Оглавление
Louis N. Molino Sr. Emergency Incident Management Systems
Table of Contents
List of Tables
List of Illustrations
Guide
Pages
Emergency Incident Management Systems. Fundamentals and Applications
Copyright
Foreword
Preface
Acknowledgments
About the Book
About the Companion Website
1 Introduction
1.1 The Revolutionary War
1.2 The Big Burn of 1910
1.3 The Military Connection
1.4 The Birth of IMS Method
1.4.1 No Single Person in Charge
1.4.2 No Formal Protocols or Policies
1.4.3 Conflicts and Egos
1.4.4 Integrating Multijurisdictional Response
1.4.5 No Collaborative Organizational Structure
1.4.6 Strictly Enforced Intra‐agency Command Structure
1.4.7 Command Based on Home Rule
1.4.8 Too Many Subordinates Reporting to a Single Supervisor
1.4.9 Lack of Accountability
1.4.10 No Interagency Planning
1.4.11 Lack of Common Terminology
1.4.12 A Lack of Interoperable Communications
1.4.13 A Lack of Logistics
1.5 California's Solution
1.6 Creating the Incident Command System
1.7 Evolution of IMS Methods
1.8 The “Big Three” of IMS
1.9 The Melding of the IMS Concepts of Today
1.10 The National Incident Management System (NIMS)
1.11 Presidential Directives
1.12 The NIMS Mandate
1.13 NIMS Updates/Changes (2008) and Training
1.14 NIMS Updates (2017)
1.15 Conclusion
Chapter 1 Quiz
Self‐Study
2 A Case Study of Incident Management
2.1 The Lifecycle of an Incident
2.2 Common Attributes of an Incident
2.3 The Importance of Knowledge and Experience
2.4 Case Study: Tokyo Versus Oklahoma City
2.4.1 Tokyo Subway Attack
2.4.2 Oklahoma City Bombing
2.4.2.1 At the Scene of the Explosion
2.4.2.2 At the State Emergency Operations Center
2.5 Comparing and Contrasting These Incidents
2.5.1 Command
2.5.2 Control
2.5.3 Cooperation
2.5.4 Collaboration
2.5.5 Communications
2.6 Conclusion
Chapter 2 Quiz
Self‐Study
3 Incident Management in Other Countries
3.1 The United Nations
3.2 Australia
3.3 Bermuda
3.4 Burma/Myanmar
3.5 Bangladesh
3.6 Brunei
3.7 Cambodia
3.8 Canada
3.9 China
3.10 Germany
3.11 Haiti
3.12 India
3.13 Indonesia
3.14 Iran
3.15 Iraq
3.16 Japan
3.17 Maldives
3.18 Malaysia
3.19 Mexico
3.20 New Zealand
3.21 Palestine
3.22 Philippine Islands
3.23 Russia
3.24 Singapore
3.25 United Kingdom
3.26 Vietnam
3.27 Other International Uses
Real‐Life Scenario
Chapter 3 Quiz
Self‐Study
4 The Five Cs of Crisis (or Incident) Management
4.1 Command
4.1.1 Situational Awareness
4.1.1.1 Who Is in Command?
4.2 Control
4.3 Communications
4.4 Responder Communication Problems. 4.4.1 Terminology
4.4.2 Interoperability
4.4.3 Current Communications Facilitation
4.5 Integrated Responder Communications
4.6 Creating a Communications Unit for Responders
4.7 Radio Networks
4.8 Stakeholder Communications
4.8.1 Government Stakeholders
4.8.2 Media Stakeholders
4.8.3 Social Media
4.8.4 Local Utility Companies
4.8.5 Local Businesses
4.8.6 Civic Organization and Advocacy Groups
4.8.7 Houses of Worship
4.8.8 Volunteer Organizations
4.9 Communications Wrap‐up
4.10 Cooperation and Coordination
4.11 Cooperation and Coordination in the State of Illinois
4.12 Private Sector Cooperation and Coordination
4.13 Strengthening Intelligence/Information Sharing with Coordination and Cooperation
4.14 Cooperation and Coordination During an Active Incident
4.14.1 Joint Information Center – Cooperation and Coordination
4.14.2 Liaison Officer – Cooperation and Coordination
4.14.3 Agency Representative(s) – Cooperation and Coordination
4.14.4 Non‐command Cooperation and Coordination
Real‐Life Incident
4.15 Conclusion
Real‐Life Situation
Chapter 4 Quiz
Self‐Study
5 The National Incident Management System (NIMS)
5.1 NIMS Method Guiding Principles
5.1.1 Flexibility
5.1.2 Standardization
5.1.3 Unity of Effort
5.2 Key Terms and Definitions
5.3 Understanding Comprehensive, Flexible, and Adaptable
5.3.1 Comprehensive
5.3.2 Flexible
5.3.3 Adaptable
5.4 NIMS Components
5.5 The Importance of Preparedness with NIMS
5.5.1 Cycle of Preparedness as a Part of NIMS Incident Management
5.5.2 NIMS Drills and Exercises to Support Preparedness
5.5.3 Seminar
5.5.4 Workshops
5.5.5 Tabletop Exercise (TTX)
5.5.6 Games
5.5.7 Drills
5.5.8 Functional Exercises (FEs)
5.5.9 Full‐Scale Exercises (FSEs)
Real‐Life Scenario
5.5.9.1 Use of Nonresponse Personnel
5.6 NIMS Method of Resource Management: Preparedness
5.6.1 Which Agreement Should Be Used?
5.6.2 What is a Mutual Aid Agreement (MAA)?
5.6.3 What is a Memorandum of Understanding (MOU)?
5.6.4 Identifying and Typing Resources1
5.7 NIMS Qualifying, Certifying, and Credentialing Personnel1
5.8 NIMS Method of Resource Management Response and Recovery1
5.8.1 Identify the Resource1
5.8.2 Order and Acquire the Resource1
5.8.3 Mobilize the Resource1
5.8.4 Track and Report Resources1
5.8.5 Demobilize and Reimburse the Resource1
5.8.6 Restock Resource(s) in an Incident1
5.9 NIMS Multiagency Coordination Systems1
5.9.1 Emergency Operations Centers (EOCs)1
5.9.1.1 Which Stakeholders Should Be Represented in the EOC?2
5.9.1.2 EOC Organizational Structure and Management2
5.9.1.3 EOC Activation and Deactivation2
5.9.1.3.1 Level‐1 Activation2
5.9.1.3.2 Level‐2 Activation2
5.9.1.3.3 Level‐3 Activation2
5.9.1.4 What Triggers Levels of Activation?2
5.9.1.4.1 Deactivation2
5.9.1.5 Multiagency Coordination (MAC) Group2
5.9.1.6 Joint Information Center2
5.10 Conclusion
Real‐Life Incident
Chapter 5 Quiz
Self‐Study
Notes
6 An Overview of the Incident Command System
6.1 Taking Control with ICS
Relevant Research
6.2 Common Components of Incident Management Systems
6.2.1 The ICS Component of NIMS
6.3 ICS and NIMS‐Differences and Commonalities
6.4 Incident Management System and NIMS Integration
6.4.1 Common Terminology
6.4.2 Modular Organization
6.4.3 Integrated Communications
6.4.4 Consolidated Incident Action Plans
6.4.5 Manageable Span of Control
6.4.6 Predesignated Incident Facilities
6.4.7 Comprehensive Resource Management
6.5 Conclusion
Real‐Life Incident
Chapter 6 Quiz
Self‐Study
7 Command Staff, General Staff, and Their Functions
7.1 Incident Commander (IC)
7.2 Unified Command
7.3 Command Staff
7.3.1 Safety Officer (SOFR) Function
7.3.2 Public Information Officer (PIO)
7.3.3 Liaison Officer (LOFR)
7.3.4 Investigations and Intelligence Gathering Officer (IO) Alternative Placement
7.4 General Staff
7.4.1 Operations Section Chief (OSC)
7.4.2 Logistics Section Chief (LSC)
7.4.3 Planning Section Chief (PSC)
7.4.4 Finance (and Administration) Section Chief (FSC)
7.4.5 Investigations and Intelligence Section Chief (ISC) Alternative Placement
7.5 Expanding the Hierarchal Structure
7.5.1 Modular Organization Supports ICS Expansion
7.5.2 Organizational Flexibility
7.6 Conclusion
Chapter 7 Quiz
Self‐Study
8 Expanding the Operations Section
8.1 Operations Section
8.1.1 Operations Branches, Divisions/Groups, Strike Teams/Task Forces
8.1.2 Branches
8.1.3 Additional Branch Considerations
8.1.3.1 Health and Welfare Branch1
8.1.3.2 Construction/Engineering Branch1
8.1.3.3 Air Operations Branch (AOB)1
8.1.4 Divisions/Groups
8.1.4.1 Divisions (Geographic)
8.1.4.2 Groups (Functional: Jobs They Perform)
8.1.5 Single Resources
8.1.6 Strike Team
8.1.7 Task Force
8.2 Conclusion
Real‐Life Incident
Chapter 8 Quiz
Self‐Study
Note
9 Expanding Logistics
9.1 Logistics Section Expansion
9.1.1 Logistics Branch Structure
9.1.2 Support Branch
9.1.2.1 Facilities Unit (Support Branch)
9.1.2.1.1 Incident Command Post (ICP)1
9.1.2.1.2 Incident Base1
9.1.2.1.3 Incident Camp1
9.1.2.1.4 Staging Area1
9.1.2.1.5 Helibase2
9.1.2.1.6 Helispot2
9.1.2.2 Ground Support Unit (Support Branch)
9.1.2.3 Supply Unit (Support Branch)1
9.1.3 Service Branch
9.1.3.1 Food Unit (Service Branch)1
9.1.3.1.1 Cook2
9.1.3.1.2 Assistant Cooks2
9.1.3.1.3 Cook Helpers2
9.1.3.2 Medical Unit (Service Branch)1
9.1.3.2.1 Fireline Emergency Medical Technician2
9.1.3.2.2 Responder Rehabilitation Unit2
9.1.3.3 Communications Unit (Service Branch)1
9.1.3.3.1 Incident Communications Center2
9.1.3.3.2 Radio Operator2
9.1.3.3.3 Incident Message Center2
9.1.3.3.4 Auxiliary Emergency Communicators2
Incident Communications Technician2
9.1.3.3.6 Communications When a Joint Field Office (JFO) Is Opened
9.1.3.3.7 Network Manager2
9.1.3.3.8 Network Specialist2
Telecom Manager2
About the Mount Weather Emergency Assistance Center
9.1.3.3.9 Telecommunications (Telecom) Specialist2
9.1.3.3.10 Internal Communications Manager2
About the Robert T. Stafford Disaster Relief and Emergency Assistance Act
9.1.3.3.11 Help Desk Operator2
9.1.3.3.12 Message Center/Switchboard Operator/Receptionist2
9.1.3.3.13 Mobile Emergency Response Support (MERS)
Real‐life Incident
Chapter 9 Quiz
Self‐Study
Notes
10 Expanding Planning and Intelligence
10.1 Planning and Intelligence Modular Expansion
10.1.1 Situation Unit
10.1.1.1 Field Observer
10.1.1.2 Geographic Information System Specialist (GISS)
10.1.1.3 Display Processor1
10.1.1.4 Infrared Interpreter2
10.1.1.5 Fire Effect Monitor2
10.1.1.6 Fire Behavior Analyst2
10.1.1.7 Long‐Term Fire Analyst2
10.1.1.8 Technical Specialists1
10.1.2 Resources Unit
10.1.2.1 Status Recorder
10.1.3 The Documentation Unit
10.1.4 The Demobilization Unit
10.1.5 Two Optional Units
10.1.5.1 Strategic Operational Planner (SOPL)1
10.1.5.2 Training Specialist (TNSP)1
Real‐Life Incident
Chapter 10 Quiz
Self‐Study
Notes
11 Expanding Finance and Administration
Real‐life Incident
11.1 Compensation Claim Unit
11.1.1 Compensation for Injury Specialist (INJR)1
11.1.2 Claims Specialist (CLMS)1
11.2 Cost Unit
11.3 Procurement Unit
11.4 Time Unit
11.4.1 Personnel Time Recorder (PTRC)1
11.4.2 Equipment Time Recorder (EQTR)1
Real‐life Incident
Chapter 11 Quiz
Self‐Study
Note
12 ICS Investigations and Intelligence (I/I)
12.1 Historical Overview
12.2 More than Law Enforcement
12.3 Investigations and Intelligence Gathering (I/I) Information Sharing
12.4 Placement Consideration of Investigations and Intelligence Gathering (I/I)
12.4.1 Investigations and Intelligence Gathering (I/I) as Command Staff
12.4.2 Investigations and Intelligence Gathering (I/I) as General Staff
12.4.3 Investigations and Intelligence Gathering (I/I) Section Chief
12.4.3.1 Investigative Operations Group
12.4.3.2 Intelligence Group
12.4.3.2.1 Information Intake and Assessment Unit1
12.4.3.2.2 The Operations Security, Operational Security, and Information Security Unit
12.4.3.2.3 The Information/Intelligence Management Unit1
12.4.3.3 Forensic Group
12.4.3.4 Missing Persons Group
Real‐Life Incident
12.4.3.5 Mass Fatality Management Group
About Family Assistance Centers
12.4.3.6 Investigative Support Group
12.4.3.6.1 Staging Area Manager1
12.4.3.6.2 Work Area Manager1
12.4.3.6.3 Resource Coordinator1
12.4.3.6.4 Communications Coordinator
12.4.3.6.5 Physical Security Coordinator1
12.4.4 Investigations and Intelligence Gathering (I/I) in the Operations Section
12.4.5 Investigations and Intelligence Gathering (I/I) in the Planning Section
12.5 Conclusion
Real‐Life Incident
Chapter 12 Quiz
Self‐Study
Note
13 The Agency Administrator, Common Agency Representatives, and a Basic Overview of the Planning Process
13.1 The Agency Administrator
13.2 Agency Administrator Representatives
13.2.1 Resource Advisor1
13.2.2 Historic Preservation Advisor2
13.2.3 Incident Business Advisor2
13.2.4 Buying Teams2
13.2.5 Administrative Payment Team2
13.2.6 Other Teams2
13.3 An Overview of the ICS Planning Process
13.3.1 The Incident Action Plan (IAP)
13.3.2 General and Command Staff Planning Responsibilities‐the Basics
13.3.3 The Benefits of the Planning Process
13.3.4 The Planning Process‐an Overview
13.3.4.1 Initial Understanding of the Situation
13.3.4.2 Establishing Incident Objectives and Strategies
13.3.4.3 Develop a Plan
13.3.4.4 Prepare and Disseminate the Plan
Real‐Life Incident
Chapter 13 Quiz
Self‐Study
Notes
14 Management by Objectives – SMART Goals
14.1 Underlying Factors for Determining Incident Objectives and Strategies
14.2 Establishing Immediate Incident Objective Priorities
14.2.1 Life Safety
14.2.2 Incident Stabilization
14.2.3 Property Conservation
Real‐Life Incident
14.2.4 Environmental and Economic Protection
14.3 Management by Objectives
14.4 Writing Goals and Objectives for the Incident Action Plan
14.4.1 SMART Objective Worksheets
14.5 Management by Objective for Never‐Ending Incidents1
14.6 The Importance of SMART Objectives in the Planning Process
14.6.1 Completion of SMART Objectives
Chapter 14 Quiz
Self‐Study
Note
15 The Planning P‐In Depth
15.1 The Beginning of the Incident and Notifications
15.2 Initial Response and Assessment
15.2.1 Complexity Analysis‐Incident Typing
15.2.2 Incident Complexity
15.2.3 Typing the Incident – Incident Management Team (IMT) Typing
15.3 Incident Briefing – Preparing for a Transfer of Command
15.3.1 Filling Out the ICS 2011
15.3.2 Potential Other Forms for Transfer of Command
15.4 Delegation of Authority (DOA)
15.4.1 Delegation of Authority Briefing
15.4.2 Transfer of Command
15.4.3 Initial Incident Command/Unified Command Meeting
15.4.3.1 Establish Core Planning Meeting Principles for the Incident
15.4.4 Facilitating (Ongoing) Meetings
15.4.4.1 Ground Rules
15.4.4.2 Agenda
15.4.4.3 Vetting Visitors
15.4.4.4 Documentation
15.4.5 Initial or Ongoing?
15.5 Incident Command Objective Meeting
15.6 The Command and General Staff Meeting-The Basics
15.6.1 Business Meeting Prior to Command and General Staff Meeting
15.6.2 The Initial Command and General Staff Meeting
15.6.2.1 The Command Staff Briefing Within the Command and General Staff Meeting
15.6.2.2 The General Staff Briefing Within the Command and General Staff Meeting
15.6.2.3 Optional Command or General Staff if Activated
15.6.3 The Closing of the initial Command and General Staff Meeting
15.6.4 Preparations for the Ongoing Command and General Staff Meeting
15.6.4.1 Planning Section Chief (PSC) Preparations
15.6.4.2 Incident Commander (IC)/Unified Command (UC)
15.6.4.3 Situation Unit Leader (SITL)
15.6.4.4 Operations Section Chief (OSC)
15.6.4.5 Safety Officer (SOFR)
15.6.4.6 Logistics Section Chief (LSC)
15.6.4.7 Finance/Administration Section Chief (FSC)
15.6.4.8 Intelligence and Investigations ([I/I] if activated at the Command or General Staff Level)
15.6.4.9 Public Information Officer (PIO)
15.6.4.10 Liaison Officer (LOFR)
15.6.5 The (Ongoing) Command Staff and General Staff Meeting
15.6.5.1 The Command Staff Briefings
15.6.5.2 General Staff Briefings
15.6.5.3 Optional Command or Staff If Activated
15.6.6 The Closing of the Command and General Staff Meeting
15.7 The Tactics Meeting
15.8 Preparing for the Planning Meeting
15.8.1 Planning Section Chief (PSC)
15.8.2 The Situation Unit
15.8.3 The Resource Unit
15.8.4 Technical Specialists
15.8.5 Incident Action Plan Preparation and Approval
15.8.5.1 The Planning Meeting
15.9 Printing the Incident Action Plan
15.9.1 The Incident Action Plan (IAP) Cover Sheet
15.9.2 ICS Forms Integration with the Incident Action Plan (IAP)
15.9.2.1 The ICS Form 202‐Incident Objectives
15.9.2.2 The ICS Form 203‐Organization Assignment List
15.9.2.3 The ICS Form 204‐Assignment List
15.9.2.4 ICS Form 205‐Communications Plan
15.9.2.5 ICS Form 206‐Incident Medical Plan
15.9.2.6 ICS Form 208‐Safety Message
15.9.2.7 ICS Form 220‐Air Operations Summary
15.9.2.8 Incident Action Plan Map
15.9.2.9 The Traffic Plan
15.9.2.10 Weather Forecast
15.9.2.11 Additional Information
15.9.3 Early Distribution of Incident Action Plan
15.9.4 Regular Distribution of the Incident Action Plan
15.9.5 The Operational Period Briefing
15.9.6 Beginning of the Operational Period
15.9.7 Special Planning Meetings
15.9.7.1 Transition Meetings
15.9.7.2 Debriefing/Close‐Out Meeting
15.9.7.3 Public Meetings/Press Conferences
15.9.7.4 Demobilization Planning
Real‐life Incident
Chapter 15 Quiz
Self‐Study
Note
16 Integrating Incident Management into Hospitals
16.1 Hospital Emergency Incident Command System (HEICS)
16.2 HICS
16.2.1 Triage Briefly Described
16.3 HICS Does Work for Incident Management
16.3.1 Joplin MO Tornado
16.4 The Fundamental Elements of HICS
16.5 Chain of Command
16.6 Command and General Staff
16.6.1 HICS Operations Section
16.7 Staging Manager
16.7.1 Medical Care Branch Director
16.7.1.1 In‐Patient Unit Leader
16.7.1.2 Outpatient Unit Leader
16.7.1.3 Casualty Care Unit Leader
16.7.1.4 Mental Health Unit Leader
16.7.1.5 Clinical Support Services Unit Leader
16.7.1.6 Patient Registration Unit Leader
16.7.2 Infrastructure Branch Director
16.7.3 Security Branch Director
16.7.3.1 Access Control Unit Leader
16.7.3.2 Crowd Control Unit Leader
16.7.3.3 Traffic Control Unit Leader
16.7.3.4 Search Unit Leader
16.7.3.5 Law Enforcement Interface Unit Leader
16.7.4 HazMat Branch Director
16.7.5 Business Continuity Branch Director
16.7.5.1 IT Systems and Applications Unit Leader
16.7.5.2 Services Continuity Unit Leader
16.7.5.3 Records Management Unit Leader
16.7.6 Patient Family Assistance Branch Director
16.7.6.1 The Family Reunification Unit Leader
16.7.6.2 Social Services Unit Leader
16.8 HICS Planning Section
16.9 HICS Logistics Section
16.9.1 Services Branch
16.9.2 Support Branch
16.9.2.1 Employee Health and Well‐Being Unit Leader
16.9.2.2 Labor Pool and Credentialing Unit Leader
16.9.2.3 Employee Family Care Unit Leader
16.10 Finance and Administration Section
16.11 The Planning P/The HICS Planning Process
16.12 Emergency Operations Plan
16.12.1 An All‐Hazards Plan
16.12.2 Who Should Create the Emergency Operations Plan (EOP)?
16.12.2.1 Acknowledgement of the Incident
16.12.2.2 How an Incident Should be Managed
16.12.2.3 Preplanning Actions and Resources Needed
16.12.2.4 Situational Awareness
16.12.2.5 Roles and Responsibilities
16.12.2.6 Communications
16.12.2.7 Staffing
16.12.2.8 Credentialing
16.13 Volunteer Management
16.14 Health and Medical Operations
16.14.1 Fatality Management
16.14.2 Decontamination
16.14.3 Health and Medical Advisories
16.14.4 Interjurisdictional Relationships
16.14.4.1 Patient Management
16.14.4.2 Logistics
16.14.4.3 Finance and Emergency Spending Authorizations
16.14.4.4 Resource Management
16.14.4.5 Donations Management (Solicited and Unsolicited)
16.14.4.6 Infrastructure Management (Building, Grounds, Utilities, Damage Assessment)
16.14.4.7 Evacuation
16.14.4.8 Safety and Security
16.14.4.9 Coordination with External Agencies
16.15 Conclusion
Real Life Incident
Chapter 16 Quiz
Self‐Study
References
Index
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