

THO- Temporary Housing Officer

USDA - United States Department of Agriculture

UHF - Ultrahigh Frequency

USAR – Urban Search and Rescue

USGS - United States Geological Survey

UTM - Universal Transverse Mercator

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VHF - Very High Frequency

VLF - Very Low Frequency

(ZULU) Time - mean solar time at the zero meridian of Greenwich, England.




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                                Wayne County
                   Comprehensive Emergency Management Plan

                                  Terms and Definitions
Air Burst: The explosion of a nuclear weapon at such a height that the expanding fireball
does not touch the earth's surface resulting in little or no fallout.

Allocation (General): (Community Shelter Planning) The process of allocating areas of
population to areas of shelter concentration.

Allocated Resources: Resources assigned work tasks at an emergency incident.

Allocation (Specific): (Community Shelter Planning) The process of allocating
geographically defined areas of population to a specific shelter facility or group of shelter
facilities.

American Red Cross (ARC): A quasi-governmental agency largely for relief or suffering
and for supplemental welfare activities during war and disaster. The ARC operates under a
Congressional charter and is supported by the people. Internationally, it operates in
accordance with the Treaty of Geneva.

Area Command Authority (ACA): The activated County Emergency Operations Center
established to ensure inter-incident coordination for command, operations planning and
logistical matters in support of multiple or major on-scene incident response activities. When
activated, the ACA may change the priorities/objectives at any of the incidents under its
authority.

Assigned Resources: Resources checked in and assigned work tasks at an incident scene.

Attack Warning: A civil defense warning that an actual attack against this country has been
detected.

Available Resources: Resources assigned to an incident and available for an assignment.

Biological agents: Microorganisms or toxins from living organisms that have infectious or
noninfectious properties that produce lethal or serious effects in plants and animals.

Blast Wave: A sharply defined wave of increased pressure rapidly propagated through a
surrounding medium from a center of detonation or similar disturbance.

Census Tract: A nonpolitical, geographical subdivision of no standard size, but within a city,
town, county, or other political jurisdiction; it is used by the U.S. Bureau of Census as a
convenient and flexible unit for surveying and aggregating population, housing, and other


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demographic or economic statistics. In most instances, a tract corresponds to Standard
Location Area.

Check-in: Locations where allocated resources check in at an incident scene. The locations
are Staging Areas and the incident Command Post. Resources are to check in at one location
only. Check in may be accomplished by signing in personnel and providing inventory of
available equipment. Once check in is complete, resources are designated available status.

Chemical Agent: Solids, liquids, or gases that have chemical properties that produce lethal
or serious effects in plants and animals.

Classification of a Terrorist Threat: The following four levels of classification have been
defined by the Federal Bureau of Investigation. Upon receipt of a threat by phone or other
means, the Federal Bureau of Investigation would be contacted and given all known
information; subsequently, they would research the matter and issue a “Classification Level”
based on what is known about the group making the threat and/or the conditions surrounding
the receipt of the threat. Emergency management agencies should activate their emergency
management system to the extent that the Federal Bureau of Investigation classification will
give rise to the severity of the threat or action expected from the terrorist group.

 Level 4 – Minimal Threat – Received threats do not warrant actions beyond normal
  liaison notification or placing assets on heightened alert.

 Level 3 – Potential Threat – Intelligence or an articulated threat indicates a potential for a
  terrorist incident. However, this threat has not yet been assessed as credible, and threat
  assessment is continued to completion.

 Level 2 – Credible Threat – A threat assessment indicates that the potential threat is
  credible and confirms the involvement of a Weapon of Mass Destruction in the
  developing terrorist incident. The Federal crisis management response will focus on law
  enforcement actions taken in the interest of public safety and is predominately concerned
  with preventing and resolving the threat. The Federal consequence management response
  will focus on contingency planning and pre-positioning of suitable resources as required.

 Level 1 – Weapon of Mass Destruction Incident – It is known that a Weapon of Mass
  Destruction incident has occurred which requires an immediate process to identify,
  acquire, and plan the use of Federal resources to augment State and local authorities in
  response to limited or major consequences.

The classification may be upgraded or downgraded by the Federal Bureau of Investigation at
any time, when warranted by conditions.

Clear Text: The use of plain English in radio communication transmissions. No ten codes,
signals or agency specific codes are used when using clear text.



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Code of Federal Regulations: Title 44, refers to Emergency Management and Assistance.
Civil Defense.

Command: The act of directing, ordering and/or controlling resources by virtue of explicit
legal, agency or delegated authority granted to on-scene incident commanders.

Comprehensive Emergency Management: An all inclusive approach in combining the four
phases of emergency management, which are (1) Mitigation: those activities which eliminate
or reduce the probability of disaster; (2) Preparedness: those activities which governments,
organizations, and individuals develop to save lives and minimize damage; (3) Response: To
prevent loss of lives and property and provide emergency assistance; and (4) Recovery: Short
and long term activities which return all systems to normal or improved standards.

Comprehensive Emergency Management Plans (CEMP): The documentation of a
planning process at the State and County level that establishes policies and procedures needed
to prepare for, respond to, recover from, and mitigate the impacts of all types of natural,
technological and man-made disasters.

Congregate Care Facilities: Public or private buildings in the host areas that may be used to
lodge and care for evacuees. Generally, assigned space is approximately 40 square feet per
person. The facility may or may not meet criteria for designation as "fallout shelter".

Consequence Management: Measures to protect public health and safety, restore essential
government services, and provide emergency relief to governments, businesses, and
individuals affected by the consequences of terrorism.

Coordination: The process of systematically analyzing a situation, developing relevant
information, and informing appropriate command authority (for its decision) of viable
alternatives for the selection of the most effective combination of available resources to meet
specific objectives. The coordination process (both intra and interagency) does not in and of
itself involve command/dispatch actions.

County Emergency Operations Center (CEOC): See Emergency Operations Center (EOC)
and Area Command Authority (ACA).

County Multipurpose Staging Area (CMSA): The location or locations designated to
receive, check in, classify and dispatch resources from outside the boundary and jurisdiction
of Wayne County. Resources in the CMSA will be dispatched to Operational Area Districts
and/or specific incidents where most needed. The CMSA is under the control of the CEOC.

Crisis Management: Measures to identify, acquire, and plan the use of resources needed to
anticipate, prevent, and/or resolve a threat or act of terrorism




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Cyberterrorist Attack: An intentional effort to electronically or physically destroy or
disrupt computer network, telecommunication or Internet services that could threaten
critically needed community services or that results in widespread economic consequences.

Damage Assessment: The appraisal or determination of the actual effects resulting from a
particular hazard occurrence. A complete damage assessment is necessary for proper
coordination of response and recovery operations.

Declaration of Emergency Disaster:

         Local Declaration of Emergency Disaster: IC 10-4-1-23. (a) A local disaster
emergency may be declared only by the principal executive officer of a political subdivision.
It shall not be continued or renewed for a period in excess of seven (7) days except by or with
the consent of the governing board of political subdivision. Any order or proclamation
declaring, continuing, or terminating a local disaster emergency shall be given prompt and
general publicity and shall be filed promptly in the office of the clerk of the political
subdivision. (b) The effect of a declaration of a local disaster emergency is to activate the
response and recovery aspects of any and all applicable local or interjurisdictional disaster
emergency plans and to authorize the furnishing of aid and assistance under them. (c) No
interjurisdictional agency or official may declare a local disaster emergency, unless expressly
authorized by the agreement under which the agency functions. However, an
interjurisdictional disaster agency shall provide aid and services according to the agreement.
(d) If a local disaster emergency is declared under this section, the political subdivision may
not prohibit individuals engaged in employment necessary to: (1) maintain a safe rail system;
(2) restore utility service; or (3) provide any other emergency public service; from traveling
on the highways within the political subdivision during the local disaster emergency.
(Formerly: Acts 1975, P.L.110,SEC.21).

        State Declaration of Emergency Disaster: IC 10-4-1-7, executive order or
proclamation of the governor shall declare a disaster emergency if the governor finds a
disaster has occurred or that the occurrence or the threat of a disaster is imminent. The state
of disaster emergency is to continue until the governor: (1) Finds that the threat or danger has
passed or the disaster has been dealt with to the extent that emergency conditions no longer
exists; and (2) Terminates the state of disaster emergency by executive order or proclamation;
but no state of disaster emergency may continue for longer than thirty (30) days unless
renewed by the governor. All executive orders or proclamations issued under this subsection
must indicate the nature of the disaster, the area or areas threatened, and the conditions which
have brought the disaster about or which make possible termination of the state of disaster
emergency.

        Federal Major Disaster: 42 USC section 5122, a major disaster means any natural
catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal
wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or
regardless of cause, any fire, flood, or explosion, in any part of the United States, which in the
determination of the President causes damage of sufficient severity and magnitude to warrant

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major disaster assistance under this chapter to supplement the efforts and available resources
of States, local governments, and disaster relief organizations in alleviating the damage, loss,
hardship, or suffering caused thereby.

        Federal Emergency Declaration: 42 USC section 5122, an emergency means any
occasion or instance for which, in the determination of the President, Federal assistance is
needed to supplement State and local efforts and capabilities to save lives and to protect
property and public health and safety, or to lessen or avert the threat of a catastrophe in any
part of the United States.

Decontamination: The process of making people, objects, or areas safe by absorbing,
destroying, neutralizing, making harmless, or removing contaminating or infecting material.

Disaster: As defined in IC 10-4-1-3, an occurrence or imminent threat of widespread or
severe damage, injury or loss of life or property resulting from any natural or manmade cause,
that is or threatens to be of sufficient severity and magnitude to warrant disaster assistance to
supplement the efforts and available resources of state and local governments in alleviating
the damage, hardship, or suffering caused thereby.

Disaster/Emergency: An event that causes or threatens to cause loss of life, human suffering,
property damage, economic and social disruption.

Disaster Assistance Center: A local center established following a major disaster, staffed by
various state and federal agencies to provide assistance to individuals.

Disaster Field Office (DFO): The office established in or near the designated area to support
Federal and State response and recovery operations. The DFO housed the Federal
Coordinating Officer, and the Emergency Response Team, and where possible the State
Coordinating Officer.

Dispatch: The implementation of a command decision to move a resource or resources from
one place to another.

Dispatch Center: (911 Dispatch Center) A facility from which resources are directly
assigned to an incident.

Distant Early Warning Line (DEW Line): A network of radar stations near the Arctic
Circle.

Domestic Emergency Support Team (DEST): An inter-agency team of Federal
representatives that can be rapidly deployed to support the Federal Bureau of Investigation
command group for a terrorist incident involving a Weapon of Mass Destruction.

Dose: A quantity (total or accumulated) of ionizing (or nuclear) radiation, experienced by a
person or animal.

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Dose Rate: As a general rule, the amount of ionizing (or nuclear) radiation to which an
individual would be exposed, or which he would receive per unit of time.

Dosimeter: An instrument for measuring and registering total accumulated exposure to
ionizing radiations.

Dosimeter Charger: An instrument used to reset a dosimeter to a beginning or zero reading.

Early Warning Indicators:– Health data – including information on Emergency Medical
Service call volumes, emergency room presentations, clinical diagnoses, laboratory-based
diagnoses, specific syndromes, health-related behaviors, use of products related to health, and
morbidity and mortality rates – that is collected and analyzed in order to detect outbreaks;
characterize disease transmission patterns by time, place, and person; evaluate prevention and
control programs; and project future health care needs.

Electromagnetic Pulse (EMP): Energy radiated by nuclear detonation which may affect or
damage electronic components and equipment.

Emergency Alert System (EAS): Consists of broadcast stations and interconnecting facilities
which have been authorized by the Federal Communications Commission to operate in a
controlled manner during a war, state of public peril or disaster, or other national emergency -
as provided by the Emergency Alert System Plan.

Emergency Management Assistance: (Formerly P&G) Federal matching funds to state and
local agencies for personnel and administrative expense.

Emergency Management Director/Coordinator: The individual who is directly responsible
on a day-to-day basis for the jurisdiction's effort to develop a capability for coordinated
response to and recovery from the effects of attack-related and other large-scale disasters.

Emergency Operating Center (EOC): The site from which government officials exercise
direction and control during emergencies.

Emergency Operations Plan (EOP): A document that identifies the available personnel,
equipment, facilities, supplies, and other resources in the jurisdiction and states the method or
scheme for coordinated actions to be taken by individuals and government services in the
event of natural, manmade, and attack-related disasters. It describes a jurisdiction's emergency
organization and its means of coordination with other jurisdictions. It assigns functional
responsibilities to the elements of the emergency organization, and it details tasks to be
carried out at times and places projected as accurately as permitted by the nature of each
situation addressed.




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Emergency Support Function (ESF): That portion of a Comprehensive Emergency
Management Plan that describes a grouping of similar or interrelated support activities
necessary for managing the impacts of a disaster.

Emergency Support Function Coordinator: Person with overall responsibility for
coordinating actions within a particular area, i.e., the County Sheriff is the County Law
Enforcement Coordinator.

Evacuee: The individual who is moved to a less hazardous area. Also, may be referred to as a
relocatee.

Executive Order (EO): A rule or order having the force of law, issued by an executive
authority of a government.

Fallout: Particles of radioactive dust that descend to earth following ground-level detonation
of a nuclear warhead.

Federal Coordinating Officer (FCO): The Senior official appointed in accordance with the
provisions of L 93-288, as amended, to coordinate the overall response and recovery
acitivites.

Federal Response Plan: Signed agreement among 27 Federal departments and agencies,
including the American Red Cross, that, provide the mechanism for coordinating delivery of
Federal assistance and resources to augment efforts of State and local governments
overwhelmed by a major disaster or emergency. Supports implementation of the Robert T.
Stafford Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 5121, et
seq.), as well as individual agency statutory authorities. Supplements other Federal
emergency operations plans developed to address specific hazards.

Forward Coordinating Team (FCT): A group of representatives of the Federal
organizations mobilized to a terrorist incident scene and reporting to the local Unified
Command.

Forward Response Team- State: See State Forward Response Team

Functions of Emergency Management: (Re: FEMA CPG 1-8) Direction and Control,
Communications Warning, Emergency Public Information (EPI), Evacuation, Reception and
Care, Shelter, Health and Medical, Law Enforcement, Public Works, Fire and Rescue,
Radiological Protection, Human Services, Resource Management, Damage Assessment.

Greenwich Mean Time (GMT) or (Z): The standard reference time used throughout the
world based on the time at the Royal Observatory in Greenwich, England. Using the 24-hour
system to convert to Greenwich Time:

Add 5 hours to Eastern Standard Time (EST).

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Add 6 hours to Central Standard Time (CST).

Add 7 hours to Mountain Standard Time (MST).

Add 8 hours to Pacific Standard Time (PST).

Also called "ZULU" Time for Zero Meridian.

Ground Zero (GZ): The point on the surface of land or water vertically below or above the
center of a burst of a nuclear weapon.

Hazard: A potential event or situation that presents a threat to life and property.

Hazardous Material: Any substance or material in a quantity or form which may be harmful
or injurious to humans, domestic animals, wildlife, economic crops or property when released
into the environment. Hazardous materials are classified in this plan as chemical, biological,
radiological or explosive.

Chemical - Toxic, corrosive or injurious substance because of inherent chemical properties
and includes, but is not limited to, such items as petroleum products, paints, plastics, acids,
caustics, industrial chemicals, poisons, drugs, mineral fibers (asbestos).

Biological - Microorganisms or associated products which may cause disease in humans,
animals or economic crops and includes pathogenic wastes from medical institutions,
slaughterhouses, poultry processing plants, and the like.

Radiological - Any radioactive substance emitting ionizing radiation at a level to produce a
health hazard.

Explosive - Material capable of releasing energy with blast effect in a split second upon
activation; the released energy usually damages or destroys objects in close proximity to the
blast.

Hazard-Specific Element: A document attached to the Comprehensive Emergency
Management Plan that describes emergency activities that take place only for a specific
hazard and includes actions that cannot be addressed generically.

High-Altitude Burst: This is defined, somewhat arbitrarily, as a detonation at an altitude over
100,000 feet. Above this level, the distribution of the energy from the explosion between blast
and thermal radiation changes appreciably with increasing altitude due to changes in the
fireball phenomena.




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Host Area: A specified area relatively unlikely to experience direct weapons effects (blast of
2 psi or more, heat and initial nuclear radiation) from a nuclear attack and designated for
reception and care of risk area evacuees.

Incident: An event or occurrence with potential threat to the health and safety of residents in
the vicinity; may also result in physical damage to properties and facilities.

Incident Action Levels: Provide a method to assess an incident and mobilize response
resources based upon anticipated needs. A responder estimates the level and notifies the
emergency management system.

       Level Three. Affects a wide area/region or involves a severe hazard. State response
and management resources may be needed to assist local and regional response. Local area
evacuation and mass care activities characterize this level. Hazardous Materials may be
involved. Emergency Operations Centers at state and local level are coordinating resources.

        Level Two. Affects a local area or involves increased/elevated hazard. Resources
that are immediately available to Incident Commander are exhausted. Local Emergency
Operations Center (EOC) is activated to manage and coordinate related, multiple, low level
emergencies in different locations. Some precautionary evacuation may be necessary.
Incidents involving hazardous chemicals require the use of any kind of specialized
protective equipment beyond use of Self Contained Breathing Apparatus (SCBA) and/or
Structural Firefighter’s Protective Clothing (SFPC), special tools or knowledge beyond the
normal scope of first responders.

        Level One. Affects a specific, limited location with minimal hazard. Incident
Command System is necessary to direct and control emergency response forces at an incident
site. Incident Command Post and staging areas established. Incident Commander able to
control emergency without additional assistance or Emergency Operations Center (EOC).
Incidents involving spills, leaks, or fires of small amounts of fuel, oil or other materials that
can be managed using equipment available to first responder operations level.

Incident Action Plan: The incident action plan contains general control objectives reflecting
the overall incident strategy and specific short term action steps for the next operational
period. The Incident Commander is responsible for directing the development of incident-
specific action plans.

Incident Commander(IC): The individual responsible for the management of all on-scene
incident operations.

Incident Command Post (CP): The location at which the primary on-scene command
functions are executed.

Incident Command System (ICS): also known as the Incident Management System, is a
standardized management system designed for control and coordination of field emergency

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response operations under the direction of an Incident Commander through the allocation and
utilization of resources within pre-defined functional and/or geographic areas. The
combination of facilities, equipment, personnel, procedures and communications operating
within a common organizational structure with responsibility for the management of assigned
resources to effectively accomplish stated objectives pertaining to an incident.

Indiana Terrorism Task Force: The State of Indiana has formed a task force whose job it is
to develop procedures to limit the extent of damage and control the consequences of a
nuclear, chemical, or biological attack.

Ion: An atom which bears an electrical charge, either positive or negative.

Ionization: The process by which ions are produced.

Isotope: Atoms which have the same atomic number of protons, but different atomic mass or
mass number. Isotopes of a particular element have almost identical properties.

Joint Information Center (JIC): A location and/or operational unit staffed by the public
information officers of all key responding agencies, impacted jurisdictions, or other groups
closely involved in the incident in order to provide for coordination and consistency in media
management operations.

Joint Operations Center (JOC): The location at or near the scene of a terrorist incident from
where Federal response operations in crisis and consequence management are coordinated.

Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific
geographical area.

Jurisdiction Emergency Operations Center (JEOC): The designated location within a local
Operational Area District which provides direction and control and policy development
functions for incidents within the district. JEOCs interact directly with Incident Commanders
and the County EOC. The JEOC is the location from which local chief executives (Town
Board, Township Trustee, etc.) shall direct operations and perform decision making activities.

Jurisdictional Fire Department: That department which provides primary fire suppression
services to the location of the incident. The fire department with jurisdiction shall designate
the Incident Commander for all hazardous material incidents except those known to involve a
bomb or Class A (Division1.1) Explosive.

Jurisdiction Law Enforcement Agency: That department which provides full-time (24 hour)
law enforcement services to the location of the incident. The law enforcement agency with
jurisdiction shall designate the Incident Commander for incidents known to involve a bomb or
a Class A (Division 1.1) Explosive. The Wayne County Sheriff’s Department shall be the
jurisdictional law enforcement agency for un-incorporated areas within Wayne County. The
Indiana State Police shall be the jurisdictional law enforcement agency for incidents which

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occur on state or federal highways, on state owned property or any incident involving an
aircraft.

Local Emergency: The existence of conditions of disaster or extreme peril to the safety of
persons or property within the territorial limits of a county, city, or town, which are likely to
be beyond the control of the services, personnel, equipment and facilities of such political
subdivision as determined by its governing body and which require the combined efforts of
other political subdivisions.

Local Emergency Planning Committee (LEPC): A committee consisting of a diverse
defined membership from the community that is responsible for the development and
maintenance of the local hazardous materials plan, and providing the community right-to-
know information as defined in SARA Title III. The Indiana Emergency Response committee
approves this committee.

Local Responding Units: Police, fire, or rescue units of either county or municipal
government mobilized to a scene of a known or suspected terrorist attack.

Local Warning Point: A facility in a city, town, or community which receives warnings and
activates the public warning system in its area of responsibility. The Wayne County Sheriff's
Department functions as the county warning point, disseminating warning information to
other sub-jurisdictions within the county.

Major Disaster: As defined under the Stafford Act, any natural catastrophe (including any
hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake,
volcanic eruption, landslide, mudslide, snowstorm, or drought), or regardless of cause, any
fire, flood, or explosion, in any part of the United States, which in the determination of the
President causes damage of sufficient severity and magnitude to warrant major disaster
assistance under this chapter to supplement the efforts and available resources of States, local
governments, and disaster relief organizations in alleviating the damage, loss, hardship, or
suffering caused thereby.

Megaton Energy (MT): The energy of a nuclear (or atomic) explosion which is equivalent to
1,000,000 tons (or 1,000 kilotons of TNT).

Mitigation: Those activities designed to alleviate the effects of a major disaster or
emergency or long-term activities to minimize the potentially adverse effects of future
disaster in affected areas.

National Shelter Survey (NSS): The analysis of existing large buildings and sub-surface
enclosures by architects and engineers qualified in fallout shelter analysis to identify protected
space suitable for use as public fallout shelters.




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National Plan: Short title for the National Plan for Emergency Preparedness which sets forth
the basic principles, policies, responsibilities, preparations and response of civil government
to meet any kind of national defense emergency.

National Warning Center: The facility staffed by Attack Warning Officers situated within
the combat operations center at NORAD Headquarters. Controls NAWAS when the Regional
Warning Circuits are tied together.

National Warning System (NAWAS): The Federal portion of the Civil Defense Warning
System, used for the dissemination of warning and other emergency information from the
Warning Centers or Regions to Warning Points in each state.

Nuclear Emergency Search Team (NEST): A United States Department of Energy team
with specially trained personnel and equipment to assist in the handling of nuclear or
radiological threats. The team assets include intelligence, communications, search,
assessment, access, diagnostics, disablement, operations, containment/damage limitation,
logistics, and health.

Nuclear Radiation: Particulate and electromagnetic radiation emitted from atomic nuclei in
various nuclear processes. The important nuclear radiations, from the weapons standpoint, are
alpha and beta particles, gamma rays and neutrons.

Nuclear Weapon (or Bomb): A general name given to any weapon in which the explosion
results from the energy released by reactions involving atomic nuclei, either fission or fusion,
or both. Thus, the A-(or atomic) bomb and the H-(or hydrogen) bomb are both nuclear
weapons.

Operational Area District (O.A. District): Groupings of sub-jurisdictions (Townships)
within the county along existing school district boundaries. Each O.A. District has primary
and supporting emergency resources. Emergency incident operations within the O.A. District
is directed and controlled from the JEOC.

Operations Planning: The process of determining the need for application of resources and
determining the methods of obtaining and committing these resources to the operations plan.

Out of Services Resources: Resources assigned to an incident but unable to respond or
accept assignment for mechanical, rest or personnel reasons.

Peak Population: As used in the National Fallout Shelter Survey, the maximum population
occupying a Standard Location area at any given time on a normal weekday. The peak
population of a city or other area that includes more than one Standard Location area is a
summation of the peak populations for each of the Standard Location areas.

Daytime Peak - The maximum population occurring during the daylight hours (8:00 a.m. to
6:00 p.m.).

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Nighttime Peak - The maximum population occurring during the nighttime hours (6:00 p.m.
to 8:00 p.m.).

Personal Protective Equipment (PPE): Clothing and respiratory apparatus designed to
shield an individual from chemical, biological, and physical hazards.

PL 81-920: Federal Civil Defense Act of 1950 provides a system of civil defense for the
protection of life and property in the United States from attack. The same act also established
a Federal Agency to be responsible for a National Civil Defense Program.

Political Subdivisions: Local governments, including but not limited to, cities, towns,
incorporated communities, counties, parishes, and townships.

Population Protection Planning (PPP): A program that provides for the development,
exercising, and maintenance of a single, generic plan that contains annexes which assign tasks
and detail procedures for coping with the effects of natural disasters, technological hazards,
and nuclear attack.

Preparedness: The development of plans and procedures by government, organizations and
individuals to save lives and minimize disaster damage and enhance disaster response
operations.

Primary Agency: The city agency assigned primary responsibility to manage and coordinate
a specific Emergency Support Function. Primary agencies are designated on the basis of their
having the most authority, resources, capabilities or expertise relative to accomplishment of
the specific Emergency Support Function support.
Protection Factor (PF): A number used to express the relation between the amount of fallout
gamma radiation that would be received by a person in a completely unprotected location and
the amount that would be received by a person in a protected location.

Public Information Officer (PIO): An individual from an organization or jurisdiction
participating in the event designated to prepare and release public information regarding the
situation and the response.

Radiation: The emission and propagation of energy through space or through a material
medium in the form of waves; as electromagnetic and sound or elastic waves, and corpuscular
emissions.

Radiation Exposure Record: The card issued to individuals for recording their personal
radiation exposure dose.

Radioactivity: The liberation of energy by spontaneous disintegration of nuclei.




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Radio Amateur Civil Emergency Services (RACES): An emergency service designated to
make efficient use of the vast reservoir of skilled radio amateurs throughout the Nation in
accordance with approved civil defense communications plans. Many states and local
governments have federally approved RACES communications plans whereby radio amateurs
participating in these plans are permitted to operate during an emergency, or emergency
conditions.

Radiological Monitor (RM): An individual trained to measure, record, and report radiation
dose and dose rates; provide limited field guidance on radiation hazards associated with
operations to which he is assigned; and perform operator's maintenance of radiological
instruments.

Radiological Monitoring: The procedure of operation of locating and measuring radioactive
contamination by means of survey instruments which can detect and measure (as dose rates)
ionizing radiation. The individual performing the operation is called a monitor.

Recovery: Activities necessary to return vital systems and facilities to minimum operating
standards and long-term activities required to return life to normal or improved levels.
Recovery includes individual and public assistance programs, which provide temporary
housing assistance, grants and loans to eligible individuals and government entities to
recovery from the effects of a disaster.

Regional Operations Center (ROC): An emergency operations center established by the
Federal Emergency Management Agency for a Federal Region that is used for coordination of
Federal resources deployed to the State impacted by an event.

Reporting Locations: One of two facilities/locations where incident - allocated resources
may check in. Locations are the Staging Area or Command Post. Outside resources will
initially check in at an established County Multipurpose Staging Area, and then again at their
ultimate assigned incident.

Response: Activities to address the immediate and short-term effects of an emergency or
disaster. Response includes immediate actions to save lives, protect property and meet basic
human needs.

Secondary Effects: Emergencies that may develop as a reaction to an initiating emergency.
For example, a dam may break as the result of an earthquake.

Shelter, Expedient: A group fallout shelter constructed on a crash basis in a period of crisis.

Shelter, Improvised: Any shelter constructed in an emergency or crisis period by individuals
or single families, usually in or near their homes.

Staging Area: A location where equipment/personnel are maintained on a temporary basis for
emergency response.

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Standard Operating Procedures (SOP)(or Guidelines) (SOG): Checklists or guidance
developed by each specific responding organization that detail responsible individuals by
name, phone number and delineate in detail specific organizational emergency activities.

State Coordinating Officer: The representative of the Governor who coordinates state
response and recovery activities with those of the Federal Government.

State Forward Response Team: The Forward Response Team is the Mobile Support Unit
authorized in Indiana Code 10-4-1-12. Provides administrative, logistical and operational
support to the state and local jurisdictional activities in the field. The Forward Response
Team is mission/incident organized with staff from State Emergency Management Agency
and other agencies as needed. State Emergency Management Agency’s Operations Division
is responsible for developing a Forward Response Team roster, composition and procedures.
When activated, the team channels local jurisdictions requests for assistance to State
Emergency Management Agency’s Emergency Operations Center.

Support Agency: An agency designated to assist a primary agency with available resources,
capabilities, or expertise in support of Emergency Support Function response operations,
under the coordination of the primary agency.

Surface Burst: The explosion of a nuclear weapon at the surface of land or water or at a
height above the surface less than the radius of the fireball at maximum luminosity (in the
second thermal pulse). An explosion in which the weapon is detonated actually on the surface
is called a contact surface burst, or true surface burst resulting in fallout.

Technical Escort Unit (TEU): A trained unit of the United States Army, stationed at
Aberdeen Proving Ground, Maryland that handles, dismantles, and disposes of chemical and
biological weapons and munitions.

Technological Hazard: Includes a range of hazards emanating from the manufacture,
transportation, and use of such substances as radioactive materials, chemicals, explosives,
flammables, agricultural pesticides, herbicides and disease agents; oil spills on land, coastal
waters or inland waters systems; and debris from space.

Terrorist Event or Incident: A violent act or an act dangerous to human life, in violation of
the criminal laws of the United States, to intimidate or coerce a government, the civilian
population or any segment thereof, in furtherance of political or social objectives. A terrorist
act is also defined as including intentional and criminal acts to destroy, disrupt or render
unusable, computer systems and networks, radio and telecommunication networks, and
Internet systems. (See Cyberterrorist Attack).

Traffic Control Points (TCP): Places along evacuation routes that are manned by law
enforcement personnel to direct and control movement to and from the area being evacuated.



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Unified Command: The adaptation of the Incident Command System in which all key local,
State, and/or Federal agencies cooperatively participate in planning, decision-making and
resource coordination in support of the designated Incident Commander.

Upgrading: Any action that results in physical improvement of existing shelter spaces.

Warning Point: A facility that receives warning and other emergency information over
NAWAS and relays this information in accordance with state and local Civil Defense plans.

Weapon of Mass Destruction (WMD): (1) Any explosive, incendiary, bomb, grenade, or
rocket having a propellant charge of more than four ounces; missiles having an explosive or
incendiary charge of more than one-quarter ounce; mine; or device similar to the above; (2)
poison gas; (3) any weapon involving a disease organism; or (4) any weapon that is designed
to release radiation or radioactivity at a level dangerous to human life.

Worker, Critical: An individual whose skills or services are required to continue operations
of vital facilities and activities that will provide goods and services to the relocated population
and host county residents, or insure continuance of the nation's production capabilities and
preservation of the economic system.




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               National Mutual Aid and Resource
                     Management Initiative



       Glossary of
   Terms and Definitions




                                              FEMA 507

                                            July 2005
U.S. Department of Homeland Security
Federal Emergency Management Agency
FEMA 507 Mutual Aid - Glossary of Terms and Definitions



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National Mutual Aid and Resource Management Initiative- Glossary of Terms and Definitions.

Purpose This glossary of terms and definitions provides a basic understanding of the
resources commonly used and/or exchanged during a disaster. These terms provide a basis
for the Federal Emergency Management Agency’s (FEMA) resource typing initiative. The
glossary is a living document, and will continuously be updated and revised. To provide
additional information to the glossary, please e-mail to: NIMS-Integration-Center@dhs.gov.


Background The National Mutual Aid and Resource Management Initiative supports the
National Incident Management System (NIMS) by establishing a comprehensive, integrated
national mutual aid and resource management system that provides the basis to type, order,
and track all (Federal, State, and local) response assets.


Web Site For more information, you can also refer to the National Mutual Aid and
Resource Management Web site located at: http://www.fema.gov/nims/mutual_aid.shtm.




Supersedure This document replaces: National Mutual Aid and Resource Management
Initiative Glossary of Terms and Definitions, dated May 2005

Changes Bomb squad definition updated.




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                                                    A

Advanced Life Support
(ALS) Ambulance             An ambulance service capable of delivering advanced skills performed
                            by Emergency Medical Services (EMS) practitioners (e.g., intravenous
                            [IV] fluids and drug administration).

Air Ambulance               A rotary-wing aircraft configured, staffed, and equipped to respond,
                            care for, and transport patients. A rotary-wing aircraft must be
                            approved/licensed by a State to do so.

Air Conditioner/Heater      A specialized climate-controlled piece of equipment used to support
                            cooling and/or heating requirements within enclosed structures.
                            Requires mobilization to the desired site, along with set-up
                            equirements, such as power hookup and duct installation. Amps can
                            range from 24 to 260 or more. Equipment used to accommodate
                            schools and malls to small office and tent settings.

Air Search and Rescue
Team                        Team provides search and rescue emergency airlift and other special
                            services at the request of, and to support, State and county agency
                            needs.

Air Search Team (Fixed-
Wing)                       Team provides airborne search, emergency airlift, airborne
                            communications, and other special services. Varying levels of
                            specialized management support and command and control
                            capabilities are included in team structures.

Air Tanker (Fixed-Wing
Firefighting Aircraft
Tanker)                     Any fixed-wing aircraft certified by the Federal Aviation Administration
                            (FAA) as being capable of transport and delivery of fire retardant
                            solutions.
Airborne
Communications Relay
Team (Fixed-Wing),
Civil Air Patrol (CAP)      A CAP Airborne Communications Relay Team provides airborne
                            communications relay using fixed-wing platforms to support Federal,
                            State, and local agency needs. Relays are primarily conducted through
                            aircrews, but can also be accomplished through electronic repeaters
                            carried aboard Civil Air Patrol (CAP) aircrafts. Varying levels of
                            specialized management support and command and control
                            capabilities are included in team structures.




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Airborne
Reconnaissance (Fixed-
Wing)                       An airborne reconnaissance fixed-wing observation aircraft is capable
                            of flying back video or still imagery from an incident/disaster scene.


Airborne Transport
(Fixed-Wing) Team,
Civil Air Patrol (CAP)      A CAP Airborne Transport (Fixed-Wing) Team provides limited
                            airborne transportation and emergency airlift to support Federal, State,
                            and local
                            agency needs using light fixed-wing platforms owned by the Civil Air
                            Patrol (CAP). Varying levels of specialized management support and
                            command and control capabilities are included in team structures.
Aircraft Rescue
Firefighting (ARFF)         A motor-driven vehicle, designed and constructed for the purpose of
                            aircraft rescue and fighting fires and capable of delivering Class B
                            Foam, providing a specified level of pumping, water, hose, and rescue
                            capacity and personnel.

All-Terrain Cranes           A self-propelled, all-terrain, hydraulic crane capable of traveling over
                            primary, secondary, and off-road surfaces at the tactical support level.
                            Technical characteristics include diesel engine, power shift
                            transmission, three-mode steering, and independently controlled
                            hydraulic outriggers telescoping boom. Comes in various lifting
                            capabilities and is used for construction, maintenance, bridging, and
                            re-supply activities. Mobilization of larger all-terrain cranes requires
                            tractor-trailer support for booms and jibs along with additional escort
                            services.

Alpine Search and
Rescue Team (Snow
and Ice Rescue)             Team conducts search and rescue operations for individuals in a high
                            altitude alpine environment.

Ambulance Strike Team       An Ambulance Strike Team is a group of five ambulances of the same
                            type with common communications and a leader. It provides an
                            operational grouping of ambulances complete with supervisory
                            elements for organization command and control. The strike teams may
                            be all ALS or all BLS.

Ambulance Task Force        An Ambulance Task Force is a group of any combination of
                            ambulances, within span of control, with common communications and
                            a leader.

Animal Health Incident
Management Team             Team provides overall management of animal-related volunteers and
                            donations.


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Animal Rescue Team           A team proficient in animal handling and capture and management
                            (minimum teams of two). Environments include water (swift water and
                            flood), wildfire, and hazardous materials (HazMat) conditions.
                            Operations include communications and/or evacuations to effect
                            animal rescue.

Animal Health
Technician                  Technician performs variety of animal healthcare duties to assist
                            veterinarians in settings such as veterinarians’ clinics, zoos, research
                            laboratories, kennels, and commercial facilities. Prepares treatment
                            room for examination of animals and holds or restrains animals during
                            examination, treatment, or inoculation.

Animal Sheltering Team A team proficient in animal handling, animal care, and animal shelter
                            management and manages the setup, management, and staffing of
                            temporary animal shelters.

Animal Treatment Team
– Small                     A self-equipped team proficient in the medical treatment of companion
                            animals affected by disasters.

Area Command Team,
Firefighting                An Area Command Team is an interagency organization under the
                            auspices of NWCG (1) oversee the management of multiple incidents
                            that are each being handled by an incident management team (IMT)
                            organization; or (2) to oversee the management of a very large
                            incident that has multiple IMTs assigned to it. Area Command has the
                            responsibility to set overall strategy and priorities, allocate critical
                            resources based on priorities, ensure incidents are properly managed,
                            and that objectives are met and strategies followed.

                                                B
Backhoe Loader (Wheel
Loader; Backhoe)            This is dual-purpose equipment used for loading materials and
                            excavating. Components are located at each end of the equipment.
       The                  loading attachments are usually to the front end and the excavating
                            attachment is to the rear. Equipment is available with all-wheel or two-
                            wheel drive. Various sizes are available. Mobilization can be self-
                            propelled and/or on a flat bed trailer. Refer to definitions of wheel
                            loaders (medium to small) and hydraulic excavators for a sampling of
                            capabilities.
Basic Life Support (BLS)
Ambulance                   An ambulance service capable of delivering basic emergency
                            interventions performed by Emergency Medical Services (EMS)
                            practitioners trained and credentialed to do so (e.g., splinting,
                            bandaging, oxygen administration).



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Biological Agent            Living organisms or the materials derived from them (such as bacteria,
                            viruses, fungi, and toxins) that cause disease in or harm to humans,
                            animals, or plants, or cause deterioration of material.

Boat, Fire                   A vessel or watercraft designed and constructed for the purpose of
                            fighting fires providing specified level of pumping capacity. The boat is
                            designed with the ability to carry firefighting foam and personnel for the
                            extinguishments of fires in the marine environment.
Bomb Squad/Explosives
Teams                       A public safety agency specializing in the investigation and disarming
      of
                            suspected explosive devices.

Bomb Suits                   Suits made of Kevlar® (inner material) and Nomex 3 (outer material to
                            protect from fire).

Breathing Apparatus
Support (SCBA Support;
Breathing Air,
Firefighting)               A mobile unit designed and constructed for the purpose of providing
                            specified level of breathing air support capacity and personnel capable
                            of refilling self-contained breathing apparatus (SCBA) at remote
                            incident locations (Compressor Systems or Cascade).

Brush Patrol Unit,
Firefighting (Brush
Patrol)                     Any light, mobile vehicular unit with limited pumping and water
        capacity                   for off-road operations.

                                                    C
Canine Recovery Team
(Cadaver Dog Team; K-
9 Recovery Team)            Team provides highly trained air scent recovery dog teams for search
                            and recovery operations for deceased victims.

Canine Search Team
(Search Dog Team; Dog
Rescue Team; K-9
Rescue Team)                Team provides highly trained search dog teams for search and rescue
                            operations for living and deceased victims in a variety of environments.
                            Teams can be broken into three capabilities: air scent (primary),
                            tracking/trailing, and disaster dogs.

Cave Search and
Rescue Team
(Technical Rescue
Team)                       Team performs search and rescue services to locate and remove
                            injured, lost, or deceases individuals from caves and caverns. Team
                            members work in totally dark environments that may include vertical

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                            drops, narrow or small spaces, boulder fields and scree slopes, cold,
                            and water hazards.




Chemical/Biological
(C/B) Protective
Ensemble                    A compliant vapor-protective ensemble that is also certified as being
                            compliant with the additional requirements for protection against C/B
                            warfare agents such as vapors, gases, liquids, and particulate.
                            (National Fire Protection Association [NFPA] Standard # 1991)

Chemical Warfare Agent      A chemical substance (such as a nerve agent, blister agent, blood
                            agent, choking agent, or irritating agent) used to kill, seriously injure, or
                            incapacitate people through its physiological effects.

Chillers and Air
Handlers                    A portable system that produces cold water through a series of
                            components. When equipped with an air handler, cold air is generated
                            and distributed. Requires mobilization to the desired site along with
                            setup requirements, such as power hookup, water connections, and
                            duct installation.


Collapse Search and
Rescue Team
(Technical Rescue
Team)                       Team responds to locate, rescue, and recover individuals trapped in a
                            fallen structure or buried in structural collapse.

Communications
Support Team, Civil Air
Patrol (CAP)                A CAP Communications Support Team establishes and maintains
        CAP
                            communications infrastructure in support of Federal, State, and local
                            agencies.

Confined Space Search
and Rescue Team (Mine
Search and Rescue)          Team provides search and rescue services to individuals in an
                            enclosed area with limited entry or egress, which has a configuration
                            not designed for human occupancy, such that an entrant could
       become                      trapped or asphyxiated. An Occupational Safety and Health
                                   Administration (OSHA) permit is required for confined space
       operations.

Crawler Cranes              Crawler cranes have a steel undercarriage. Usually used for long-term
                            applications where significant weights and reaches are a factor.


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                            Stabilization is accomplished through precise boom and counterweight
                            configuration. Best used on level working areas. Several mobilization
                            units will be required to transport boom units and counterweights. Set-
                            up time can be accomplished with relative ease and speed once all
                            components are available for assembly.

Crew Transport               Any vehicle capable of transporting a specified number of crew
                            personnel in a specified manner.

Critical Care Transport
(CCT)                       An ambulance transport of a patient from a scene or a clinical setting
                            whose condition warrants care commensurate with the scope of
                            practice of a physician or registered nurse (e.g., capable of providing
                            advanced hemodynamic support and monitoring, use of ventilators,
                            infusion pumps, advanced skills, therapies, and techniques).

Critical Incident Stress
Management Team
(CISMT)                     A Critical Incident Stress Management Team is responsible for the
                            prevention and mitigation of disabling stress among emergency
                            responders in accordance with the standards of the International
                            Critical Incident Stress Foundation (ICISF). Team composition,
                            management, membership and governance vary, but can include
                            psychologists, psychiatrists, social workers, and licensed professional
                            counselors.

                                                    D
Debris Management
Monitoring Team
                            Team manages oversight of the removal, collection, and disposal of
                            debris following a disaster, to mitigate against any potential threat to
                            the health, safety, and welfare of the impacted citizens, and expedite
                            recovery efforts in the impacted area, and address any threat of
                            significant damage to improved public or private property. To act as
                            the representing agent for the owner/agency hiring for this service
                            providing overall coordination with all levels of government and other
                            Emergency Support Functions (ESFs). Provides daily reports as
                            required. Required liability coverage for all aspects of operations and
                            financial capabilities to manage progressive monitoring processes.

Debris Management
Site Reduction Team         A debris management site reduction team is designed to reduce debris
                            from affected areas, and aims at limiting the modification of the site to
                            the extent practicable to minimize site closure and restoration activities
                            and cost. Teams must have knowledge and expertise to perform
                            varying debris reduction separation techniques, including at minimum
                            four categories: woody vegetative debris, construction or building
                            rubble, hazardous materials [HazMat], and recyclable materials (e.g.,
                            aluminum, cast iron, steel, or household white goods or appliances).

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                           These methods of debris reduction separation could include grinding
                           or mulching, air curtain incineration or ash, compaction, recycling, or
                           other specialized separation techniques. Teams should have
                           appropriate education and training in managing inspection stations
                           located at such debris reduction sites, recycling locations, or temporary
                           debris staging reduction sites. The management of said inspection
                           stations shall at all times comply with OSHA, ADA, and other
                           regulatory requirements. Routine maintenance of temporary debris
                           staging reduction sites will be undertaken regularly to ensure no
                           additional environmental impacts and

                           that regulatory requirements are met. Upon completion of debris
                           removal, teams shall provide a timely closeout of the debris reduction
                           site by testing soil and water samples to compare with pre-use
                           baselines, remove all unnecessary debris and equipment from the site,
                           conduct environmental audits, and develop a restoration plan for the
                           site. For quality assurance, teams shall provide debris monitors to
                           observe and provide guidance to workers, whether government or
                           contractual, that may assist in the process. All debris collected,
                           separated, and analyzed by such debris reduction site management
                           teams shall be done so in accordance with Federal, State, territorial,
                           Tribal, or local laws, standards, and regulations.

Debris Management
Team                       Team facilitates and coordinates the removal, collection, and disposal
                           of debris following a disaster, to mitigate against any potential threat to
                           the health, safety, and welfare of the impacted citizens, and expedite
                           recovery efforts in the impacted area, and address any threat of
                           significant damage to improved public or private property. Team
                           mobilization will vary depending on the team selection, need, and or
                           emergency. Debris removal process will vary depending on the team
                           selection and need.

Decontamination            The physical or chemical process of reducing and preventing the
                           spread of contaminants from persons and equipment used at a
                           hazardous materials (HazMat) incident. (National Fire Protection
                           Association [NFPA] Standard # 472)

Deployable Portable
Morgue Unit (DPMU)         Mobile equipment and operations facility, fully equipped to support
                           DMORT functions. Add-on to DMORT when no local morgue facilities
                           are available. Supports either standard DMORT or DMORT-WMD.

Deployment                 Departure of team or personnel from home unit or base.

Desert Search and
Rescue Team
(Wilderness Rescue



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Team)                        Conducts search and rescue missions, evidence searches, and
                             responds to other disaster or emergency situations in a desert
                             environment.

Disaster Assessment
Team                         Governed by type and magnitude of the disaster, the structure of the
                             team consists of people most knowledgeable about the collection or
                             material inventory of the disaster site, and assessing the magnitude
                             and extent of impact on both the population and infrastructure of
                             society. Trained specifically for disaster assessment techniques, team
                             members are multidisciplinary and can include health personnel,
                             engineering specialists, logisticians, environmental experts, and
                             communications specialists. Responsibilities include recording
                             observations and decisions made by the team, photographing and
                             recording disaster site damage, and investigating where damage
                             exists. Teams also analyze the significance of affected infrastructures,
                             estimate the extent of damages, and establish initial priorities for
                             recovery. Disaster assessment teams can perform an initial
                             assessment that comprises situational and needs assessments in the
                             early, critical stages of a disaster to determine the type of relief needed
                             for an emergency response, or they may carry out a much more
                             expedited process termed a rapid assessment.

Disaster Medical
Assistance Team
(DMAT) – Basic,
National Disaster
Medical System (NDMS)        A DMAT is a volunteer group of medical and non-medical individuals,
                             usually from the same State or region of a State, which has formed a
                             response team under the guidance of the NDMS (or under similar
        State                or local auspices). Usually includes a mix of physicians, nurses, nurse
                             practitioners, physician’s assistants, pharmacists, emergency medical
                             technicians, other allied health professionals, and support staff.
                             Standard DMAT has 35 deployable personnel.

Disaster Medical
Assistance Team
(DMAT) – Burn
Specialty, National
Disaster Medical
System (NDMS)                 A Burn Specialty DMAT is a volunteer group of medical and non-
                             medical individuals, usually from the same State or region of a State,
                             that has formed a response team under the guidance of the NDMS (or
                             State or local auspices), and whose personnel have specific
                             training/skills in the acute management of burn trauma patients.
                             Members of the burn team are especially trained surgeons, nurses,
        and                  support personnel that include physical and occupational therapists,
                             social workers, child life specialists, psychologists, nutrition and
                             pharmacy consultants, respiratory therapists, chaplains, and


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       volunteers.                 Team composition is usually determined ad hoc, based on the
       mission                     at hand.

Disaster Medical
Assistance Team
(DMAT) – Crush Injury
Specialty, National
Disaster Medical
System (NDMS)               A Crush Injury Specialty DMAT is a volunteer group of medical and
                            non-medical individuals, usually from the same State or region of a
                            State, that has formed a response team under the guidance of the
                            NDMS (or State or local auspices), and whose personnel have specific
                            training/skills in the management of crush injury patients. Crush teams

                            deal with crush and penetrating injuries. Usually includes a mix of
                            physicians, nurses, nurse practitioners, physician’s assistants,
                            pharmacists, emergency medical technicians, other allied health
                            professionals, and support staff. Team composition is usually
                            determined ad hoc, based on the mission at hand.

Disaster Medical
Assistance Team
(DMAT) – Mental Health
Specialty, National
Disaster Medical
System (NDMS)               A Mental Health Specialty DMAT is a volunteer group of medical and
                            nonmedical individuals, usually from the same State or region of a
                            State, that has formed a response team under the guidance of the
                            NDMS (or State or local auspices), and whose personnel have specific
                            training/skills in the management of psychiatric patients. A
                            multidisciplinary staff of specially trained and licensed mental health
                            professionals provides emergency mental health assessment and
       crisis               intervention services. Usually includes a mix of physicians, nurses,
                            nurse practitioners, physician’s assistants, pharmacists, emergency
                            medical technicians, other allied health professionals, and support
       staff.               Team composition is usually determined ad hoc, based on the mission
                            at hand.
Disaster Medical
Assistance Team
(DMAT) – Pediatric
Specialty, National
Disaster Medical
System (NDMS)               A Pediatric Specialty DMAT is a volunteer group of medical and
                            nonmedical individuals, usually from the same State or region of a
                            State, that has formed a response team under the guidance of the
                            NDMS (or State or local auspices), and whose personnel have specific
                            training/skills in the management of pediatric patients. Usually includes
                            a mix of physicians, nurses, nurse practitioners, physician’s assistants,
                            pharmacists, emergency medical technicians, other allied health


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                             professionals, and support staff. Team composition is usually
                             determined ad hoc, based on the mission at hand.

Disaster Mortuary
Operational Response
Team (DMORT),
National Disaster
Medical System (NDMS)        A DMORT is a volunteer group of medical and forensic personnel,
                             usually from the same geographic region, that has formed a response
                             team under the guidance of the NDMS (or State or local auspices),
      and                    whose personnel have specific training/skills in victim identification,
                             mortuary services, and forensic pathology and anthropology methods.
                             Usually includes a mix of medical examiners, coroners, pathologists,

                             forensic anthropologists, medical records technicians, fingerprint
                             technicians, forensic odentologists, dental assistants, radiologists,
                     funeral directors, mental health professionals, and support personnel.
                     DMORTs are missiontailored on an ad-hoc basis, and usually deploy
                     only with personnel and equipment specifically required for current
                     mission.

Disaster Mortuary
Operational Response
Team (DMORT) –
Weapons of Mass
Destruction (WMD),
National Disaster
Medical System (NDMS)        Same as DMORT except adds additional capability to deal with
                             deceased persons residually contaminated by chemical, biological, or
                             radiological agents.

Disaster Recovery
Team                         A Disaster Recovery team is governed by type and magnitude of the
                             disaster, the structure of the team consists of people most
                             knowledgeable about the collection or material inventory of the
      disaster                      site, as they direct their efforts to recovery of both the
      population and                         infrastructure of society. Responsibilities include
      separating collections                           and other materials to be salvaged, moving
      material to be recovered                         from affected areas to work or other storage
      locations for drying                             materials, and packing materials that will require
      shipment to another                    facility. Other responsibilities include maintaining
      records and                            photographs of the recovery effort, and establishing
      inventories and                        data collection of items as they are sent out of the
      building/affected                      location to off-site storage or other facilities. The
      Disaster Recovery                      Team may also label items that have lost inventory
      numbers, label or                      re-label boxes with locator information, and label boxes
      for shipment.




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Donations Coordinator       The Donations Coordinator is a subsection of a Donations
       Management
                            Team and has working knowledge of the Individual Assistance and
                            Public Assistance functions under FEMA/State agreement. A
       Donations
                             Coordinator also has working knowledge of establishing long-term
                             recovery committees on local levels following events. A Donations
                             Coordinator possesses an operational knowledge of all aspects of
                     donations coordination, including management of solicited and
                     unsolicited funds, goods and services from concerned citizens and
                     private organizations following a catastrophic disaster situation.

Donations Management
Team                        A donations management team consists of one or two persons trained
                            and experienced in all aspects of donations management. The team
       will                 be deployed to a disaster-affected jurisdiction after impact to assist in

                          the organization and operations of State or local donations
                     management in support of the affected jurisdiction.

Dozer (Bulldozer; Track
Dozer)                      A dozer is specialized equipment used for leveling dirt, debris, and
                            other materials. Equipment is usually associated with large mass
                            movement of various materials. Often used for reducing or increasing
                            grade elevations for roads, airports, and land clearing operations. It is
                            also capable of ripping and moving of ledge rock and other rock
                            materials through the use of a special attachment. Also used for cross-
                            country lying of communication infrastructure through special
                            attachments.

Dump Trailer                 Truck with a trailer attachment that has a dump body permanently
                     attached. Dump body capacities will usually range from 20 yards to 50
                     yards. The equipment requires a level surface for dumping. The
                     requirements from hauling over the road necessitate the equipment to
                     be licensed by appropriate local jurisdictions. This equipment must
                     meet specific standards for safety for hauling over the road whereby
                     operators are usually required to have a commercial driver’s license.
                     This equipment is capable of transporting various aggregates along
                     with construction and demolition debris. Typically used for long hauls.

Dump Truck, Off Road        Truck with a dump body permanently attached. Equipment is usually
                            used in an off-road situation. Equipment is usually all wheel drive with
                            large mass capacities. It can maneuver in steep, semi-wet conditions
                            and various weather elements. The equipment requires a semi-level
                            surface for dumping. Often used for large mass projects where earth
                            materials are moved within the project area. Often used in airport/road
                            construction and open pit mining.




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Dump Truck, On Road        Truck with a dump body permanently attached. Dump body capacities
                           will usually range from 3 yards to 20 yards. This equipment is capable
                           of transporting various aggregates along with construction and
                           demolition debris.

                                                    E
Electrical Power
Restoration Team           The electrical power restoration team is dependent upon event or
                           disaster size and will be supported by various personal expertise. The
                           teams are usually activated through power company mutual aid
                           agreements. The assignment of personnel and equipment will be
                           dependent upon availability of the releasing mutual aid partner, and
      will                 have an agreed timeframe for the release of these said resources. The
                           restoration team coordinates and supports resources of energy
                           producers to quickly restore electrical power to afflicted areas. The
      host                 recipients will provide or assist with accommodations for the duration
      of                   the team stay. Teams should possess the experience and financial
                           capabilities to support equipment, personnel, and to maintain
                           operations for an indefinite period of time.

EMAC Advanced Team
(EMAC A-Team)              The EMAC Advance Team is a team (typically comprised of 2 staff) of
                           EMAC trained and experienced personnel designated to deploy to a
                           State to facilitate interState mutual aid assistance under the
      Emergency
                           Management Assistance Compact (EMAC). The mission of the EMAC
                           Advance Team is to implement EMAC on behalf of the requesting
      State                by coordinating and facilitating the provision of assistance from other
                           member States in accordance with procedures set forth in the EMAC
                           Standard Operating Procedures.
Emergency Medical
Task Force                 An Emergency Medical Task Force is any combination (within span of
                           control) of resources (Ambulances, Rescues, Engines, Squads, etc)
                           assembled for a medical mission, with common communications, and
      a
                           leader (supervisor). Self-sufficient for 12 hour operational periods,
                    although it may be deployed longer, depending on need.

Emergency Response
Team – Advance
Element (ERT-A)            The portion of the ERT-A first deployed to the field, usually the State
                           Emergency Operations Center (EOC), and the disaster site to join
      State
                           emergency management personnel to coordinate Federal assistance,
                           determine the extent and focus of initial disaster response activities,
                           and identify a suitable DFO site.

Emergency Response


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Team – National (ERTN)        Team provides coordination for Federal response and recovery
                              activities within a State. Once the ERT-N is operational at the Disaster
                              Field Office (DFO), it assumes responsibility from the Regional
                              Operations Center (ROC) staff for management of the Federal
                              response and recovery operation. Major organizational elements of the
                              ERT-N include operations, logistics, information and planning, and
                              administration sections. These four sections coordinate at the staff
       level                  and provide mutual support to accomplish priority missions. This
                              coordination includes interaction, consultation, planning, information
                              sharing, operational decision-making, and commitment of resources.

Emergency Medical
Technician (EMT)              A practitioner credentialed by a State to function as an EMT by a State
                              Emergency Medical Services (EMS) system.

EMS Strike Team               A team comprised of five resources or less of the same type with a
                              supervisor and common communications capability. Whether it is five
                              resources or less, a specific number must be identified for the team.
                              For instance, a basic life support (BLS) strike team would be five BLS
                              units and a supervisor or, for example, an advanced life support (ALS)
                              strike team would be comprised of five ALS units and a supervisor.

EMS Task Force                A team comprised of five resources or less of the same type with a
                              supervisor and common communications capability. Whether it is five
                              resources or less, a specific number must be identified for the team.
                              For instance, an EMS task force might be comprised of two ALS teams
                              and three BLS teams and a supervisor.

Engine, Fire (Engine
Company)                      Any ground vehicle providing specified levels of pumping, water, hose
                              capacity, and staffed with a minimum number of personnel.

Engineering Services          Depending on the type and magnitude of a disaster or terrorist
      incident,
                               engineering service expertise will be used accordingly based on
                               discipline specialization. In a general sense, the services that could be
                               provided through engineering services include structural, electrical,
       civil,                  mechanical, architectural, geotechnical, and environmental/hazardous
                               materials. Emergency management engineering service providers
                               should posses in depth knowledge of damage assessment, safety
                       evaluation, transportation infrastructure evaluation per Federal
                       Highway Administration damage assessment procedures, cost recovery
                       per the Stafford Act, and debris management. Additional skills of such
                       engineering service providers should encompass evaluation of
                       hazardous materials, traffic management, utility restoration, water and
                       wastewater quality evaluations, telecommunications operations, and
                       support for the FEMA Urban Search and Rescue Task Force.
                       Engineering service providers should have the ability, experience, and
                       knowledge to interact with the Army Corps of Engineers and other


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              Federal agencies such as the Environmental Protection Agency, along
              with State, territorial, Tribal, or local building and utility inspectors.
              Other engineering services that can be provided should include
              strategic planning for technology, programs, concept development
              and requirements analysis, system design and integration, tests and
              evaluation, and integrated logistics support for emergency
              management.

Emergency Operations
Center (EOC)
Management Support
Team                         Team provides support to an Incident Commander (IC). An IC is an
                             optional member of the team, because it is assumed that an Incident
                             Command/lead has already been established under which these
                             support functions will operate. Typically comprised of an information
                             officer, liaison officer, safety officer, logistics officer, and administrative
                             aide.

EOC
Finance/Administration
Section Coordinator          An EOC Finance/Administration Section Coordinator is an individual at
                             the EOC responsible for tracking incident costs and reimbursement
                             accounting, and coordinating/administering support for EOC personnel
                             during disaster operations. This function is part of the standardized
       ICS                   structure per the National Incident Management System. If situation
                             warrants, chief/coordinator oversees subunits of this function, including

                             Compensation/Claims, Procurement, Cost, and Time.

EOC Operations Section
Chief                        An EOC Operations Section Chief is an individual at the EOC
                             responsible for managing tactical operations at the incident site
                             directed toward reducing the immediate hazard, saving lives and
                             property, establishing situation control, and restoring normal
                             conditions; responsible for the delivery and coordination of disaster
                             assistance programs and services, including emergency assistance,
                             human services assistance, and infrastructure assistance; and
                             oversight of subunits of Operations Section, including Branches (up to
                             five), Division/Groups (up to 25) and Resources as warranted.

EOC Planning Section
Chief                        The EOC Planning Section Chief is an individual at the EOC who
                             oversees all incident-related data gathering and analysis regarding
                             incident operations and assigned resources, develops alternatives for
                             tactical operations, conducts planning meetings, and prepares the IAP
                             for each operational period.

Equipment Transport
(Heavy Equipment


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Transport)                  Any ground vehicle capable of transporting a dozer or tractor.

Evacuation Coordination
Team                        An Evacuation Coordination Team provides support in State and local
                            emergency response efforts by compiling, analyzing, and
       disseminating
                            traffic-related information that can be used to facilitate the rapid,
                            efficient, and safe evacuation of threatened populations. Primarily
                            operates in the State or local EOC as an extension of Emergency
                            Support Function (ESF) #1 – Transportation. The mission of the
                            Evacuation Coordination Team is to provide for the protection of life
                            and/or property by removing endangered persons and property form
                            potential or actual disaster areas to areas of less danger through the
                            successful execution of evacuation procedures.

Evacuation Liaison
Team                        Team provides support in State and local emergency response efforts
                            by compiling, analyzing, and disseminating traffic-related information
                            that can be used to facilitate the rapid, efficient, and safe evacuation of
                            threatened populations. Primarily operates in the State or local EOC as
                            an extension of Emergency Support Function (ESF) #1 –
                            Transportation.

Evidence Response
Team (ERT)                  An Evidence Recovery Team (ERT) is capable of providing 24-hour
                            access to specialized decontamination equipment for chemical release
                            and advice to the On-Scene Coordinator in hazard evaluation; risk
                            assessment; multimedia sampling and analysis; on-site safety,
                            including development and implementation of plans; cleanup
                            techniques and priorities; water supply decontamination and
                            protection; application of dispersants; environmental assessment;
                            degree of cleanup required; and disposal of contaminated material.

External Resources          Resources that fall outside a team’s particular agency, including other
                            agency resources or commercially contracted resources.



                                                    F

Field Mobile Mechanic        A motor-driven vehicle designed and constructed to provide specified
                            level of equipment capacity and mechanically trained personnel.

Field Veterinary Medical
Officer (Veterinary
Medical Field Officer)      A professional veterinarian who works to implement animal and poultry
                            disease control programs. Duties can include supervising animal and
                            poultry disease control and eradication services; contacting animal and
                            poultry owners and organizations to explain disease control programs
                            and to provide veterinary medicine advice; conducting epidemiologic

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                            investigation of disease outbreaks; inspecting health certificates,
                            livestock auctions, and animal and poultry dealer records; monitoring
                            animal and poultry production and marketing activities; and preparing
                            surveys and reports of disease prevalence.

Flash Fire Protective
Ensemble                    A compliant vapor-protective ensemble that is also certified as being
                            compliant with the additional requirements for limited protection
                            against
                            chemical flash fire for escape only. (National Fire Protection
                            Association [NFPA] Standard # 1991)

Flat Bed Trailer Truck      Truck with a trailer attachment usually used for the transportation of
                            goods and other commodities across long distances. Depending on
                            the payload, some flat bed trucks have expandable tandems for
                            meeting weight requirements. Flatbeds are usually a fifth-wheel
                            mounted assembly. Payloads can be as much as 80,000 pounds and
                            more if permitted.

Food Dispenser Unit
(Food Dispenser)            Any vehicle capable of dispensing food to incident personnel.

                                                    G

Generators                  Diesel-fueled engine generators are used to support electrical
                            requirements at facilities of various sizes such as hospitals, housing,
                            plants, and commercial stores. Units are usually mounted on tow
                            behind or trailer mobilized equipment. Deployment and set up can be
                            accomplished within hours.

Geographical Incident
Management Teams,
Firefighting                A Geographical Incident Management Team is an interagency
                            organization under the auspices of the Geographical Area
                            Coordination Group composed of the Incident Commander (IC), and
                            appropriate general and command staff personnel assigned to an
                            incident, trained and certified to the Type II level. Type II level
                            personnel may lack the degree of training and experience of Type I
                            personnel in managing complex incidents at the type one level.

Ground Ambulance
(Medical Transport)         A ground transport vehicle configured, equipped, and staffed to
                            respond to, care for, and transport patients.

                                                H
Hazardous Materials
(HazMat)                    Any material that is explosive, flammable, poisonous, corrosive,
                            reactive, or radioactive, or any combination thereof, and requires

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                            special care in handling because of the hazards it poses to public
                            health, safety, and/or the environment. Any hazardous substance
                            under the Clean Water Act, or any element, compound, mixture,
                            solution, or substance designated under the Comprehensive
                            Environmental Response, Compensation, and Liability Act (CERCLA);
                            any hazardous waste under the Resource Conservation and Recovery
                            Act (RCRA); any toxic pollutant listed under pretreatment provisions of
                            the Clean Water Act; any hazardous pollutant under Section 112 of the
                            Clean Air Act; or any imminent hazardous chemical substance for
                            which the administrator has taken action under the Toxic Substances
                            Control Act (TSCA) Section 7. (Section 101[14] CERCLA)

Hazardous Material
Response Team               An organized group of individuals that is trained and equipped to
                            perform work to control actual or potential leaks, spills, discharges, or
                            releases of HazMat, requiring possible close approach to the material.
                            The team/equipment may include external or contracted resources.

                            Hazardous Materials
                            Company
                            Any piece of equipment having the capabilities, personal protective
                            equipment (PPE), equipment, and complement of personnel as
                            specified in
                            the Hazardous Materials Company types and minimum capabilities.
                            The
                            personnel complement will include one member who is trained to a
                            minimum level of assistant safety officer – HazMat.



Hazardous Materials
Incident                    Uncontrolled, unlicensed release of HazMat during storage or use from
                            a fixed facility or during transport outside a fixed facility that may
                            impact
                            public health, safety, and/or the environment.

HazMat Task Force           A group of resources with common communications and a leader. A
                            HazMat Task Force may be pre-established and sent to an incident, or
                            formed at the incident.

HazMat Trained and
Equipped                    To the level of training and equipment defined by the Occupational
                            Safety and Health Administration (OSHA) and the National Fire
                            Protection Association (NFPA).

Helicopters, Firefighting
(Helicopter or Copter)      An aircraft that depends principally on the lift generated by one or
                            more



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                            rotors for its support in flight. Capable of the delivery of firefighters,
                            water, or chemical retardants (either a fixed tank or bucket system),
                            and internal or external cargo.

Helitack Crew
(Firefighting Crew)         A crew of firefighters specially trained and certified in the tactical and
                            logistical use of helicopters for fire suppression.

Helitanker                  A helicopter equipped with a fixed tank, Air Tanker Board certified,
                            capable of delivering a minimum of 1,100 gallons of water, foam, or
                            retardant (current model helicopter certified, Sikorsky S-64 Sky-
                            Crane).

Helitanker (Firefighting
Helicopter)                 A helicopter equipped with a fixed tank, Air Tanker Board certified, and
                            capable of delivering a minimum of 1,100 gallons of water, retardant,
                            or
                            foam.

High-Angle Rope
Rescue (Rope Rescue;
Technical Rock)             Rescue in which the load is predominately supported by the rope
                            rescue system.

Hydraulic Excavator
(Large Mass Excavation
13cy to 3cy Buckets)        Track undercarriage construction equipment used to excavate and
                            load
                            earth, blasted rock, sands, and other types of aggregate, also used to
                            load or handle demolition materials. Provides rapid excavation for
                            construction and repair of runways, roads and trails, railroads,
                            pipelines, waterways, and quarry operations. Larger hydraulic
                            excavators may require some dismantling in meeting mobilization
                            requirements. Dismantled pieces usually require additional
                            mobilization support. Multiple accessories are available for varying
                            tasks.


Hydraulic Excavator
(Medium Mass
Excavation 4cy to
1.75cy Buckets)             Track undercarriage construction equipment that is a track-mounted,
                            hydraulic-controlled, excavating system used to excavate and load
                            earth, blasted rock, sands, and other types of aggregate, also used to
                            load or handle demolition materials. Provides rapid excavation for
                            construction and repair of runways, roads and trails, railroads,
                            pipelines, waterways, and quarry operations. Slightly smaller than the
                            larger hydraulic excavator category, these usually do not require
                            dismantling for mobilization requirements. If dismantling is considered,


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                            it may require additional mobilization support. Multiple accessories are
                            available for varying tasks.

Hydraulic Truck Cranes       Highly flexible and mobile self-propelled cranes that can be deployed
                            with ease. They usually do not require any setup or special
                            mobilization
                            consideration. Depending on the actual lifting requirements, these
                            cranes come in various sizes and capabilities. Stabilizers include
                            outrigger for stability.

Hyperspectral Imaging
Support Team Civil Air
Patrol (CAP)                A CAP Hyperspectral Imaging Support Team provides specialized
                            ground support to analyze and interpret data provided by CAP
                            ARCHER Hyperspectral Imaging systems. ARCHER is an airborne
                            reconnaissance asset that is only available through the CAP at the
                            request of Federal, State, and local agencies being fielded in 2004.

                                                 I

Ice Search and Rescue
Team (Water Rescue
Team; Public Safety
Dive Team)                  Team locates and rescues individuals trapped under ice-capped water.

Illumination Unit
(Lighting Plant)            A portable light-generating unit capable of providing three to six lights
                            of
                            500 watts each with extension cords from 500 feet to 1,000 feet to
                            provide specified level of illumination capacity.

Incident Management
Team                        A command team comprised of the Incident Commander (IC),
                            appropriate command, and general staff personnel assigned to an
                            incident. (Source: FIRESCOPE)

Incident Management
Team, Animal Protection     An Animal Protection Incident Management Team, when deployed, will

                            asses the emergency situation and determine the number of
                            operational strike teams that will be required for rescuing, transporting,
                            and sheltering of animals.

Incident Management
Team, Firefighting          An Incident Management Team is an interagency organization under
                            the auspices of NWCG composed of the Incident Commander (IC) and
                            appropriate general and command staff personnel assigned to an
                            incident, trained and certified to the Type I level. Type I level personnel


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                            possess the highest level of training available and are experienced in
                            the management of complex incidents.

Individual Assistance
Disaster Assessment
Team                        An Individual Assistance Disaster Assessment Team is responsible for
                            providing expert assessments of the disaster situation pertaining to
                            claims for individual assistance and other programs.

Individual Assistance
Disaster Assessment
Team Leader                 An Individual Assistance Disaster Assessment Team Leader is the
                            individual responsible for leading the individual assistance disaster
                            assessment team and possesses an administrative knowledge of
                            Individual Assistance areas. (See Individual Assistance Disaster
                            Assessment Team.)

In-House                    Assets or expertise specifically owned, possessed, directed, and/or
                            controlled by the responding entity.

Instrument Flight Rules
(IFRI)                      Set of rules, guidelines, and procedures that the Federal Aviation
                            Administration (FAA) has established for pilots to operate aircraft in
                            marginal weather conditions, usually defined as ceilings below 1,000
                            feet/ visibility less than 3 miles.

Interagency Buying
Team, Firefighting          The Interagency Wildland Fire Community supports a Buying Team. A
                            National Buying Team supports the procurement efforts through the
                            local administrative staff and is authorized to procure a wide range of
                            services, supplies, and land and equipment rentals. In addition, the
                            buying team leader has the responsibility of coordinating property
                            accountability with the supply unit leader.

International Medical
Surgical Response
Team (IMSuRT),
National Disaster
Medical System (NDMS)       An IMSuRT is a volunteer group of medical and non-medical
                            individuals,
                            usually from the same State or region of a State, that has formed a

                            response team under the guidance of the NDMS and the State
                            Department, and whose personnel and equipment give it deployable
                            medical and surgical treatment capability, worldwide. It is the only
                            NDMS medical team with surgical operating room capability. Full team
                            consists of roughly 26 personnel, which is a mix of physicians, nurses,
                            medical technicians, and allied personnel.



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                                                 J

                                                 K



                                                 L

Lattice Truck Cranes        This is the larger of the wheel cranes. Usually used for long-term
                            applications where significant weights and reaches are a factor.
                            Stabilizers include outriggers for stability. Several mobilization units will
                            be required to transport boom units and counterweights. Set-up time
                            can be accomplished with relative ease and speed once all
                            components are available for assembly.

Law Enforcement
Aviation – Fixed-Wing       Fixed-wing aircraft of various sizes used for surveillance, extraditions,
                            personnel, and cargo transportation.

Law Enforcement
Aviation – Helicopters –
Patrol and Surveillance     Helicopters of various sizes to provide multifunction aerial support for
                            ground operations.

Law Enforcement
Canine Teams –
Cadaver Detecting Dogs      Patrol dogs trained to find and passively alert on decaying human
                            tissues, bones, and fluids.

Law Enforcement
Canine Teams –
Explosive Detecting
Dogs                        Patrol dogs trained to detect and passively alert on a variety of odors
                            indicating the presence of explosive devices.

Law Enforcement
Canine Teams –
Narcotics Detecting
Dogs                        Patrol dogs capable of finding and alerting on cocaine, marijuana,
                            methamphetamines, heroin, and their derivatives.

Law Enforcement
Canine Teams – Patrol
Dogs (K-9s)                 Trained canine units providing law enforcement with a non-lethal
                            means of apprehending dangerous criminal offenders; detecting
                            intruders and
                            alerting handlers to their presence; pursuing, attacking, and holding


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                            criminal offenders who resist apprehension; searching and clearing
                            buildings and large open areas for criminals; tracking lost children or
                            other persons; detecting the presence of certain narcotics, explosives,
                            and tobacco products; locating deceased subjects, crime scenes, and
                            minute physical evidence; and providing a strong psychological
                            deterrent to certain types of criminal misconduct.

Law Enforcement Dive
Teams – Evidence
Recovery                    Underwater teams used to recover evidence.

Law Enforcement Dive
Teams – Recovery            Underwater teams used to recover drowning victims and lost vessels.

Liquid Splash-Protective
Ensemble                    Multiple elements designed to provide a degree of protection for
                            emergency response personnel from adverse exposure to the inherent
                            risks of liquid-chemical exposure occurring during hazardous materials
                            (HazMat) emergencies and similar operations. The liquid splash-
                            protective ensemble is either an encapsulating or non-encapsulating
                            ensemble. (National Fire Protection Association [NFPA] Standard #
                            1992)

Low-Angle Rope
Rescue (Rope Rescue)        Rescue in which the load is predominately supported by itself and not
                            the rope rescue system.

                                               M

Management Support
Team (MST), National
Disaster Medical
System (NDMS)               An MST is a command and control team that provides support and
                            liaison functions for other NDMS teams in the field. MSTs are usually
                            staffed by a mix of Federal employees and are constituted on an ad-
                            hoc, mission specific basis. An MST (perhaps as small as one or two
                            individuals) always accompanies an NDMS unit on a deployment.

Mine and Tunnel Search
and Rescue Team             A specially trained and equipped team that searches for, rescues,
                            and/or recovers individuals from working or abandoned mines and
                            tunnels.


Mine Rescue Team
(Confined Space
Rescue)                     Team locates and rescues individuals lost or trapped in active or
                            abandoned mine shafts or other belowground entrapments.


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Mobile Communications
Center (Mobile
Emergency Operations
Center [EOC]; Mobile
Command Center;
Continuity of Operations
Vehicle)                    A vehicle that serves as a self-sustaining mobile operations center
                            capable of operating in an environment with little to no basic services,
                            facilitating communications between multiple entities using an array of
                            fixed and/or wireless communications equipment, providing
                            appropriate work space for routine support functions, and providing
                            basic services for personnel in short-term or long-term deployments.

Mobile Feeding Kitchen
(Mobile Field Kitchen;
Rapid Deployment
Kitchen)                    A containerized kitchen that can be positioned forward in fulfillment of
                            Emergency Support Function (ESF) #11 – Food and Water. The units
                            are used to support feeding operations at emergency incidents.

Mobile Field Force
(Crowd Control Teams;
Riot Dispersal Team)        Police units trained in handling large crowds and riot situations,
                            including specialized training in crowd dispersal, tactics, and special
                            weapons.

Mobile Kitchen Unit          unit designed and constructed to dispense food for incident personnel
                            providing a specified level of capacity.

Mountain Search and
Rescue Team
(Wilderness Rescue
Team)                       Team searches for and rescues people either above the timberline or
                            in
                            high-angle areas below the timberline, which can include glacier,
                            crevasse, backcountry, alpine search and rescue, and other aspects of
                            the environment.

                                                N

National Urban Search
and Rescue (US&R)
Incident Support Team
(IST)                       ISTs are components of ERT-As that provide Federal, State, and local

                            officials with technical assistance in the acquisition and use of search
                            and rescue resources through advice, Incident Command assistance,
                            management, and coordination of US&R task forces and obtaining
                            logistic support.

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National Strike Force,
U.S. Coast Guard            The U.S. Coast Guard National Strike Force was created in 1973 as a
                            Coast Guard special force under the National Contingency Plan
                            (NCP/see 40 CFR 300.145) to respond to oil and hazardous chemical
                            incidents. The NSF consists of three interoperable regionally based
                            Strike Teams: Atlantic, Gulf and Pacific, and the Public Information
                            Assist Team (PIAT). The NSF supports USCG and EPA Federal On-
                            Scene Coordinators (FOSCs) to protect public health, welfare, and the
                            environment. In recent years, the capabilities have been expanded to
                            include response to weapons of mass destruction (WMD) incidents, as
                            well as incident management assistance.



                                                O

Occupational Health &
Safety Specialists
(Occupational
Physicians;
Occupational Health
Nurses; Industrial
Hygienists;
Occupational Safety
Specialists;
Occupational Safety &
Health Technicians;
Health and Safety
Inspectors; Industrial
Hygienists)                 Personnel with specific training in occupational safety and health and
                            topics such as workplace assessment or occupational medicine.
                            Occupational health and safety specialists and technicians help keep
                            workplaces safe and workers in good health unscathed. They promote
                            occupational health and safety within organizations by developing
                            safer, healthier, and more efficient ways of working. They analyze work
                            environments and design programs to control, eliminate, and prevent
                            disease or injury caused by chemical, physical, and biological agents
                            or ergonomic factors. They may conduct inspections and enforce
                            adherence to laws, regulations, or employer policies governing worker
                            health and safety.




                                                P

Paramedic                   A practitioner credentialed by a State to function at the advanced life
                            support (ALS) level in the State Emergency Medical Services (EMS)

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                            system.

Personal Protective
Equipment (PPE)             Equipment and clothing required to shield or isolate personnel from the
                            chemical, physical, thermal, and biological hazards that may be
                            encountered at a hazardous materials (HazMat) incident. (National
                            Fire
                            Protection Association [NFPA] Standard # 472)

Public Assistance
Coordinator (PAC)           The Public Assistance Coordinator (PAC) is a subsection of the Public
                            Assistance Team (PAT). The PAC is assigned to work with a Public
                            Assistance (PA) applicant from declaration to funding approval. The
                            PAC must possess an in-depth working knowledge of disaster relief
                            laws, regulations, PA programs, and recovery roles of government and
                            the private sector.

Public Safety Dive Team     Team assists with location and recovery of drowning victims, evidence
                            in criminal cases, and abandoned vehicles and provides safety divers
                            for special events.

Public Safety Dive
Team, Law Enforcement
(Dive Team)                 A Law Enforcement Public Safety Dive Team is a group of law
                            enforcement divers equipped and trained to perform a variety of
                            functions, including evidence search and recovery.


                                               Q

                                               R

Radio Direction Finding
Team (Electronic
Search Team)                Teams use radio direction finding equipment to locate distress
                            beacons
                            (such as emergency locator transmitters, emergency position
                            indicating
                            radio beacons, and personal locator beacons). Beacons may be
                            located in remote or populated areas, as teams can expect to work in
                            varied localities, including airfields, marinas, and geographically
                            secluded areas.

Radiological Material       Any material that spontaneously emits ionizing radiation. (National
                            Fire
                            Protection Association [NFPA] Standard # 472)




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Rapid Needs
Assessment (RNA)
Team                          Team provides a rapid assessment capability immediately following a
                              major disaster or emergency. The RNA Team will collect and provide
                              information to determine requirements for critical resources needed to
                              support emergency response activities. The RNA Team is responsible
                              for assessing both overall impact of a disaster event and determining
                              Federal and/or State immediate response requirements.

Release                       Any spilling, leaking, pumping, pouring, emitting, emptying,
                              discharging,
                              injecting, escaping, leaching, dumping, or disposing into the
                              environment (including the abandonment or discharging of barrels,
                              containers, and other closed receptacles containing any hazardous
                              substance or pollutant or contaminant). (Section 101[22] CERCLA)

Rescue                        To access, stabilize, and evacuate distressed or injured individuals by
                              whatever means necessary to ensure their timely transfer to
                              appropriate care or to a place of safety.

Rope Rescue (High-
Angle Rescue; Low-
Angle Rescue;
Technical Rescue)             To rescue through the use of rigging techniques, anchor systems,
                              belays, mechanical advantages, subject extrication techniques, and
                              low- and high angle rescue techniques.

                                                  S

Search                        To locate an overdue or missing individual, individuals, or objects.

Search Suit                   Suit made of Kevlar® and Nomex 3, often used by, but not limited to,
                              bomb squad personnel, significantly lighter than bomb suits; allows
                              user to conduct search with increased mobility.

Shelter Management
Team                          Team provides managerial and operational support for a shelter during
                              an emergency. Responsibilities of the team may include all or some of
                              the following: operating the shelter; establishing security; ensuring the
                              availability of adequate care, food, sanitation, and first aid; selecting
                              and training personnel to perform operational tasks; monitoring
                              contamination; performing decontamination; establishing exposure
                              control and monitoring; monitoring overpressure and filtration systems;
                              performing post-event reconnaissance; and directing egress.

Sheltering Team, Large
Animal, Animal
Protection                    An Animal Protection Large Animal Sheltering Team will deploy for a

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                            minimum of 7 days and will be responsible for advising and supporting
                            local efforts in setting up a large animal shelter.

Sheltering Team, Small
Animal, Animal
Protection                  An Animal Protection Small Animal Sheltering Team will deploy for a
                            minimum of 7 days and will be responsible for advising and supporting
                            local efforts in setting up a small animal shelter.

Special-Needs Shelter        A refuge specifically designed to accommodate individuals with
                            special
                            medical needs who are not ill enough to require hospitalization. These
                            shelters are supported by volunteer doctors and nurses and often have
                            backup electric capability to support those with medical equipment
                            reliant on electricity.

Sustainability              Ability to continue response operations for the prescribed duration
                            necessary.

Special Weapons and
Tactics (SWAT)/Tactical
Teams                       SWAT teams are specially trained to handle high-risk situations and
                            specialized tactical needs. Team members have advanced skills
                            beyond that of typical patrol officers.


 Strike Team, Large
 Animal Rescue, Animal
 Protection                 An Animal Protection Large Animal Rescue Strike Team is a six-
                            member team capable of completing an average of one rescue every
                            30 minutes in a suburban setting and one rescue every hour in rural
                            settings.

 Strike Team, Small
 Animal Rescue, Animal
 Protection                 An Animal Protection Small Animal Rescue Strike Team is a six-
                            member team capable of completing an average of one rescue every
                            30 minutes in a suburban setting and one rescue every hour in rural
                            settings.

Swift Water Search and
Rescue Team (Flood
Search and Rescue;
Water Rescue Team)          Team conducts surface search and rescue operations on waterways
                            where the water is moving fast enough to produce sufficient force to
                            present a life and safety hazard to a person entering it.




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                                                T

Tender, Foam
(Firefighting Foam
Tender)                     The apparatus used to mix concentrate with water to make solution,
                            pump, and mix air and solution to make foam, and transport and apply
                            foam.

Tender, Fuel (Fuel
Tender)                     Any vehicle capable of supplying fuel to ground or airborne equipment.

Tender, Helicopter
(Helicopter Tender)         A ground service vehicle capable of supplying fuel and support
                            equipment to helicopters.

Total Containment
Vessel (TCV)                A TCV is designed to transport explosive or chemical devices, fully
                            enclosed. Used for explosive and hazardous materials (HazMat).

Tractor Trailer             Truck with a trailer attachment used for mobilization of various goods,
                            supplies, and equipment. Predominately used for moving equipment,
                            either long distances, overweight and over-width equipment, or
                            equipment not permitted for over the road purposes, including track
                            equipment. Trailers are either fifth-wheel mounted or tow behinds,
                            depending on the size of the load. Also used for long- and short-haul
                            needs, including smaller equipment. Loading and off-loading can be
                            accomplished from either the front or the rear. Usually the rear loading
                            will require ramps. If loading is done from the front, the trailer will be
                            detached from the truck allowing use of the small ramps for loading
                            purposes. Front-end loading using a detachable trailer is usually used
                            for oversized equipment. Payloads can be as much as 80,000 pounds
                            and more if permitted.

Transport Team, Large
Animal, Animal
Protection                  An Animal Protection Large Animal Transport Team will deploy for a
                            minimum of 5 days and will be responsible for transporting large
                            animals from a disaster site. All required vehicles will accompany
                            team.

Transport Team, Small
Animal, Animal
Protection                  An Animal Protection Small Animal Transport Team will deploy for a



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                           minimum of 5 days and will be responsible for transporting large
                           animals from a disaster site. All required vehicles will accompany
                           team.

Tub Grinder                Specialized equipment designed to grind heavy brush, pallets,
                           demolition material, land-clearing debris, and yard waste. Units are
                           equipped with hammer mills ranging from 26 inches to 36 inches that
                           serve as steel fixed hammers or doubled-edged cutting tools. Tub
                           grinders possess hydraulic tub tilt to provide safe access to the
                           hammer mill during maintenance, and have a horsepower range from
                           157 to 1,050. Tub grinders shrink space requirement by a ratio of 10:1
                           yards. Feeding the equipment requires either a front-end loader or
                           other hydraulic equipment such as an excavator with a thumb
                           attachment or cherry picker. Processed materials can be stockpiled
                           using conveyor systems or with stockpiled using a front-end loader.
                           Depending on the size of the equipment’s processing capabilities, it
                           may be possible to feed and stockpile with one front-end loader.
                           Equipment operations and controls are remotely managed, usually
                           away from any potential flying debris. Mobilization is required, either
                           with a tractor-trailer hook-up, fifth-wheel only, or pindle-hook option.
                           The processing area should be firm soil with sufficient room for
                           stockpiling preand post-products; however, track tub grinders are
                           available for special processing needs. Over-width escort services
                           would be used for wide loads.

Tug Boat                   Tugboats are commercial water vessels that move or assist in the
                           movement of propelled and non-propelled water vessels, primarily with
                           ship docking and barge towing. Ship-assist tugs are generally port or
                           harbor related, while barge towing tugs are typically port-to-port
                           transporters up and down rivers, inlets, and the coastline. With
                           different sizes and modifications for varying tasks, tug boats require
                           specially trained operators or captains licensed and subject to
                           jurisdiction of the U.S. Coast Guard, and are also subject to random
                           drug and alcohol testing procedures. Crew manifests generally range
                           from 2 to 6+ individuals, including a captain and an inland waterways
                           river pilot, required by law, who serves as servant to the vessel master.
                           Docking pilots (specialists) should be used where possible, as they
                           serve to enhance communications between the assisted ship and the
                           tugboat in “unfamiliar waters.” These crewmembers will, at times, live
                           on the tug itself or on-call from nearby homes, and have a varying
                           schedule dependent on the tug company. Tugboats also consist of
                           model bows or pointed bows for towing while push tugs have square
                           bows.
                           Specially equipped tugboats can be specialized to serve as spray
                           boats or firefighting boats for the purposes of emergency situations.
                           Tugboats
                           strongly rely on the need for communication as many assisted ships
                           either originate in foreign countries or are unfamiliar with inland or
                           harbor waters. In emergencies, the U.S. Coast Guard houses a


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                            master list of tug boats that can be contacted for assistance. Most tug
                            boat owners and operators may belong to their trade association, the
                            American Waterways Operators (AWO).

                                                U

Urban Search and
Rescue (US&R)               US&R involves the location, rescue (extrication), and initial medical
                            stabilization of victims trapped in confined spaces.

Urban Search and
Rescue (US&R) Task
Force (US&R Team)           Federal asset that conducts physical search and rescue in collapsed
                            buildings; provides emergency medical care to trapped victims;
                            assesses and controls gas, electrical services, and hazardous
                            materials (HazMat); and evaluates and stabilizes damaged structures.

                                                V

Vapor Protective
Ensemble                    A vapor protective ensemble or garment that is intended for use in an
                            unknown threat atmosphere or for known high health risk atmospheres
                            is vapor tight, and is in compliance with National Fire Protection
                            Association (NFPA) Standard # 1991, “Standard on Vapor-Protective
                            Ensembles for Hazardous Materials Emergencies.”

Veterinary
Epidemiologist              A practitioner who studies factors influencing existence and spread of
                            diseases among humans and animals, particularly those diseases
                            transmissible from animals to humans. Required to hold degree of
                            Doctor of Veterinary Medicine.

Veterinary Medical
Assistance Team
(VMAT), National
Disaster Medical
System (NDMS)               VMATs are volunteer teams of veterinarians, technicians, and support
                            personnel, usually from the same region, that have organized a
                            response team under the guidance of the American Veterinary Medical
                            Association and the NDMS, and whose personnel have specific
                            training in responding to animal casualties and/or animal disease
                            outbreaks during a disaster. They help assess medical needs of
                            animals, and conduct animal disease surveillance, hazard mitigation,
                            biological and chemical terrorism surveillance, and animal
                            decontamination. Usually includes a mix of veterinarians, veterinary
                            technicians, support personnel, microbiologists, epidemiologists, and
                            veterinary pathologists.


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Visual Flight Rules
(VFR)                       Set of Federal Aviation Administration (FAA) rules, guidelines, and
                            procedures that apply to aircraft when a pilot is conducting flight with
                            visual reference to the ground.

Volcano Search and
Rescue Team
(Wilderness Rescue
Team)                       Team provides technical rescue, avalanche rescue, and other aspects
                            of mountain rescue services applicable for search and rescue
                            operations in and around the surface of a volcano.

Volunteer Agency
Liaison (VAL)               The Volunteer Agency Liaison serves as the central point between
                            government entities and volunteer organizations in the coordination of
                            information and activities of VOADs (Volunteer Organizations Active in
                            Disasters) responding in times of disaster.

                                                W

Water Purification Team
(Emergency Water
Teams)                      A water purification team is a specialized team designed to support the
                            Emergency Water Mission in support of the Federal Response Plan
                            (FRP). Teams provide an emergency supply of potable water, both
                            bottled and bulk, to include procurement, transportation, and
                            distribution to impacted areas for usage by both the general public and
                            response personnel. FEMA, who is the lead agency under the FRP for
                            coordinating all Federal activities following a natural disaster or
                            manmade emergency, assigned the Department of Defense (U.S.
                            Army Corps of Engineers) as the lead agency in support of Emergency
                            Support Function (ESF) #3 – Public Works and Engineering, that
                            includes tasking of emergency potable water. Team members are fully
                            trained and knowledgeable of water certification requirements and
                            daily consumption rates, the procurement process including the
                            Advanced
                            Contracting Initiative (ACI) Water Contract, which is a supply and
                            service contract for procuring bottled and bulk water, transportation,
                            security measures, distribution processes, emergency management,
                            and have previously worked with or able to build rapport with State and
                            local governments. Teams coordinate with FEMA, State and local
                            governments, and other ESF elements to scope the magnitude of
                            the water mission. After mission scoping, teams assist FEMA in writing
                            the mission assignment and tasks, estimating mission-funding
                            requirements, and assessing when all emergency needs have been
                            met and the water mission can be closed out. Emergency water teams
                            are responsible for timely procurement and delivery of potable water to
                            all Staging Areas and distribution sites. Teams are deployed on 30-day
                            rotations, with 3 to 5-day transition periods, however, the average

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                           water mission only lasts about 2 to 3 weeks. In events with warning,
                           such
                           as hurricanes, emergency water teams are predeployed to the region
                           and contract for the delivery of a small amount of potable water to
                           predesignated Staging Areas so that water deliveries can begin
                           immediately following the event. Following the event, the teams focus
                           on meeting all post-declaration water mission mandates tasked by
                           FEMA to ESF #3, including mass distribution at appropriate staging
                           areas.

Water Search and
Rescue Team                Team conducts surface and subsurface search and rescue operations
                           in all-water environments, including swift water and flood conditions.
                           Water rescue teams come with all team equipment required to safely
                           and effectively conduct operations. Water rescue teams can be
                           assigned to special events to provide for the safety of citizens.

Water Truck                A truck with a permanently mounted water tank with the capabilities of
                           dispensing potable or nonpotable water. The dispensing is handled
                           through gravity or pumped. For pumping action, the truck’s engine or
                           transmission is usually used to generate the requirement dispensing
                           energy. Uses can range from delivering potable water to shelter
                           locations, nonpotable form for irrigation, assisting in wildfire situations,
                           dust control, compaction requirements, flushing of storm conveyance
                           sanitary sewer lines, and washing areas of dirt, debris, and dust.

Weapons of Mass
Destruction (WMD)          (1) Any destructive device as defined in section 921 of this title
                           (“destructive device” defined as any explosive, incendiary, or poison
                           gas, bomb, grenade, rocket having a propellant charge of more than 4
                           ounces, missile having an explosive or incendiary charge of more than
                           1/4 ounce, mine or device similar to the above); (2) any weapon that is
                           designed or intended to cause serious bodily injury through the
                           release, dissemination, or impact of toxic or poisonous chemicals, or
                           their precursors; (3) any weapon involving a disease organism; or (4)
                           any weapon that is designed to release radiation or radioactivity at a
                           level dangerous to human life. (United States Code, Title 18-Crimes
                           and Criminal Procedure, Part I-Crimes, Chapter 113B-Terrorism, Sec.
                           2332a)

Wheel Dozer                A wheel dozer is a rubber-tired piece of equipment used for spreading
                           and compacting without vibratory means. This equipment can
                           accomplish mass leveling tasks for agriculture, construction, forestry,
                           heavy construction, industrial needs, open pit mining, and similar earth
                           moving requirements. Rubber tires contribute by compacting the earth
                           being moved during the process of leveling. Leveling in layers to
                           maximize density requirements usually performs this action.
                           Layered leveling limits will also be accommodated by the weight and
                           size of the equipment being employed. Equipment can operate on


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                           slight slopes. Equipment capacities can vary from 100,000 lbs. at 33
                           yd³ to 22,000 lbs. at 3.5 yd³. Mobilization is usually required. A front-
                           end loading detachable trailer is usually the preferred option. Over-
                           width escort services would be used for wide loads.

Wheel Loaders (Large:
41cy to 8cy)               Rubber-tired equipment used for moving and/or loading large masses
                           of various aggregate materials or demolition debris. Materials are
                           usually loaded into material carrying equipment, such as dump trucks
                           or stockpiled, processed, and/or moved around onsite. Accessories
                           are also available for handling bulky materials/waste. A tractor-trailer
                           unit usually handles the mobilization. Depending on the bucket size,
                           dismantling is usually not an issue. Depending on the width, a
                           transport permit may be required, along with escort services.

Wheel Loaders (Medium
to Small: 7cy to 2cy)      Rubber-tired equipment used for moving and/or loading small to large
                           masses of various aggregate materials or demolition debris. Materials
                           are usually loaded into material carrying equipment, such as dump
                           trucks or stockpiled, processed, and/or moved around onsite.
                           Accessories are also available for handling bulky materials/waste. A
                           tractor-trailer unit usually handles the mobilization but is not necessary
                           for some pieces of equipment. Mobilization without a transport usually
                           requires an operator’s license. Usually the width of this equipment
                           does not require a transport permit but may still require an escort
                           service.

Wilderness Search and
Rescue Team (Ground
Search and Rescue)         Team provides response search and rescue services, including all-
                           weather search and rescue of missing persons, search and rescue
                           management capabilities, trained ground search teams of all levels,
                           technical rescue specialists, specialized wilderness medical personnel,
                           and safety and survival education.

Wilderness Search and
Rescue Team (Ground
Search and Rescue
Team)                      Team provides ground search and rescue services, including all-
                           weather search and rescue of missing persons, search and rescue
                           management capabilities, evidence collection, trained ground search
                           teams of all levels, technical rescue specialists, specialized wilderness
                           medical personnel, and safety and survival education.

WMD Chem/Bio               A shorthand phrase for “weapons of mass destruction,
                           chemical/biological,” in reference to those substances that were
                           developed by military institutions to create widespread injury, illness, or
                           death.



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                                                X


                                                Y


                                                Z

Zone, Contamination
Reduction (Warm Zone)       The area between the Exclusion Zone and the Support Zone. This
                            zone
                            contains the personnel decontamination station. This zone may require
                            a lesser degree of personnel protection than the Exclusion Zone. This
                            separates the contaminated area from the clean area and acts as a
                            buffer to reduce contamination of the “clean” area. (U.S. Coast Guard
                            Incident Management Handbook, 2001 edition)


Zone, Exclusion (Hot
Zone)                       The area immediately around a spill or release and where
                            contamination does or could occur. The innermost of the three zones
                            of a hazardous substances/material incident. Special protection is
                            required for all personnel while in this zone. (U.S. Coast Guard
                            Incident Management Handbook, 2001 edition)

Zone, Support (Cold
Zone)                       The “clean” area outside of the contamination control line. In this area,
                            equipment and personnel are not expected to become contaminated.
                            Special protective clothing is not required. This is the area where
                            resources are assembled to support the hazardous
                            ubstances/materials
                            release operations. (U.S. Coast Guard Incident Management
                            Handbook,
                            2001 edition)




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Financial Management Element

I. Introduction

       A. This element provides financial management guidance to the Wayne County
          Emergency Management Agency and other departments and organizations with
          emergency management responsibilities detailed in the Comprehensive Emergency
          Management Plan, to ensure that funds are provided and financial operations
          conducted in accordance with county policies and procedures during the response
          and recovery phase of a significant emergency or disaster.

          Additional funds may be made available through special appropriations of the
          county council or any subjurisdictions affected by the disaster or emergency.

       B. The cost of providing services, personnel, equipment personnel and resources
          during an emergency shall be borne by the providing department, agency or
          organization.

       C. The type of emergency or disaster will dictate the procedures and amounts
          expended.

       D. Records must be maintained of all expenditures and obligations for manpower,
          equipment and materials. Logs, formal records and file copies of expenditures to
          provide clear and reasonable accountability and justification for reimbursement
          shall be maintained. This will facilitate the final closeout and support activities of
          financial records.

II.    Responsibilities

       A. The Wayne County Emergency Management Agency Director will secure
          emergency funds for the operation of the Agency for the response and recovery
          phases of an emergency or disaster and direct efforts to secure additional
          emergency appropriations.

       B. The Emergency Management Agency Secretary will be responsible for preparing
          financial records, claims, vouchers and maintaining appropriate records and
          reports for the agency. Bill for goods and services utilized by the agency are
          received by the secretary who prepares an Accounts Payable Voucher. The
          bill/invoice and completed voucher is submitted to the Auditor for processing and
          payment.

       C. The Emergency Management Agency Director and Deputy Director have approval
          and signature authority for the expenditure of agency funds.




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       D. The Wayne County Auditor will have primary responsibility for financial
          management functions during an emergency or declared disaster and serve as the
          financial advisor to the Emergency Management Agency Director and E.O.C.
          staff. The County Auditor, or designated staff is to report to the E.O.C., when
          activated to advise on financial matters and various financial documentation
          generated by the response and recovery efforts. The Auditor has signature
          authority for disaster funds and shall work closely with all county departments
          and agencies to ensure that funds are properly managed.

       E. Other departments, agencies and organizations conducting activities under this
          plan will organize their operations to provide financial support for their activities.

III.   Funding Sources

       A. Emergency Management Agency Operating Budget is used for equipment,
          supplying and operating the EMA office and Emergency Operations Center.

       B. The Emergency Response Plan Fund is used to support the operations of the Local
          Emergency Planning Committee. Funds may be used for data management,
          planning, training and exercises.

       C. Operating funds/budgets of the various departments, agencies or organizations
          with emergency management responsibilities identified in the CEMP will be
          utilized to support emergency and disaster related operations.

       D. County General Fund- monies designated in the County General Fund may be “un-
          appropriated” and re-appropriated by County Council as needed to meet
          emergency demands.

       E. County Rainy Day Fund- has been established by Wayne County Council for
          emergency needs currently has $500,000.00 available in this fund. This amount
          may be increased as additional funds are available and this fund is renewed year to
          year. Funds may be appropriated by County Council.

       F. Federal Disaster Assistance- under a Federal Disaster Declaration qualifying
          departments, agencies, organizations and jurisdictions who perform emergency
          response work may be reimbursed for their expenses related to the disaster
          response.


IV.    Financial Management Operations

       A. Timely financial support for response activities will be critical to successful
          emergency response. Innovative and expeditions means may be used to achieve
          financial management objectives. Its is mandatory that generally accepted state

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          and county financial policies, principals and regulations be employed to ensure
          against fraud, waste and abuse and to achieve proper control and use of public
          funds.

       B. Each County subjurisdiction, municipality, department, agency or organization is
          responsible for providing its own financial services and support to its response
          operations in the field. Funds to cover eligible costs for response activities may be
          provided through reimbursement if a federal disaster declaration is approved.

       C. The procurement of resources will be in accordance with statutory requirements
          and established procedures regarding emergency and non-emergency conditions.

       D. Mitigation: Each jurisdiction, department, agency or other organization is required
          to use finances from their budget to mitigate potential emergency situation that
          may affect their organization.

       E. Preparedness: Each jurisdiction, department, agency or other organization should
          prepare for future emergency budgets by studying emergency response and
          identifying needs not met by their current budget.

       F. Response:

              1. Jurisdictions, departments, agencies and organizations may be required to
                 spend more than their allocated budget to effectively respond to an
                 emergency or disaster. Additional appropriations, emergency
                 appropriations and appropriations from other funds may have to be
                 requested.

              2. After departments, agencies and organizations begin their response
                 operations, it maybe necessary to prepare and submit a report projecting
                 the estimated funding needs for the duration of the emergency response.
                 The purpose of the estimate is to help establish the need for additional
                 appropriations or allocations from other available funds.

       G. Recovery: Contingency funds may be expanded for the repair, or replacement of
          any building or equipment which has been so damaged as to materially affect the
          public safety or has been destroyed, in accordance with Indiana Code Title 4-12-1-
          15.

V.     Financial Records and Supporting Documentation

       A. All agencies must maintain records, receipts and documents to support claims,
          purchases, reimbursements and disbursements. Reimbursement requests will be
          documented with specific details on personnel services, travel and other expenses.



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       B. Agencies requesting reimbursement will maintain all financial records, supporting
          documents, statistical records and other records pertinent to the provision of
          services or use of resources by that agency. These materials must be accessible to
          authorized representatives for the purpose of making audits, excerpts and
          transcripts.

VI.    Audit of Expenditures

       The expenditure of state and federal funds related to emergencies or disasters are
       subject to audit in accordance with state/federal statutes and audit procedures.




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                                 General Tasks Element

I. This element consists of those tasks common to all agencies and Emergency Support
   Functions. In addition, each Emergency Support Function element also has an Emergency
   Support Function specific checklist.

II. The checklists are divided into the four phases of emergency management. The checklists
    are designed to make it easier for your personnel to understand their roles before, during
    or after an event. The four phases are described as follows:

       a. A mitigation checklist section, mitigation actions include those that reduce
       the effects of a future disaster, lessen the likelihood of experiencing damaging
       effects, or remove the possibility of being affected.

       b. A preparedness checklist section, preparedness typically encompasses those
       actions where team members maintain a state of readiness, whether it be
       current lists of resources, updating procedures, or conducting training or
       exercises.

       c. A response checklist section, this includes actions such as notification,
       warning, activation, mobilization, assessment, coordination, documentation
       and protective actions, etc.

       d. A recovery checklist section, recovery actions consist of returning the
       community to normal.

III. Each section also includes, on the right side of the page, a notation identifying the
     "Resource". The primary agency listed will initially accomplish the task or identify
     another support agency.


GENERAL TASKS




      Mitigation Task                                             Resource


       Identify critical facilities that are vulnerable,
                                                                   All Agencies
       evaluate that vulnerability, and determine what
1-1
       mitigation actions could be taken to prevent or
                                                                   Hazards Analysis
       reduce that vulnerability.



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       Identify potential funding sources that are available
1-2                                                            All Agencies
       for mitigation.

       Investigate new technology and procedures for
1-3    utilization in completing Emergency Support             All Agencies
       Function goals and objectives.

       Identify areas where mutual aid agreements and
       memorandums of understanding are needed with
1-4                                                            All Agencies
       support agencies and ancillary or contract support
       services.

       Identify Emergency Support Function
       leads/supervisors and their shift change and
1-5                                                            All Agencies
       staffing procedures for State Emergency
       Operations Center activation and field operations.

       Identify requirements for hazard-specific resources
1-6                                                            All Agencies
       and equipment.

       Identify requirements for Emergency Support
       Function specific standard operating procedures,
1-7                                                            All Agencies
       plans, and checklists for lead and support
       agencies.

       Identify Emergency Support Function specific
1-8                                                            All Agencies
       training requirements.


       Identify Emergency Support Function weaknesses
1-9                                                            All Agencies
       for exercise




      Preparedness Task                                    Resource


       Develop and maintain Standard Operating
       Procedures/Guidelines and other plans and
1-10   procedures necessary for Emergency Support           All Agencies
       Function and its support agencies to operate
       efficiently.

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       Develop and conduct training and education
1-11   programs for Emergency Support Function           All Agencies
       staff, including training on TracSys.

       Develop and maintain roster of Emergency
       Support Function leads/supervisors, including
1-12   shift change and staffing procedures, for State   All Agencies
       Emergency Operations Center activation and
       field operations.

       Develop and maintain an Emergency Support
1-13   Function manpower list, delineating               All Agencies
       specialized skills of personnel.

       Develop and maintain resource and
1-14                                                     All Agencies
       equipment lists.

       Develop and maintain contact lists with
1-15   essential information (address, telephone,        All Agencies
       cell, and facsimile numbers, email) included.

       Develop and maintain mutual aid agreements
       and memorandums of understanding with
1-16                                                     All Agencies
       support agencies and ancillary or contract
       support services.

       Develop lists of hazard-specific resources and
1-17                                                     All Agencies
       equipment needs.

       Ensure that copies of all necessary
       Emergency Support Function specific
1-18   emergency manuals, plans, procedures and          All Agencies
       other reference materials are located at the
       State Emergency Operations Center station.

       Provide guidance on state and federal
1-19                                                     All Agencies
       regulations.

       Ensure that agency representatives can
1-20   access their respective agencies’ information     All Agencies
       networks.



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       Develop or participate in two exercises per
1-21                                                     All Agencies
       year.




      Response Task                                     Resource


       Assess scope, magnitude, and extent of
1-22   incident. Determine extent of hazard              All Agencies
       remaining.

       Activate Emergency Support Function and its
1-23   personnel, based on incident assessment.          All Agencies
       Institute Unified Command, if needed.

       Obtain status report on State activities, upon
1-24                                                     All Agencies
       reporting to Emergency Operations Center


       Collect information concerning Emergency
1-25                                                     All Agencies
       Support Function field activities.


       Assist in the development of the incident
1-26                                                     All Agencies
       action plan.

       Provide situation reports of Emergency
1-27   Support Function activities to Emergency          All Agencies
       Operations Center supervisor as required.


1-28   Attend meetings for periodic situation updates.   All Agencies


       Document incoming and outgoing
1-29                                                     All Agencies
       notifications.


       Maintain record of actions taken, using
1-30                                                     All Agencies
       TracSys system.




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       If Joint Information Center(s) are activated,
1-31   send Emergency Support Function                      As dictated by mission
       representative to its location(s).

       Request Federal assistance/resources as
1-32                                                        All Agencies
       needed.

       Interface with Federal personnel to coordinate
1-33   the Emergency Support Function information           All Agencies
       and planning functions/activities, as needed.




       Recovery Task                                              Resource


        Ensure Emergency Support Function personnel have
1-34                                                               All Agencies
        been decontaminated, when applicable.

        Collect and inventory all Emergency Support Function
1-35    equipment and resources and have been                      All Agencies
        decontaminated, when applicable.

        Provide guidance on state and federal rules and
1-36                                                               All Agencies
        regulations.


        Ensure that all staff is properly debriefed, to include
1-37                                                               All Agencies
        mental health debriefings if appropriate.


1-38    Prepare appropriate After Action Reports.                  All Agencies




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            Introduction to the Emergency Support Function Tasking Checklists

   The attached checklists are designed to assist personnel assigned to each emergency
   support function in accomplishing those tasks that need to be performed in a significant
   emergency or disaster. Each ESF is intended to provide guidance to the Primary
   Coordinating Agency and the assigned Agency Coordinators in planning and
   implementing the ESF. Checklist Task Assignments are intended as a guide for general
   emergency planning, response and recovery activities. Specific requirements of an actual
   emergency may have various other tasks that need to be addressed, or tasks that may not
   apply.

   Each ESF tasking checklist is prefaced by the following information intended for the
   Agency Coordinator operating from the activated Emergency Operations Center:

          Identifies the Mission of the Emergency Operations Center
          Identifies the Primary Coordinating Agency
          Identifies the assigned Support Agencies
          Provides a job Description for the ESF Agency Coordinator
          Identifies General Duties and Responsibilities
          Identifies Specific Duties and Responsibilities
          Identifies Priorities for implementing ESF plan response and allocating resources.

The tasking checklists are divided into four distinct sections of emergency management and
are designed to make it easier for ESF personnel to understand their roles before, during and
after an emergency or disaster event. The four phases are described below:

       A. A mitigation checklist section, mitigation actions include those that reduce the
          effects of a future disaster, lessen the likelihood of experiencing damaging effects,
          or remove the possibility of being affected.

       B. A preparedness checklist section, preparedness typically encompasses those
          actions where team members maintain a state of readiness, whether it be current
          lists of resources, updating procedures, or conducting training or exercises.

       C. A response checklist section, this includes actions such as notification, warning,
          activation, mobilization, assessment, coordination, documentation and protective
          actions, etc.

       D. A recovery checklist section, recovery actions consist of returning the community
          to normal.

Each section also includes a notation identifying the “Resource” on the right side of the
tasking assignments. The primary or support agency listed as the Resource for a specific task
will accomplish the task or identify another support agency who can accomplish the task.


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Each Emergency Support Function checklist has an “ESF” Change Record” included. This is
for use by the Primary Coordinating Agency and Agency Coordinators to communicate
recommended changes and updates to the Emergency Management Director for modifying
and updating the ESF and the Comprehensive Emergency Management Plan.




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                              Wayne County
                 Comprehensive Emergency Management Plan

                               Administrative Section

                                Support Documents

This Section Contains:


              Procedures for Requesting State Disaster Assistance

              Example Declaration of Local Disaster Emergency for a Town or City

              Example Declaration of Local Disaster Emergency Wayne County

              Resolution to the Governor Requesting A Major Disaster Declaration

              Local Situation Report

              Daily Situation Report




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                                     STATE OF INDIANA
       PROCEDURES FOR REQUESTING STATE DISASTER ASSISTANCE

     ALL AVAILABLE LOCAL RESOURCES MUST BE COMMITTED PRIOR
          TO DETERMINING IF STATE ASSISTANCE IS REQUIRED

                                                   STEP 1
       COORDINATE WITH THE COUNTY EMERGENCY MANAGEMENT AGENCY
       Office: (765) 973-9399 Pager: 1-800-589-6030 PIN 57755 (enter number for call back)
      Office Fax: (765) 962-6817    Email: ema@co.wayne.in.us        Home: (765) 966-1561

                                 STEP 2
                 ISSUE LOCAL DECLARATION OF EMERGENCY

                                    STEP 3
             PROVIDE THE FOLLOWING INFORMATION TO:
                  Indiana State Emergency Management Agency
        Emergency Only: 1-888-893-6003 Non Emergency: 1-800-669-7362
                                OR (317) 232 4762

                 IN NATURAL or                                    IN CIVIL DISTURBANCES
               MAN-MADE DISASTERS                                      Or TERRORISM
    * Name and title of person making request             * Name and title of person making request
    * Description of the disaster and its affects         * Description of the disaster and its effects
    * Statement of emergency response actions taken       * Statement of emergency response actions taken
    * Specific help needed                                * Estimate of the number of persons involved
    * Estimate of the number of persons affected          * Number of police officers committed and other
                                                            resources available and committed
    * Estimate of damage to public and private property   * Explanation of why force is inadequate

                         STEP 4
       CONFIRM THE REQUEST BY TELEGRAM OR TELEFAX:
                        FROM:             Wayne County Board of Commissioners or,
                                          Mayor, City of Richmond or,
                                          Town Board

                        TO:               Governor, State of Indiana
                                          ATTN: Director, State Emergency Management Agency
                                          Indiana Government Center South
                                          303 West Washington Street, Room 208E
                                          Indianapolis, Indiana 46204
                                          FAX Number (317) 232-4987



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                                               EXAMPLE
            DECLARATION OF LOCAL DISASTER EMERGENCY
                                         For a Town or City
                                                                        WAYNE COUNTY, INDIANA
                                                                      __________________ , 20___
AUTHORITY:

WHEREAS: The ______________________(Town/City), Indiana has been or is
immediately threatened by a (natural/man-made/technological disaster and or
conventional/nuclear/biological/chemical attack) and;

WHEREAS: The _______________