Appendix I NIMS Glossary And ICS Forms
Appendix INIMS Glossary and ICS FormsE/L/G 2300 INTERMEDIATE EMERGENCY OPERATIONS CENTER FUNCTIONS
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May 2019E/L/G 2300 Intermediate Emergency Operations Center FunctionsTable of ContentsNational Incident Management System . 5NIMS Management Characteristics . 5Common Terminology . 5Modular Organization . 6Management by Objectives . 6Incident Action Planning . 6Manageable Span of Control . 7Incident Facilities and Locations . 7Comprehensive Resource Management . 7Integrated Communications . 7Establishment and Transfer of Command . 8Unified Command . 8Chain of Command and Unity of Command . 8Accountability . 8Dispatch/Deployment. 8Information and Intelligence Management . 9ICS History and Features . 9Incident Command System. 9Incident Complexity, Complex Incidents and Incident Complex . 9Position Titles . 10ICS Organizational Structure and Elements . 11Overall Organizational Functions . 12ICS – Who Does What?. 13Incident Commander . 13Incident Management Team . 14Command Staff . 14General Staff . 14Public Information Officer Responsibilities. 15Safety Officer Responsibilities . 15Liaison Officer Responsibilities . 15Assistants . 16Appendix I - 3
May 2019E/L/G 2300 Intermediate Emergency Operations Center FunctionsAdditional Command . 16Operations Section Chief Responsibilities . 16Planning Section Chief Responsibilities. 16Logistics Section Chief Responsibilities. 17Finance/Administration Section Chief Resposibilities . 18Intelligence/Investigations Function . 19Deputies . 20Assistants . 20Technical Specialists . 20Agency Representatives . 21Incident Action Planning Process . 22Unified Command. 25Shared General Staff Sections . 25Coordinated Resource Ordering . 26Responsibilities of the Incident Commander and Unified command . 26Authority . 27Advantages of Using Unified Command . 27Air Operations Branch . 28Common Types of Aviation Operations . 28Presidential Directives . 29ICS Forms . 30Glossary . 31Appendix I - 4
May 2019E/L/G 2300 Intermediate Emergency Operations Center FunctionsNATIONAL INCIDENT MANAGEMENT SYSTEMNational Incident Management System (NIMS) is the culmination of more than 40 yearsof efforts to improve interoperability in incident management. This work began in the1970s with local, state, and Federal agencies collaborating to create a system calledFirefighting Resources of California Organized for Potential Emergencies(FIRESCOPE). FIRESCOPE included ICS and the Multiagency Coordination System(MACS). In 1982, the agencies that developed FIRESCOPE and the National WildfireCoordinating Group (NWCG) created the National Interagency Incident ManagementSystem (NIIMS), in part to make ICS guidance applicable to all types of incidents and allhazards. Under Homeland Security Presidential Directive #5 (February 2003), theFederal government created the National Incident Management System (NIMS). Thissystem directed the creation of a comprehensive, national approach to incidentmanagement. Recognizing the value of these systems, communities across the Nationhave adopted NIMS. The most current revision of NIMS was released in October 2017.NIMS Management CharacteristicsThe following characteristics are the foundation of incident command and coordinationunder NIMS and contribute to the strength and efficiency of the overall system: Common Terminology Modular Organization Management by Objectives Incident Action Planning Manageable Span of Control Incident Facilities and Locations Comprehensive Resource Management Integrated Communications Establishment and Transfer of Command Unified Command Chain of Command and Unity of Command Accountability Dispatch/Deployment Information and Intelligence ManagementCommon TerminologyNIMS establishes common terminology that allows diverse incident management andsupport organizations to work together across a wide variety of functions and hazardscenarios. This common terminology covers the following:Appendix I - 5
May 2019E/L/G 2300 Intermediate Emergency Operations Center Functions Organizational Functions: Major functions and functional units with incidentresponsibilities are named and defined. Terminology for incidentorganizational elements is standard and consistent. Resource Descriptions: Major resources—including personnel, equipment,teams, and facilities—are given common names and are typed to help avoidconfusion and to enhance interoperability. Incident Facilities: Incident management facilities are designated usingcommon terminology.Modular OrganizationICS and EOC organizational structures develop in a modular fashion based on anincident’s size, complexity, and hazard environment. Responsibility for establishing andexpanding ICS organizations and EOC teams ultimately rests with the IncidentCommander (or Unified Command) and EOC director. Responsibility for functions thatsubordinates perform defaults to the next higher supervisory position until thesupervisor delegates those responsibilities. As incident complexity increases,organizations expand as the Incident Commander, Unified Command, EOC director,and subordinate supervisors delegate additional functional responsibilities.Management by ObjectivesThe Incident Commander or Unified Command establishes objectives that drive incidentoperations. Management by objectives includes the following: Establishing specific, measurable objectives; Identifying strategies, tactics, tasks, and activities to achieve the objectives; Developing and issuing assignments, plans, procedures, and protocols forvarious incident management functional elements to accomplish the identifiedtasks; and Documenting results against the objectives to measure performance, facilitatecorrective actions, and inform development of incident objectives for thesubsequent operational period.Incident Action PlanningCoordinated incident action planning guides incident management activities. IAPsrepresent concise, coherent means of capturing and communicating incident objectives,tactics, and assignments for operational and support activities.Every incident should have an action plan; however, not all incidents need written plans.The necessity for written plans depends on incident complexity, command decisions,and legal requirements. Formal IAPs are not always developed for the initial operationalperiod of no-notice incidents. However, if an incident is likely to extend beyond oneoperational period, becomes more complex, or involves multiple jurisdictions and/orAppendix I - 6
May 2019E/L/G 2300 Intermediate Emergency Operations Center Functionsagencies, preparing a written IAP becomes increasingly important to maintain unity ofeffort and effective, efficient, and safe operations.Staff in EOCs also typically conduct iterative planning and produce plans to guide theiractivities during specified periods, though these are typically more strategic than IAPs.Manageable Span of ControlMaintaining an appropriate span of control helps ensure an effective and efficientincident management operation. It enables management to direct and supervisesubordinates and to communicate with and manage all resources under their control.The type of incident, nature of the task, hazards and safety factors, experience of thesupervisor and subordinates, and communication access between the subordinates andthe supervisor are all factors that influence manageable span of control.The optimal span of control for incident management is one supervisor to fivesubordinates; however, effective incident management frequently necessitates ratiossignificantly different from this. The 1:5 ratio is a guideline, and incident personnel usetheir best judgment to determine the actual distribution of subordinates to supervisorsfor a given incident or EOC activation.Incident Facilities and LocationsDepending on the incident size and complexity, the Incident Commander, UnifiedCommand, and/or EOC director establish support facilities for a variety of purposes anddirect their identification and location based on the incident. Typical facilities include theIncident Command Post (ICP), incident base, staging areas, camps, mass casualtytriage areas, points-of-distribution, and emergency shelters.Comprehensive Resource ManagementResources include personnel, equipment, teams, supplies, and facilities available orpotentially available for assignment or allocation. Maintaining an accurate and up-todate inventory of resources is an essential component of incident management. SectionII, the Resource Management component of this document, describes this in moredetail.Integrated CommunicationsLeadership at the incident level and in EOCs facilitates communication through thedevelopment and use of a common communications plan, interoperablecommunications processes, and systems that include voice and data links. Integratedcommunications provide and maintain contact among and between incident resources,enable connectivity between various levels of government, achieve situationalawareness, and facilitate information sharing. Planning, both in advance of and duringan incident, addresses equipment, systems, and protocols necessary to achieveintegrated voice and data communications. Section IV, the Communications andInformation Management component of this document, describes this in more detail.Appendix I - 7
May 2019E/L/G 2300 Intermediate Emergency Operations Center FunctionsEstablishment and Transfer of CommandThe Incident Commander or Unified Command should clearly establish the commandfunction at the beginning of an incident. The jurisdiction or organization with primaryresponsibility for the incident designates the individual at the scene responsible forestablishing command and protocol for transferring command. When commandtransfers, the transfer process includes a briefing that captures essential information forcontinuing safe and effective operations, and notifying all personnel involved in theincident.Unified CommandWhen no one jurisdiction, agency or organization has primary authority and/or theresources to manage an incident on its own, Unified Command may be established. InUnified Command, there is no one “commander.” Instead, the Unified Commandmanages the incident by jointly approved objectives. A Unified Command allows theseparticipating organizations to set aside issues such as overlapping and competingauthorities, jurisdictional boundaries, and resource ownership to focus on setting clearpriorities and objectives for the incident. The resulting unity of effort allows the UnifiedCommand to allocate resources regardless of ownership or location. Unified Commanddoes not affect individual agency authority, responsibility, or accountability.Chain of Command and Unity of CommandChain of command refers to the orderly line of authority within the ranks of the incidentmanagement organization. Unity of command means that each individual only reports toone person. This clarifies reporting relationships and reduces confusion caused bymultiple, conflicting directives, enabling leadership at all levels to effectively direct thepersonnel under their supervision.AccountabilityEffective accountability for resources during an incident is essential. Incident personnelshould adhere to principles of accountability, including check-in/check-out, incidentaction planning, unity of command, personal responsibility, span of control, andresource tracking.Dispatch/DeploymentResources should deploy only when appropriate authorities request and dispatch themthrough established resource management systems. Resources that authorities do notrequest should refrain from spontaneous deployment to avoid overburdening therecipient and compounding accountability challenges.Appendix I - 8
May 2019E/L/G 2300 Intermediate Emergency Operations Center FunctionsInformation and Intelligence ManagementThe incident management organization establishes a process for gathering, analyzing,assessing, sharing, and managing incident-related information and intelligence.Information and intelligence management includes identifying essential elements ofinformation (EEI) to ensure personnel gather the most accurate and appropriate data,translate it into useful information, and communicate it with appropriate personnel.Note that in In NIMS, “intelligence” refers exclusively to threat-related informationdeveloped by law enforcement, medical surveillance, and other investigativeorganizations.ICS HISTORY AND FEATURESIncident Command SystemICS is a standardized approach to the command, control, and coordination of on-sceneincident management that provides a common hierarchy within which personnel frommultiple organizations can be effective. ICS specifies an organizational structure forincident management that integrates and coordinates a combination of procedures,personnel, equipment, facilities, and communications. Using ICS for every incidenthelps hone and maintain skills needed to coordinate efforts effectively. ICS is used byall levels of government as well as by many NGOs and private sector organizations. ICSapplies across disciplines and enables incident managers from different organizations towork together seamlessly. This system includes five major functional areas, staffed asneeded, for a given incident: Command, Operations, Planning, Logistics, andFinance/Administration. A sixth ICS Function, Intelligence/ Investigations, is only usedwhen the incident requires these specialized capabilities.Incident Complexity, Complex Incidents and Incident ComplexIncident Complexity is the combination of involved factors that affect the probability ofcontrol 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, strategyand tactics, and agency policy. Incident complexity is considered when making incidentmanagement level, staffing, and safety decisions.Incident complexity is assessed on a five-point scale ranging from Type 5 (the leastcomplex incident) to Type 1 (the most complex incident).Various analysis tools have been developed to assist consideration of important factorsinvolved in incident complexity. Listed below are some of the factors that may beconsidered in analyzing incident complexity: Impacts to life, property, and the economy Community and responder safetyAppendix I - 9
May 2019E/L/G 2300 Intermediate Emergency Operations Center Functions Potential hazardous materials Weather and other environmental influences Likelihood of cascading events Potential crime scene (including terrorism) Political sensitivity, external influences, and media relations Area involved, jurisdictional boundaries Availability of resourcesComplex Incidents are larger incidents with higher incident complexity (normally Type 1or Type 2 incidents) that extend into multiple operational periods and rapidly expand tomultijurisdictional and/or multidisciplinary efforts necessitating outside resources andsupport.According to NIMS 2017, Incident Complex refers to two or more individual incidentslocated in the same general area and assigned to a single Incident Commander orUnified Command.Position TitlesOrganizational ElementIncident CommandCommand StaffSectionBranchDivisions/GroupsUnitStrike Team/ResourceTeam/Task ForceSingle ResourceTechnical SpecialistLeadership Position TitleIncident CommanderOfficerChiefDirectorSupervisorUnit LeaderLeaderSupport PositionsDeputyAssistantDeputy, AssistantDeputyN/AManager, CoordinatorSingle Resource BossBoss, LeaderSpecialistN/AN/AAppendix I - 10
May 2019E/L/G 2300 Intermediate Emergency Operations Center FunctionsICS Organizational Structure and Elements Command Staff: The staff who report directly to the Incident Commander,including the Public Information Officer, Safety Officer, Liaison Officer, andother positions as required. Section: The organizational level having responsibility for a major functionalarea of incident management (e.g., Operations, Planning, Logistics,Finance/Administration, and Intelligence/Investigations (if established)). TheSection is organizationally situated between the Branch and the IncidentCommand. Branch: The organizational level having functional and/or geographicalresponsibility for major aspects of incident operations. A Branch isorganizationally situated between the Section Chief and the Division or Groupin the Operations Section, and between the Section and Units in the LogisticsSection. Branches are identified by the use of Roman numerals or byfunctional area. Division: The organizational level having responsibility for operations within adefined geographic area. The Division level is organizationally between theStrike Team and the Branch. Group: An organizational subdivision established to divide the incidentmanagement structure into functional areas of operation. Groups are locatedbetween Branches (when activated) and resources (personnel, equipment,teams, supplies, and facilities) in the Operations Section. Unit: The organizational element with functional responsibility for a specificincident planning, logistics, or finance/administration activity.Appendix I - 11
May 2019E/L/G 2300 Intermediate Emergency Operations Center Functions Task Force: Any combination of resources assembled to support a specificmission or operational need. A Task Force will contain resources of differentkinds and types, All resource elements within a Task Force must havecommon communications and a designated leader. Strike Team/ Resource Team: A set number of resources of the same kindand type that have an established minimum number of personnel, commoncommunications, and a designated leader. In the law enforcementcommunity, Strike Teams are sometimes referred to as Resource Teams. Single Resource: An individual, a piece of equipment and its personnelcomplement, or a crew/team of individuals with an identified work supervisorthat can be used on an incident.Overall Organizational FunctionsICS was designed by identifying the primary activities or functions necessary toeffectively respond to incidents. Analyses of incident reports and review of militaryorganizations were all used in ICS development. These analyses identified the primaryneeds of incidents.As incidents became more complex, difficult, and expensive, the need for anorganizational manager became more evident. Thus, in ICS, and especially in largerincidents, the Incident Commander manages the organization and not the incident.In addition to the Command function, other desired functions and activities were to: Delegate authority and provide a separate organizational level within the ICSstructure with sole responsibility for the tactical direction and control ofresources. Provide logistical support to the incident organization. Provide planning services for both current and future activities. Provide cost assessment, time recording, and procurement control necessaryto support the incident and the managing of claims. Promptly and effectively interact with the media, and provide informationalservices for the incident, involved agencies, and the public. Provide a safe operating environment within all parts of the incidentorganization. Ensure that assisting and cooperating agencies’ needs are met, and to seethat they are used in an effective manner.Appendix I - 12
May 2019E/L/G 2300 Intermediate Emergency Operations Center FunctionsICS – Who Does What?Incident CommanderThe Incident Commander is technically not a part of either the General or CommandStaff. The Incident Commander is responsible for: Having clear authority and knowing agency policy. Ensuring incident safety. Establishing an Incident Command Post. Setting priorities, and determining incident objectives and strategies to befollowed. Establishing the ICS organization needed to manage the incident. Approving the Incident Action Plan. Coordinating Command and General Staff activities. Approving resource requests and use of volunteers and auxiliary personnel. Ensuring after-action reports are completed. Authorizing information release to the media. Ordering demobilization as needed.Appendix I - 13
May 2019E/L/G 2300 Intermediate Emergency Operations Center FunctionsIncident Management TeamAn Incident Management Team (IMT) is a rostered group of ICS-qualified personnelconsisting of an Incident Commander, Command and General Staff, and personnelassigned to other key ICS positions. The level of training and experience of the IMTmembers, coupled with the identified formal response requirements and responsibilitiesof the IMT, are factors in determining “type,” or level, of IMT.Command StaffThe Command Staff is assigned to carry out staff functions needed to support theIncident Commander. These functions include interagency liaison, incident safety, andpublic information.Command Staff positions are established to assign responsibility for key activities notspecifically identified in the General Staff functional elements. These positions mayinclude the Public Information Officer (PIO), Safety Officer (SO), and Liaison Officer(LNO), in addition to various others, as required and assigned by the IncidentCommander.General StaffThe General Staff represents and is responsible for the functional aspects of theIncident Command structure. The General Staff typically consists of the Operations,Planning, Logistics, and Finance/Administration Sections. In some incidents the GeneralStaff may also include the Intelligence/Investigations Function, either operating under astaff section, or as a stand alone section.General guidelines related to General Staff positions include the following: Only one person will be designated to lead each General Staff position. General Staff positions may be filled by qualified persons from any agency orjurisdiction. Members of the General Staff report directly to the Incident Commander. If aGeneral Staff position is not activated, the Incident Commander will haveresponsibility for that functional activity. Deputy positions may be established for each of the General Staff positions.Deputies are individuals fully qualified to fill the primary position. Deputies canbe designated from other jurisdictions or agencies, as appropriate. This is agood way to bring about greater interagency coordination. General Staff members may exchange information with any person within theorganization. Direction takes place through the chain of command. This is animportant concept in ICS. General Staff positions should not be combined. For example, to establish a"Planning and Logistics Section," it is better to initially create the two separateAppendix I - 14
May 2019E/L/G 2300 Intermediate Emergency Operations Center Functionsfunctions, and if necessary for a short time place one person in charge ofboth. That way, the transfer of responsibility can be made easier.Public Information Officer Responsibilities Determine, according to direction from the IC, any limits on informationrelease. Develop accurate, accessible, and timely information for use in press/mediabriefings. Obtain IC’s approval of news releases. Conduct periodic media briefings. Arrange for tours and other interviews or briefings that may be required. Monitor and forward media information that may be useful to incidentplanning. Maintain current information, summaries, and/or displays on the incident. Make information about the incident available to incident personnel. Participate in planning meetings.Safety Officer Responsibilities Identify and mitigate hazardous situations. Ensure safety messages and briefings are made. Exercise emergency authority to stop and prevent unsafe acts. Review the Incident Action Plan for safety implications. Assign assistants qualified to evaluate special hazards. Initiate preliminary investigation of accidents within the incident area. Review and approve the Medical Plan. Participate in planning meetings.Liaison Officer Responsibilities Act as a point of contact for agency representatives. Maintain a list of assisting and cooperating agencies and agencyrepresentatives. Assist in setting up and coordinating interagency contacts. Monitor incident operations to identify current or potential interorganizationalproblems. Participate in planning meetings, providing current resource status, includinglimitations and capabilities of agency resources.Appendix I - 15
May 2019 E/L/G 2300 Intermediate Emergency Operations Center FunctionsProvide agency-specific demobilization information and requirements.Assistants In the context of large or complex incidents, Command Staff members mayneed one or more assistants to help manage their workloads. EachCommand Staff member is responsible for organizing his or her assistants formaximum efficiency.Additional Command Staff Additional Command Staff positions may also be necessary dependingon the nature and location(s) of the incident, and/or specific requirementsestablished by the Incident Commander. For example, a Legal Counsel maybe assigned directly to the Command Staff to advise the Incident Commanderon legal matters, such as emergency proclamations, legality of evacuationorders, and legal rights and restrictions pertaining to media access. Similarly,a Medical Advisor may be designated and assigned directly to the CommandStaff
NIMS Glossary and ICS Forms E/L/G 2300 INTERMEDIATE EMERGENCY OPERATIONS CENTER FUNCTIONS. May 2019 E/L/G 2300 Intermediate Emergency Operations Center Functions Appendix I - 2 . This page intentionally left blank. May 2019 E/L/G 2300 Intermediate Emergency Operations Center Functions
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achieving NIMS compliance within an integrated local government plan for NIMS compliance. School district participation in local government's NIMS preparedness program is essential to ensure that first responder services are delivered to schools in a timely and effective manner. Coord
Michigan Benton Harbor Lake Michigan College NIMS Big Rapids Ferris State University Detroit Machining Training Institute Dowagiac Southwestern Michigan College NIMS Grand Rapids Grand Rapids Community College University Center Delta College Minnesota Brooklyn Park Hennepin Technical College NIMS Faribault/N. Mankato NIMS
Issue of orders 69 : Publication of misleading information 69 : Attending Committees, etc. 69 : Responsibility 69-71 : APPENDICES : Appendix I : 72-74 Appendix II : 75 Appendix III : 76 Appendix IV-A : 77-78 Appendix IV-B : 79 Appendix VI : 79-80 Appendix VII : 80 Appendix VIII-A : 80-81 Appendix VIII-B : 81-82 Appendix IX : 82-83 Appendix X .
Appendix G Children's Response Log 45 Appendix H Teacher's Journal 46 Appendix I Thought Tree 47 Appendix J Venn Diagram 48 Appendix K Mind Map 49. Appendix L WEB. 50. Appendix M Time Line. 51. Appendix N KWL. 52. Appendix 0 Life Cycle. 53. Appendix P Parent Social Studies Survey (Form B) 54
Why do we need NIMS? NIMS provides a consistent nationwide framework and approach to enable government at all levels (Federal, State, tribal, and local), the private sector, and nongovernmental organizations (NGOs) to work together to prepare for, prevent, respond to, recover from, and mitigate the
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